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MG 495 Business Policy
Morris, Elaine J.


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

S1R 2008 SC

Faculty

Morris, Elaine J.

Daytime Phone

(618)476-7414

E-Mail

elaine.morris@park.edu

sirrom904@hotmail.com

Semester Dates

January 14 - March 9, 2008

Class Days

-----F-

Class Time

5:00 - 10:00 PM

Prerequisites

EC141, EC142, EC315, EN306B, FI360, MG260, MG353, MK351

Credit Hours

3


Textbook:
Strategic Management and Business Policy. Tenth Edition. Wheelen and Hunger. Pearson, Prentice Hall Publishing Company. 2006.

Additional Resources:
Wall Street Journal, Business Week, Forbes, Fortune, other business publications, the daily newspapers, and the Internet.

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/.


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 of the firm. 3:0:3 Prerequisites: EC141, EC142, EC315, EN306B, FI360, MG260, MG352, and MK351 or permission of instructor

Educational Philosophy:
This course will meet for the equivalent of 8 weeks, in order to cover course material, case discussions, and assigned reading material.  The format will primarily be lecture, discussion of material and cases, as well as written case reviews, case presentations, a typed in-depth comprehensive case analysis, and examiniations to test progress, understanding and retention.  This course allows the student to participate in dialogues, explore internet and web site materials, research additional and updated materials in order to enhance the learning experience.

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.


  Instructor Learning Outcomes
  1. Outcomes include how to analyze business/management situations and isolate significant strategic and tactical problems from their symptoms.
  2. Understand the means to review the major functional areas of business, and how they interact to form a corporate strategic plan.
  3. Use tools available to investigate contemporary business issues and problems, delving into social responsibilities, ethics, and political, negotiated strategies.
  4. Acquire the ability to parse and analyze a business situation and develop written and oral presentations of alternative solutions to correct real or potential problems within a firm.
Core Assessment:

All Park University courses must include a core assessment that measures the course's Core Learning Outcomes. The purpose of this assessment is to determine if expectations have been met concerning mastery of learning outcomes across all instructional modalities.  

For this course, the core assessment is a Comprehensive Final Examination to be administered in all sections of MG495.  This exam is worth at least 30 percent of the student's final grade and will test students' mastery of the Core Learning Outcomes (as listed on this syllabus) through definitions, essay, and/or multiple choice questions. 

 This core assessment is a CLOSED BOOK, CLOSED NOTES comprehensive examination that must be administered and proctored in the classroom and may not be given as a take-home examination. Students should not have access to the exam or its questions before it is administered. The duration of the exam can be no longer than two hours. 

 No calculators, computers, or materials other than a writing instrument may be used for the exam; this applies to all students, regardless of whether the exam is for on-line or face-to-face students. Completion of the exam is strictly individual; students may not work in groups to complete the exam. 

Link to Class Rubric

Class Assessment:

A. Final Course Grade: Intended to reward individual effort.  Evaluation will be on a number of elements designed to provide ample opportunity to influence the final grade.
B. Written Assignments: Evaluated on content, continuity, depth and originality of thought, as well as analytical and communication skills. More than 5 spelling or grammatical errors on more than one page will result in a 10% grade reduction (even if some pages are error-free), so be sure to use spell and grammar check functions and your ENG 101 or ENG 306B texts. Written assignments include your typed case discussion papers, and an 8-10 page comprehensive case paper. All work is due NO LATER than agreed upon dates, with ALL written work turned in by Week 7.  Evaluation will include requirements outlined in this syllabus, the attached rubrics, handouts provided in class meetings, directions discussed in class, including information provided the first night of class.
C. Cases/Discussions: Evaluated on preparation, content, continuity of thought, analytical skills, and how your material reflects the fundamental concepts of this and other course materials. Cases should cover material covered in the text or any aspects you have learned from other courses or texts. With oral presentations, you should be able to tell your version of the problems and solutions without dependency on reading from notes, as you are expected to be fully familiar with the prepared material. However, note cards are permitted as prompts only.  Creativity, originality, added information, and extra effort are encouraged.
D. Examinations: The Mid-Term and Final exams are both closed book and closed notes examinations. Exams are NOT take home exams. The Final exam is comprehensive.  All reviews will be given in-class ONLY and will be as scheduled. If a student is absent, it is his/her responsibility to obtain needed notes from a fellow classmate and this should be arranged prior to the review.

Grading:

Grade Distribution: To be awarded based on course work as assigned and completed, the student must earn the following total points to accomplish the associated grade:
A -- 900 - 1000 points
B -- 800 - 899 points
C -- 700 - 799 points
D -- 600 - 699 points
F -- 599 or less points
 
Points will be awarded in the following manner:
Mid-Term Exam -- 200 points or 20% of total points available
Final Exam -- 300 points or 30% of total points available
Case Analyses -- 200 points or 20% of total points available
Comprehensive Case Paper -- 300 or 30% of total points available
Please note that the Mid-Term and comprehensive Final Exams are closed book, closed notes examinations, given in-class only.  There are no take-home exams available for this course.
 

The course grade for students will be based on the overall average of homework and tests taken during the course in accordance with the weighting of the various requirements as stated in the syllabus.

All final exams in all School of Business and Management courses will be comprehensive and will be closed book and closed notes. They will constitute 30% of the total course grade and will not be a take-home exam. They will be completed during the test week in the period designated by the registrar or by the Proctor in the case online courses. 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 Dean of the School of Business and Management.

Late Submission of Course Materials:
Late submission of assignements will result in a 10-point reduction of the grade earned for the project.  Example: You earn a grade on an assignment of 90%; your late submission of the work will actually earn you the grade of 80%.  It is important, therefore, that ALL ASSIGNED WORK BE TURNED IN PER THE SCHEDULE OR AS ASSIGNED IN CLASS.

Classroom Rules of Conduct:

Students are expected to be on time, having completed all reading and written assignments PRIOR to due dates or class sessions covering assigned material.  ALL reading should be PRIOR to lectures in order to avoid in-class lecture disruption and confusion.  Any missed work is the responsibility of the student, who should arrange with another student before a missed session to share notes or other class materials.  The instructor will provide make-up work only if requested by a student.

Course Topic/Dates/Assignments:

WEEK 1:  Introduction.  Chapters 1, 2, and 15.
WEEK 2:  Chapters 3 and 4.
WEEK 3:  Chapters 5 and 6.  Cases.  Review for Mid-Term Exam.
WEEK 4:  Chapter 7.  Cases.  Mid-Term Exam.
WEEK 5:  Chapters 8 and 9.  Cases. 
WEEK 6:  Chapters 10 and 11.  Cases.
WEEK 7:  Chapters 12, 13, and 14.  Cases.  Review for Final Exam. Comprehensive Papers are due.
WEEK 8:  Cases.  Comprehensive Final Exam.

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 2007-2008 Undergraduate Catalog Page 85-86

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 2007-2008 Undergraduate Catalog Page 85

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.
  3. Work missed through unexcused absences must also be made up within the semester/term of enrollment, but unexcused absences may carry further penalties.
  4. 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 "F".
  5. A "Contract for Incomplete" will not be issued to a student who has unexcused or excessive absences recorded for a course.
  6. 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.
  7. 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.

Park University 2007-2008 Undergraduate Catalog Page 87-88

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                                                                                                                                                                                                                                                                                                                                                                                                                                                                                    
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. 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:11/29/2007 10:11:02 PM