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MG 495 Business Policy
Morris, Robert E.


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 DLB

Faculty

Morris, Robert E.

Title

Adjunct Faculty

Degrees/Certificates

Masters of Business Administration (MBA) University of North Florida
B.B.A. Business Administration  Excelsior College

Office Location

Orange Park Florida

Office Hours

Monday and Wednesday 8:00 pm - 9:00 pm EST

Daytime Phone

904-542-2486 x 140

E-Mail

robert.morris02@park.edu

bobmorris47@bellsouth.net

Semester Dates

23 October 2006 - 17 December 2006

Class Days

TBA

Class Time

TBA

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

Textbooks can be purchased through the Parkville 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. Prerequisites: EN306B and completion of business/management core or permission of instructor. 3:0:3

Educational Philosophy:
The facilitator's educational philosophy is based on the interaction of the students based on lectures, examinations, case studies, readings, presentations, web sites, and research. The facilitator will engage the students through discussion threads and case studies to foster an environment where ideas, thoughts, and issues can be shared and explored.

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:
The class assessment will be comprised of two examinations, Case reports, and classroom participation

Grading:

Grading:

Assignment Points Due Date

Weekly Discussion Questions 240 points 24% (8 questions at 3% each)  See course schedule

Case Reports 300 points 30%  See course schedule

Mid-term Exam 150 points  15%  Week 4

Final Exam (Proctored) 200 points  20%   Week 8

Participation 110 points  11%  throughout the course

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.  

The comprehensive final is not a take home test.

The comprehensive final is a closed book and closed notes exam

For all online courses, the student must pass the final exam with 60% or better to pass the course.

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 Proctored final examination - A computerized examination will be taken in a proctored testing environment during the 8th week at one of the Park University sites around the country or at an alternative location.  For proctored examinations, photo identification is required at the time of the test.  Guidelines for selecting an acceptable proctor can be found on the Park University Website.  

 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/percent for every day or part of a day it is late. Late work may not be accepted if it is more than 5 days late. Unless all required work is submitted, the student could receive a failing grade for the course. N.B.: 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

Classroom Rules of Conduct:
Ground Rules for On-line Participation Students should use email for: private messages to the instructor and other students; submitting assignments when so directed; as a back-up for submitting assignments when unable to enter the conference. The Class Conference is for public messages, and for submitting assignments when so directed. Students are expected to complete a minimum of two hours per week of conferencing or other appropriate on-line activities, including sending/receiving e-mail and navigating and conducting research over the World Wide Web. All students will participate in conference discussions. Conventions of "on-line etiquette," which include courtesy to all users, will be observed. Students will normally submit case studies as files uploaded to the computer and routed to the instructor as an attachment in the appropriate dropbox! NOTE: It is highly recommended that students keep electronic copies of all materials submitted in the Conference, the dropbox, via email, fax, or snail mail, until after the end of the term. When posting responses in the Conference or the drop box, please confirm that the thread responses have actually been posted after you submit them!!!! On ALL of your emails, postings in the conference and in the dropbox, please place your full name and course number at the top of each message, and ensure that your name is listed at the top of the first page in all attachments. (I can't give you credit for your work if I don't know who sent it!) Nota Bene (N.B., which means NOTE WELL): Failure to fill this request will result in your work being returned to you, un-graded and subject to late penalties, as I simply don't have time to play detective in trying to figure out who you are.

Course Topic/Dates/Assignments:

Week 1: An Introduction to Corporate Strategy, and Past Approaches to Corporate Strategy (Assignments are Due Sunday, Oct 29, 2006, NLT Midnight, MST) Readings: Text: Read Chapter 1 and Appendix A On-Line Conference Assignment: Due NLT the end of Week One Answer the discussion question posted in the Conference under Week One Discussion Question. Please e-mail me with the information I requested in the Welcome, Read Me First Thread of the Conference. Also, post your introduction in the Introduction Thread. Case Study: Due NLT the end of Week One – Note: All of the Cases are located in the Doc Sharing area of the Course! Case One - The Walt Disney Company. Place the analysis in the Week One Drop box.

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Week 2: Resources and Rents; Business Strategy and Industry Analysis (Assignments are Due Sunday, Nov 05, 2006, NLT Midnight, MST) Readings: Text: Read Chapter 2 and Appendix B On-Line Conference Assignment: Due NLT the end of Week Two. Answer the discussion question posted in the Conference under Week Two Discussion Question. Case Study: Due NLT the end of Week Two– Note: All of the Cases are located in the Doc Sharing area of the Course! Case Two - Marks and Spencer LTD. Place the analysis in the Week Two Drop box. Previously stated format rules apply!

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Week 3: Scale and Scope within an Industry (Assignments are Due Sunday, Nov 12, 2006, NLT Midnight, MST) Readings: Text: Read Chapter 3 On-Line Conference Assignment: Due NLT the end of Week Three. Answer the discussion question posted in the Conference under Week Three Discussion Question. Case Study: Due NLT the end of Week Three. – Note: All of the Cases are located in the Doc Sharing area of the Course! Case Three - MASCO Corporation. Place the analysis in the Week Three Drop box. Previously stated format rules apply!

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Week 4: Diversified Expansion (Assignments are Due Sunday, Nov 19, 2006, NLT Midnight, MST) Readings: Text: Read Chapter 4 On-Line Conference Assignment: Due NLT the end of Week Four. Answer the discussion question posted in the Conference under Week Four Discussion Question. Case Study: None for this week. Mid-Term Exam : The exam will be found under week Four. Place your completed exam in the Week Four: Your Midterm Exam Drop box by the end of the week. Previously stated format rules for case studies apply!

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Week 5: Organizational Limits to Firm Scope (Assignments are Due Sunday, Nov 26, 2006, NLT Midnight, MST) Readings: Text: Read Chapter 5 On-Line Conference Assignment: Due NLT the end of Week Five. Answer the discussion question posted in the Conference under Week Five Discussion Question. Case Study: Due NLT the end of Week Five – Note: All of the Cases are located in the Doc Sharing area of the Course! Case Five - Birds Eye and the U.K. Frozen Food Industry. Place the analysis in the Week Five Drop box. Previously stated format rules apply!

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Week 6: Managing the Multi-Business Corporation (Assignments are Due Sunday, Dec 03, 2006, NLT Midnight, MST) Readings: Text: Read Chapter 6 On-Line Conference Assignment: Due NLT the end of Week Six. Answer the discussion question posted in the Conference under Week Six Discussion Question. Have the proctor email the completed Proctor Form to the Instructor (Even though the proctor will return the completed proctor form, it is still your responsibility to ensure that the form is returned NLT the end of Week Six.) Case Study: Due NLT the end of Week Six – Note: All of the Cases are located in the Doc Sharing area of the Course! Case Six - Pepsico's Restaurants. Place the analysis in the Week Six Drop box. Previously stated format rules apply!

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Week 7: Creating Corporate Advantage (Assignments are Due Sunday, Dec 10, 2006, NLT Midnight, MST) Readings: Text: Read Chapter 7 On-Line Conference Assignment: Due NLT the end of Week Seven. Answer the discussion question posted in the Conference under Week Seven Discussion Question. Case Study: Due NLT the end of Week Seven – Note: All of the Cases are located in the Doc Sharing area of the Course! Case Seven - Beatrice Companies. Place the analysis in the Week Seven Drop box. Previously stated format rules apply!

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Week 8: Corporate Governance (Assignments are Due Sunday, Dec 17, 2006, NLT Midnight, MST) Readings: Text: Read Chapter 8 On-Line Conference Assignment: Due NLT the end of Week Eight. Answer the discussion question posted in the Conference under Week Eight Discussion Question. Please complete the student survey this week. It can be found by clicking on Student Survey on the Park University homepage. It is very important that we hear from you concerning your suggestions for improving this course. Case Study: None for this week. Final Exam: Due NLT the end of Week Eight. You will need to schedule a time with your proctor to take your final exam, but NLT Friday of Week Eight. The proctor must return the completed exam to me NLT the end of Week Eight, as I have a time constraint on submitting final grades to the University.

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 .



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:10/4/2006 10:01:37 PM