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MG 495 Business Policy
Van Hoesen, Garrett


Mission Statement: The mission of Park University, an entrepreneurial institution of learning, is to provide access to academic excellence, which will prepare learners to think critically, communicate effectively and engage in lifelong learning while serving a global community.

Vision Statement: Park University will be a renowned international leader in providing innovative educational opportunities for learners within the global society.

Course

MG 495 Business Policy

Semester

F2T 2006 DLA

Faculty

Van Hoesen, Garrett

Title

Senior Instructor of Management/Adjunct Faculty

Degrees/Certificates

BS
MBA

Office Location

Hershey, Pennsylvania

Office Hours

Online Monday, Wednesday, and Friday 8:00 PM EST through 9:30 PM EST and Sunday 8:00 PM EST through 9:30 PM EST

Daytime Phone

717-838-2950

Other Phone

717-222-9006 (Cell)

E-Mail

Garrett.VanHoesen@pirate.park.edu

gvanhoesen@erinet.com

Semester Dates

10/23/2006 to 12/17/2006

Credit Hours

3


Textbook:
CORPORATE STRATEGY: A Resource-Based Approach, 2nd ed, 2005, by Collis and Montgomery, Irwin Publishing, ISBN: 0-07-231286-6

Textbooks can be purchased through the MBS bookstore

Additional Resources:

McAfee Memorial Library - Online information, links, electronic databases and the Online catalog. Contact the library for further assistance via email or at 800-270-4347.
Career Counseling - The Career Development Center (CDC) provides services for all stages of career development.  The mission of the CDC is to provide the career planning tools to ensure a lifetime of career success.
Park Helpdesk - If you have forgotten your OPEN ID or Password, or need assistance with your PirateMail account, please email helpdesk@park.edu or call 800-927-3024
Resources for Current Students - A great place to look for all kinds of information http://www.park.edu/Current/.
Advising - Park University would like to assist you in achieving your educational goals. Please contact your Campus Center for advising or enrollment adjustment information.
Online Classroom Technical Support - For technical assistance with the Online classroom, email helpdesk@parkonline.org or call the helpdesk at 866-301-PARK (7275). To see the technical requirements for Online courses, please visit the http://parkonline.org website, and click on the "Technical Requirements" link, and click on "BROWSER Test" to see if your system is ready.
FAQ's for Online Students - You might find the answer to your questions here.


Course Description:
A series of business cases and materials dealing with a variety of problems confronting general management selected to illustrate the major areas of managerial concern: environmental opportunities and constraints, formulation of business policy, organization for business activity and marshalling of resources for achieving objectives of the firm. Pre-requisites: <a href="index.aspx?Class=EN306B">EN 306B</a> and completion of business/management core or permission of instructor. 3:0:3

Educational Philosophy:
Welcome to Business Policy on line! You will work with students many miles apart to complete projects and discuss strategic management issues. I will serve as your facilitator and will encourage you to take responsibility for your learning processes. You will discover how to perform research for your papers and discussion topics using the World Wide Web, an extraordinary resource that is almost inexhaustible, and one that is available to you regardless of weather, holidays, or time of day. Business Policy is concerned with developing the "general management perspective." This means understanding the key long-term and short-term implications of any situation, problem, proposal, or decision for the total enterprise. The necessity to view everything in terms of the whole organization is a skill that is difficult to learn. The general management (CEO) point of view demands that the CEO sublimate departmental, functional, or specialist perspective in order to take a balanced, company-wide view. These goals can only be achieved through a joint "on-line" effort. I will work to stimulate your interest and learning. However, you will be expected to display initiative and a program of self study as well. As a result, another objective of the course is to provide you with an environment that will reward your own intellectual effort. Each week, we will focus on corporate strategy issues, problems, etc., encountered by the management professional through our on-line conferencing discussions; these issues are reinforced and expanded in readings in our text, CORPORATE STRATEGY, A Resource-Based Strategy, by Collis and Montgomery, 2nd edition, 2005, ISBN: 0-07-231286-6

Learning Outcomes:
  Core Learning Outcomes

  1. Define the term “strategic management”.
  2. List four phases of strategic management
  3. List four basic elements of strategic management.
  4. Define the term “strategy”.
  5. Identify the five forces that shape competition as described by Porter.
  6. Explain what is meant by the term "competitive advantage".
  7. List three directional strategies.
  8. List the five stages of international development.


Core Assessment:

Final exam

Link to Class Rubric

Class Assessment:

Conducting Case Analyses

As the course description states, Business Policy is a series of business cases. The ability to do well in this course requires that you are able to analyze and discuss real business situations. These cases are used to provide vicarious business experiences. They provide the real-world data necessary to understand strategic management concepts. Whether or not you have been introduced to the case method, the purpose of this discussion is to help you prepare cases more effectively. Some of you may discover that many of the reports you have prepared for the organization for which you work will look remarkably like the case reports you will prepare for this course.  Good case preparation requires mastering three essential skills.

  • First, analyze the business situation thoroughly and systematically.
  • Second, ideas must be presented as logically structured arguments. This forces you to build the report with a strong foundation so that its recommendations follow from the material that precedes them.
  • Third, communicate the report effectively.
  • All three components must be present for the case report to be as complete as possible.
    Strategy cases require several types of analysis dealing with interrelated problems. In Business Policy cases you are not afforded the luxury of looking at only one portion of a company; you must consider the entire company. Try to adopt the role of a CEO and become a strategic manager. Each firm exists in an environment presenting opportunities and threats for the business. Treating the firm as a set of complementary capabilities and people brought together to fulfill an overall mission is the basic approach of business policy. Depending on how these capabilities and people are combined defines the relative strengths and weaknesses of the firm. However, only certain strengths give the firm a differential advantage. Identifying these competitively relevant factors is a critical part of the analysis. As the CEO, you will evaluate the viability of a firm's strategy and if deficient, consider and choose from alternative strategies so that the firm fits its environment and can achieve its objectives.

Preparing Case Analysis Reports

Business Policy case reports will consist of two separate items, a cover memo and written report. The cover memo is also known as the Executive Summary (ES), which is addressed to the CEO of the company. Restrict the memo to one page single-spaced. Two or three paragraphs are sufficient to briefly describe the problems analyzed. Explain your evaluation methodology and then summarize the recommendations. The written report should also be single-spaced with normal margins and spacing.  When you submit your case study, please include the Executive Summary and the case study detail analysis in one file.  When writing the written case report, at least seven steps are necessary, and this format MUST be followed:

1. Evaluation of current objectives and current strategy. This is the first critical step in the process. If you don't know the target (or targets) it is impossible to logically proceed. What is the firm trying to accomplish (their goals) and how are they going about doing this?
2. Analysis of current environmental opportunities and threats. This requires an in-depth analysis of the current business environment of the company. What opportunities are there for them in their industry or others that they may take advantage. What is their competition or the government or the economy doing that can harm them?
3. The company's current strengths and weaknesses. Permits the identification of the current differential advantages and disadvantages. What do they do well, and what do they not do so well.
4. Stakeholder analysis. A systematic review of the various stakeholders in the firm. Stakeholders are any group of folks (customers, employees, suppliers, etc (lots of different groups) that are or can be impacted by what our firm does.
5. Identifying current problems. Use all of the previous analyses to determine if the current strategy is consistent with the external environment. This includes both parts of the external environment: direct and indirect. What "snakes" are there that can "bite" us?
6. Alternative strategies. This is the opportunity to develop several alternative strategies for the firm. This is not a pie in the sky approach to strategy building. It is necessary to compare the alternative strategies with the firm's objectives, look carefully at the competitive advantages of the firm, the risk involved, and if the alternatives can be implemented. What can we do differently than what we are doing now?
7. Recommendations. Straight forward, clear cut approaches should be at the heart of this section. What do you recommend that we do from what you proposed in item #6 above and why do you recommend them?

NOTE: I will post a thread in the classroom, in the "Case Analysis" topic, titled "Case Hints." Please print these hints, and use them to assist you in preparing every case study.

Grading:
I will provide you with ongoing progress reports of your average grade throughout the term. NOTE: See Section Course Policies for information on late work and failure to complete assigned case studies. Course grades will be based on a weighted composite of performance evaluations in the areas contained in the following table:

Assignment Points Due Date
Weekly Discussion Questions 240 points (24%) Weekly
Case Reports 300 points (30%) Weekly
Mid-term Exam 180 points (18%) Week 4
Final Exam (Proctored) 200 points (20%) Week 8
Participation 80 points (8%) Throughout the course

Course Grading Scale this subsection lists the grading scale and weighting for all of the graded work during this course.  The grading scale uses the scale below, and point totals for each letter grade are included.

A =  900- 1000 points
B =  800-899 points
C =   700-799 points
D =  600-699 points
F =  < 600 points

Submission of Late Work: Late work should be the exception and not the rule. Therefore, the following applies to ALL late work, unless prior arrangements have been made with and approved by the instructor: All late work will be downgraded at the discretion of the instructor, up to 20 points.  Unless all required work is submitted, the student could receive a failing grade for the course. Since this is a "CASE STUDY" Course, failure to complete all the case studies (COULD) or the proctored final examination (WILL) result in failure of the course!  If you ever have problems transmitting your assignments to me, telephone me or email me immediately, and we will get the problem solved. Just because your computer breaks is NO EXCUSE for you to be late in submitting your work to me. Libraries have computers with Internet access, and there are tons of places that have fax capability.

Proctored Final examination - An examination will be taken in person during the 8th week of instruction at one of the Park University sites around the country or at an alternative location approved by your Instructor where Park University sites are not available.  It will be the responsibility of the student to arrange for a proctor, by the 6th week of the term, who will be accepted and approved by the instructor.  Guidelines for selecting an acceptable proctor can be found at the Park University Website.  For proctored examinations, photo identification is required at the time of the test.  A proctor request form will be made available to you during the first week of class so that you can send your requested proctor to me for approval.  Failure to take a final proctored exam will result in an automatic "F" grade.  For all online courses the studentmust pass the final exam with a grade of 60% or better to pass the course.  The comprehensive final is not a take home test. The comprehensive final is a closed book and closed note exam.

Other Information on proctored exams:

  • It will be the responsibility of the student to arrange for a proctor, NLT the 6th week of the term, who is accepted and approved by the course instructor. NOTE: I would STRONGLY encourage to obtain your proctor as soon as possible in order to obtain the testing date and time you desire!!!!!
  • Approval of proctors is the discretion of the Online instructor. 
  • A proctor request form will be made available to you during the first week of class so that you can send your requested proctor to your instructor for approval. 
  • Failure to take a final proctored exam (or submit your final project for some online graduate courses) will result in an automatic "F"

Late Submission of Course Materials:

Submission of Late Work: Late work should be the exception and not the rule. Therefore, the following applies to ALL late work, unless prior arrangements have been made with and approved by the instructor: All late work will be downgraded at the discretion of the instructor, up to 20 points.  Unless all required work is submitted, the student could receive a failing grade for the course. Since this is a "CASE STUDY" Course, failure to complete all the case studies (COULD) or the proctored final examination (WILL) result in failure of the course!  If you ever have problems transmitting your assignments to me, telephone me or email me immediately, and we will get the problem solved. Just because your computer breaks is NO EXCUSE for you to be late in submitting your work to me. Libraries have computers with Internet access, and there are tons of places that have fax capability.

Classroom Rules of Conduct:

Emailing and Assignment Submittals

 

The following are my personal policies/guidelines for email and document assignment submittals whenever email is used in lieu of the dropbox. 

o        Please make sure to include the full Course Title (FI201-Personal Financial Management) in the subject line of your email.

o        When emailing attachments please try to include then as Microsoft Word (DOC), Adobe (PDF) or TXT files.  Whenever possible the use of PDF files is best as it ensures that the are no formating, etc. changes and these are usually smaller file sizes.

o        I will attempt to respond to all emails within a 24 to 48 hour timeframe usually during my planned office (online) times on Monday, Wednesday, Friday and Sunday.  If it is critical that I respond sooner then include the word "critical" as the first word in the email subject.

 

Incompletes

 

An "I" indicates that the student was unable to complete coursework due to extenuating circumstances within the time allotted in the term.  The notation "I" may be issued only upon completion of a Contract for Incomplete signed by the instructor and student, and placed on file in the Office of the Registrar.  Additionally:

·         An Incomplete may not be issued to a student who has unexcused or excessive absences recorded for a course.

·          Instructors may grant an extension of no more than 60 days after the last day of the term in which the "I" was granted.  A student may submit a written request for one 30-day extension beyond the 60 days.

·          Failure on the part of the student to complete the work will result in a grade of "F".

·          Taking an "I" may suspend a student from receiving financial aid benefits.

 

Grade Appeals

 

Students may challenge the validity of a grade received and may petition for a change of that grade by submitting in writing, with all documentation attached, the justification for the appeal to the appropriate Online Academic Director.

·        The appeal process must be initiated within four weeks after the completion of the semester/term for which the grade appeal is based.

·         The final decision will be made within 45 days after the four week period commences (unless extenuating circumstances delay the decision) and the student will be notified in writing of the decision.

·         The Online Academic Director will convene an Academic Advisory Council to review each submitted appeal.

·          Students may appeal the Academic Advisory Council's decision to the Associate Dean of the School of Online Learning.

 

Grade Changes

 

In addition to grade changes that result from successful grade appeals, instructors may submit grade changes in the event of a clerical or administrative error, or to correct an error in their calculation or recording of a grade.  Additional University policies governing grade changes:

·         No grade changes shall be granted more than one calendar year from the original grade submission deadline. 

·         Any change of grade, prior to the deadline, must be initiated by the faculty member who assigned the grade, and all requests must be adequately documented.

·         Grade changes may not be granted for additional work performed or re-examination beyond the established course requirements.

 

The Final Proctored Examination

 

All Park University Online courses include a final examination or final project (in graduate courses) designed to provide students with an opportunity to demonstrate their mastery of course content.  Final examinations and projects are substantive and comprehensive, incorporating multiple modes of evaluation and assessing a range of understanding levels to provide a summative evaluation of students' comprehension and application of the course content.  While instructors may not change the content of final examinations/final projects, course developers revise these instruments on a continual basis with instructor input.  Developers create new versions of final exams with randomized questions.  Students take their final examinations during Week 8 of the term under the supervision of an approved proctor.

 

Proctored Final Examination Policies

 

·         Examinations/projects must account for no less than 20% and no more than 30% of students' final grade.

·          Examinations must be administered during Week 8 of the term (or during Week 16 for some Online graduate courses).

·          Examinations are to be completed in a 2-hour testing session.

·          Multiple versions of the final examination must be used in each section (using randomization or question pooling)

 

Failure to Take a Final Examination

 

Failure to take a proctored final examination (or failure to submit a final project in some graduate courses) will result in an automatic “F” for the course.  As the final examination/project is a required course component, the grade of “F” must be recorded regardless of the student's grade before the examination (or what the student's grade would be if points from the final exam were deducted). 

Only extraordinary circumstances warrant a student's being allowed to make up a missed final examination.  It is the student's responsibility to contact the instructor before the scheduled exam/due date or by the end of the first working day after the due date.  In some cases, as with unexpected military deployments, a supervisor or other appropriate proxy may contact the instructor within the required timeframe.  It is the student's responsibility to inform his/her military supervisor of the final examination policy.

 

Arranging a Proctor

 

Proctored exams may be arranged at either a Park University Campus Center or at an alternative location.  Students within a 1-hour proximity to a Park University Campus Center are strongly encouraged to request a proctor from that Campus Center. However, alternative proctors/locations are acceptable, providing the proctor meets the School of Online Learning's criteria for acceptable proctors (reviewed below).  Proctors must be able to supervise an exam in a suitable testing environment.

Students are responsible for arranging a proctor for their final exam by Friday of Week 6 of the term.  Many non-Park proctors will proctor an exam at no charge; however, if a fee is required it will be the responsibility of the student. Students will use the Park University Online Proctor Request form to request their proctor during the first two weeks of the term. A photo identification is required by a proctor before a student may begin the examination.

Instructors must approve all non-Park University proctors.

 

Student Grievances

 

A student may report alleged discrimination, harassment, unfair assessment or failure of educational access (including appropriate educational accommodations for students with documented disabilities) to his or her Online Academic Director.  The Online Academic Director will immediately initiate an investigation into the complaint, contacting all parties involved in order to determine a resolution. 

Students will not be penalized in any way for reporting or formally filing a grievance.  Online Academic Directors and other University personnel will use discretion when investigating reported grievances.

  

Student Conduct

 

Online instructors may dismiss students from their classrooms whose behavior is detrimental to the learning experiences of other students.  Such behavior includes the use of abusive or obscene language.  Students who are dismissed from class may be given failing grades and suspended or expelled from the University.  The Student Conduct Code further specifies the behaviors that warrant dismissal from the classroom and, in some cases, the University, and also outlines the University's response to these behaviors. (Identified on pages 33-35 of University Catalog)  In addition, inappropriate student conduct in the Online Classroom may result in instructor deletion of abusive/obscene threads, blocking chat privileges, etc.

 

Course Topic/Dates/Assignments:
See attached file.

Academic Honesty:
Academic integrity is the foundation of the academic community. Because each student has the primary responsibility for being academically honest, students are advised to read and understand all sections of this policy relating to standards of conduct and academic life.   Park University 2006-2007 Undergraduate Catalog Page 87-89

Plagiarism:
Plagiarism involves the use of quotations without quotation marks, the use of quotations without indication of the source, the use of another's idea without acknowledging the source, the submission of a paper, laboratory report, project, or class assignment (any portion of such) prepared by another person, or incorrect paraphrasing. Park University 2006-2007 Undergraduate Catalog Page 87

Attendance Policy:
Instructors are required to maintain attendance records and to report absences via the online attendance reporting system.

  1. The instructor may excuse absences for valid reasons, but missed work must be made up within the semester/term of enrollment.
  2. Work missed through unexcused absences must also be made up within the semester/term of enrollment, but unexcused absences may carry further penalties.
  3. In the event of two consecutive weeks of unexcused absences in a semester/term of enrollment, the student will be administratively withdrawn, resulting in a grade of "W".
  4. A "Contract for Incomplete" will not be issued to a student who has unexcused or excessive absences recorded for a course.
  5. Students receiving Military Tuition Assistance or Veterans Administration educational benefits must not exceed three unexcused absences in the semester/term of enrollment. Excessive absences will be reported to the appropriate agency and may result in a monetary penalty to the student.
  6. Report of a "F" grade (attendance or academic) resulting from excessive absence for those students who are receiving financial assistance from agencies not mentioned in item 5 above will be reported to the appropriate agency.
ONLINE NOTE: An attendance report of "P" (present) will be recorded for students who have logged in to the Online classroom at least once during each week of the term. Recording of attendance is not equivalent to participation. Participation grades will be assigned by each instructor according to the criteria in the Grading Policy section of the syllabus.

Park University 2006-2007 Undergraduate Catalog Page 89-90

Disability Guidelines:
Park University is committed to meeting the needs of all students that meet the criteria for special assistance. These guidelines are designed to supply directions to students concerning the information necessary to accomplish this goal. It is Park University's policy to comply fully with federal and state law, including Section 504 of the Rehabilitation Act of 1973 and the Americans with Disabilities Act of 1990, regarding students with disabilities. In the case of any inconsistency between these guidelines and federal and/or state law, the provisions of the law will apply. Additional information concerning Park University's policies and procedures related to disability can be found on the Park University web page: http://www.park.edu/disability .


Attachments:
MG 495 Fall 2 2006 Course Schedule.doc

Rubric

CompetencyExceeds Expectation (3)Meets Expectation (2)Does Not Meet Expectation (1)No Evidence (0)
Synthesis                                                                                                                                                                                                                                                  
Outcomes
Explain what is meant by the term "competitive advantage."                                                                                                                                                                                                                                                                                                                                                                                                                                                           
Provides Porter's definition of the term, a thorough explanation of how a firm has a superior position to that of competitors, and at least one actual example Provides Porter's definition and an explanation of competitive advantage which supports the superior position of the firm to that of competitors Provides only a definition of the term “competitive advantage” No answer or insignificant explanation 
Analysis                                                                                                                                                                                                                                                   
Outcomes
Identify the five forces that shape competition as described by Porter                                                                                                                                                                                                                                                                                                                                                                                                                                               
Identification and description of Porter's forces and an explanation of how each force impacts the competitive environment. Identify all five of  the forces as described by Porter. Identification of less than five of the forces. No answer or a provision of  unrelated, insignificant data. 
Evaluation                                                                                                                                                                                                                                                 
Outcomes
List three directional strategies.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                   
List of the three different directional strategies,  a description of each, and an explanation of the effect of use on the organization's plans. List  three directional strategies that may be used in planning by an organization. List less than three different directional strategies. No answer or a provision of  unrelated, insignificant data. 
Terminology                                                                                                                                                                                                                                                
Outcomes
Define the term “strategy”.  Define the term “strategic management”.                                                                                                                                                                                                                                                                                                                                                                                                                                                 
Provide a complete definition of the term(s) and an explanation of how each term is used in the analysis of business plans. Provide a complete definition of the term(s). Provide a partial definition of the term(s). No answer or a provision of  unrelated, insignificant data. 
Concepts                                                                                                                                                                                                                                                   
Outcomes
List the five stages of international development.                                                                                                                                                                                                                                                                                                                                                                                                                                                                   
Provide a list of the five stages and explain how the stages may or may not be evolutionary. Provide a list of the five stages in order of development. Provide a list of less than five stages and/or not in the order of development. No answer or a provision of  unrelated, insignificant data 
Application                                                                                                                                                                                                                                                
Outcomes
*List four phases of strategic management. *List four basic elements of strategic management.                                                                                                                                                                                                                                                                                                                                                                                                                        
*Provide a list of the four phases along with an explanation or description of the activities that occur during the respective phase.
*Provide a list of the four elements along with an explanation or description of  how the element is important to the overall management plan. 
*Provide a list of the of the four phases in order of  phasing.
*Provide a list of the four elements.

 
*Provide a list of less than four  phases and/or not in the order of  phasing.
*Provide a list of less than four  elements. 
*No answer or a provision of  unrelated, insignificant data
*No answer or a provision of  unrelated, insignificant data 
Whole Artifact                                                                                                                                                                                                                                             
Outcomes
List four phases of strategic management.                                                                                                                                                                                                                                                                                                                                                                                                                                                                            
Provides a thorough, detailed list, description and explanation of the company's phase of strategic management, the elements being used, the competitive advantage, and a prediction of the long range effect on the organization. Using the lists and an actual company case report, identify the phase of strategic management, the elements being used, the strategic direction, and the competitive advantage. Provides incomplete list(s), and partial  or incomplete identification of the phase of strategic management, the elements being used, the strategic direction, and the competitive advantage. No answer or a provision of  unrelated, insignificant data 
Component                                                                                                                                                                                                                                                  
Outcomes
List the five stages of international development.                                                                                                                                                                                                                                                                                                                                                                                                                                                                   
Submits a complete list, identifies the stage of development in an actual (or provided) business, and predicts the long range outcome or effect on the business. .  Identify the five forces that shape competition as described by Porter. List three directional strategies.
1. No answer or a provision of unrelated, insignificant data. Define the term “strategy”.
2. Define the term “strategic management”.
No answer or a provision of  unrelated, insignificant data. List the five stages of international development.
3. No answer or a provision of  unrelated, insignificant data List four phases of strategic management.
4. List four basic elements of strategic management.
Provide a list of less than five stages. And/or not in the order of development No answer or a provision of  unrelated, insignificant data Provide a list of the four phases along with an explanation or description of the activities that occur during the respective phase.
5. Provide a list of less than four  phases and/or not in the order of  phasing. No answer or a provision of  unrelated, insignificant data List four phases of strategic management.
6. List four basic elements of strategic management.
List three directional strategies.
Explain what is meant by the term "competitive advantage".
No answer or a provision of  unrelated, insignificant data phase of strategic management, the elements being used, the strategic direction, and the competitive advantage.   List the five stages of international development.
Provides a complete list and using the list, identifies the stage of international development in an actual (or provided) business. No answer or a provision of  unrelated, insignificant data
 
Provides a complete list and using the list, identifies the stage of international development in an actual (or provided) business. Provides an incomplete list and/or unable to use the list, to identify the stage of international development in an actual (or provided) business. No answer or a provision of  unrelated, insignificant data 

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Last Updated:10/11/2006 8:57:52 PM