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MG 495 Business Policy
Everett, Ray


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

S2T 2007 DLD

Faculty

Dr. Ray Everett

Title

Professor

Degrees/Certificates

Doctor of Business Administration
Master of Arts / Master of Science / Master of Public Administration
Bachelor of Arts

Office Location

Online

Office Hours

Online

E-Mail

Ray.Everett@pirate.park.edu

Semester Dates

March 19 through May 13, 2007

Class Days

TBA

Class Time

TBA

Prerequisites

EN306B and completion of business/management core or permission of instructor.

Credit Hours

3


Textbook:
Collis, David J. and Cynthia A. Montgomery. CORPORATE STRATEGY: A Resource-Based Approach. 2nd ed. Boston: McGraw-Hill/Irwin, 2005. 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 Business Policy course is concerned with the entire company organization from the view of the general management.  It is a different position than most students have experienced and can be difficult to master without careful attention to learning.  It requires active learning, analysis, and application.  It is not a position that allows coasting along to succeed. Top management must be knowledgeable in many aspects that relate to the organization and its industry membership. The manager (and now students) must develop an extraordinary ability to see the overall picture and learn what is not already known.  It demands an intellectual effort of initiative and self-discipline. Interactivity in the course is paramount for successful learning.  Students must study the lectures, assigned material, take quizzes/examinations, and participate in discussions.  Ideas will be exchanged and counter perspectives will be considered.  Students MUST again exercise self-discipline and must have all work turned in on time just as they will be required to be when they become CEOs.

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 assessments are comprised of discussion questions and their responses, case analyses, classroom participation and two examinations.  The midterm exam will be an open book exam taken online.  The comprehensive final will be a proctored closed-book exam.

Grading:

Weekly Discussion Questions - 200 points, 20%. See course schedule.

Case Reports - 300 points, 30%. See course schedule.

Mid-term Exam - 200 points, 20% - Week 4.

Final Exam (Proctored) - 200 points, 20% - Week 8.

Participation 100 points, 10% - The quality of participation is assessed throughout the course.

Total points = 1000 points.


A =   900 -1000
B =   800 - 899
C =   700 - 799
D =   600 - 699
F =   < 600 (or less than 60% on the Final Exam)

All final exams will be comprehensive and will be closed book and closed notes.  If calculators are allowed, they will not be multifunctional electronic devices that include features such as: phones, cameras, instant messaging, pagers, and so forth.  Electronic Computers will not be allowed on final exams unless an exception is made by the Associate Dean.

The Proctored final exam for online courses must be passed with a grade of 60% or higher in order to pass the course regardless of the overall average.  The grade for students who pass the proctored final will be based on the overall average of homework and tests taken during the course.  The proctored final exam must address only material which the student has been taught in class.

Late Submission of Course Materials:
Each class week is defined as the period of time between Monday at 12:00 am and Sunday 11:59 pm (MST/MDT).  Assignments scheduled for completion during a class week should be completed and successfully submitted so as to be in the hands of the professor on the due date within this time frame.  Do not post anything in any area after this deadline as the opportunity to receive credit will have passed also.

Work that is late will only be accepted as a result of (1.) an emergency that is beyond the control of the student and (2.) with advance approval and acknowledgment from the professor.  A request to complete late work must be submitted in advance and must be based on a clear bona fide emergency situations with verification.  Any event that is within the control of the student will not be approved, such as "my car broke down," or "I had to go to work unexpectedly," or "I was sick," etc.  Further, late completions will not be approved if a student could have done the work earlier in the week but waited until the last couple of days and then ran into an emergency situation or Parkonline was too busy on Sunday night, or the Internet connection went down, or my computer isn't working, etc.  Therefore, early completions are highly encouraged.  However, with a valid and verifiable emergency, there will still be a 10% late penalty deduction from the earned scores.  There will be no score for late work without advanced emergency approval from the professor.  An additional caution to note is that this course relies heavily on Case Studies which cannot be accepted late and not completing all of them could result in the failure of the course.  Please do not wait until the last day for submission and chance  an unforeseen circumstance.

Classroom Rules of Conduct:

  • Self-discipline is extremely important in an online course.  Students are expected to devote a minimum of five hours per week performing in the course.  This is the same amount as would be spent in a physical classroom.
  • All students are expected to participate in conference discussions by posting and responding.
  • The Class Conference area is strictly for public messages and for submitting assignments when so directed.  It is not to be used for private communications.
  • Email is to be used for private messages to your professor and other students and should not be posted in assignment or discussion areas.
  • Courtesy and online etiquette MUST be used in all postings and communications, private and public.
  • Case studies are normally submitted as files saved to your computer and routed to the professor as attachments.  (Students should keep electronic copies of all work until the end of the course.)
  • After postings in the Conference or the Drop Box, students should then confirm that they were actually posted.
  • Students must always place their full name and course number at the top of all messages posted in the Conference or Dropbox and on the first page of all attachments.  Submissions without this identification will just not be graded or credited.
  • Emails sent to the professor must have the course number and subject of the email in the "Subject" line of the email.  For example:   "SUBJECT:  MG495 - Jane Doe - Case Study"

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 .

Additional Information:

CASE ANALYSIS. This Business Policy course includes a series of businesss cases that requires students to analyze and discuss real business soluations.  These cases are used to provide vicarious business experiences.  They provide the real-world conditions necessary to understand strategic management concepts.

As an introduction to the case method, preparation requires mastering three essential skills, as follows:

1. First, analyze the business situation thoroughly and systematically.
2. Second, ideas must be presented as logically structured arguments. This forces the report to be built with a strong foundation so that its recommendations follow from the material that precedes them.
3. Third, communicate the report effectively.

 All three components must be present for the case report to be as complete. Strategy cases require several types of analysis dealing with interrelated problems. Business Policy cases cannot have the luxury of looking at only one portion of a company as the entire company must be considered.  In completing a case, 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. Look at the firm as a set of complementary capabilities and people brought together to fulfill an overall mission.  This 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, evaluate the viability of a firm's strategy, and if deficient, choose from alternative strategies so that the firm fits its environment and can achieve its objectives.


PREPARING POLICY CASES.  When writing a Business Policy case report, at least seven steps are necessary, and this format MUST be followed:
1. Evaluate current objectives and current strategy. This is the first critical step in the process. If the target (or targets) is not known it is impossible to logically proceed. For example, what is the firm trying to accomplish (its goals) and how are they going about doing this?
2. Analyze 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 may be an advantage. What is their competition, the government, or the economy doing that can harm them?
3. Analyze the company's current strengths and weaknesses. This permits the identification of the current differential advantages and disadvantages. What do they do well, and what do they not do so well.
4. Evaluate stakeholder positions. A systematic review of the various stakeholders in the firm. Stakeholders are any group of folks (customers, employees, suppliers, etc.) that are or can be impacted by what our firm does.
5. Identifying current problems. All of the previous analysis should be used to determine if the current strategy is consistent with the external environment. This includes both parts of the external environment: direct and indirect.
6. Develop alternative strategies. This is the opportunity to develop several alternative strategies that may be possible for the firm within its abilities. It is necessary to compare the alternative strategies with the firm's objectives, its competitive advantages, the risk involved, and if the alternatives can be implemented. What can be done differently than what is being done now?
7. Prepare recommendations. Straightforward and clear approaches should be central to the recommendations. What can be recommended from what is proposed in item #6?



FORMAT REQUIREMENTS. Business Policy reports must adhere to the following requirements:
1. The case reports should 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 the evaluation methodology used and summarize the recommendations. The written report should also be single-spaced with normal margins and spacing.

 
NOTE: When the case study is submitted, please include the ES and the case study in one file.

2. Quantitative information can usually be placed in exhibits or appendices at the end of the report.


CONFERENCING
. The Conference area of eCollege will be used for one discussion question each week. The questions are short and can be used to begin "conference discussions" by students posting answers in the applicable thread. Everyone is encouraged to engage in a "lively" discussion of the relevant issues involved with these questions and to develop confidence in conferencing. This course provides for an opportunity to develop abilities in communicating with others nation-wide about ideas and approaches for dealing with corporate strategy issues. This is important!  Conferencing will be used for open class discussion and to relate assignments to current corporate strategy news. Discussion question will be related to what is going on in the case study for that week.



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:2/28/2007 9:13:12 AM