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MG 495 Business Policy
O'Rourke, Vincent


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

F1QQ 2007 HI

Faculty

O'Rourke, Vincent

Title

Resident Professor

Degrees/Certificates

BS, Accounting
MBA
PhD, Business Administration (Management Policy/Information Systems)

Office Location

75 MSS/DPEE

Office Hours

Monday through Friday, 9:30 – 11:15 AM, or by appointment

Daytime Phone

(801) 773-4692

Other Phone

(801) 777-9992

E-Mail

vincent.orourke02@park.edu

leitrimv@msn.com

Web Page

http://parkonline.org

Semester Dates

20 August - 14 October 2007

Class Days

-M-W---

Class Time

4:30 - 7:15 PM

Prerequisites

EC141, EC142, EC315, EN306B, FI360, MG260, MG352, and MK351

Credit Hours

3


Textbook:

Strategic Management and Business Policy 10th Ed.; Thomas L. Wheelen, J. David Hunger; ISBN:  0-13-149459-7.   (Prentice-Hall, 2006)

Textbooks can be purchased through the MBS bookstore

Additional Resources:

Supplemental Handouts
Internet
Hill AFB and public libraries
Park University Library:  http://www.park.edu/library/index.asp

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:

I expect, as adult learners, for you to fully participate and engage in the weekly assignments, activities, and facilitated discussions.  It is your responsibility to read the theory and foundation of the subject in the textbook, prior to class.  I do not expect any students to memorize the subject matter and regurgitate it back; I am more interested in you understanding and being able to use the concepts presented.  I expect discussions based on your real-world experiences and how you perceive the theory to apply to them. My responsibility is to bring my experience in real-world application of the topic to the classroom, to introduce principles and practices as they apply to the subject, and to engage each student in classroom discussion.  Each student will be a member of a small group ‘team' for class discussions, presentations, and research; and I hope that each team member will ensure that all team members participate fully in all group endeavors. These requirements will provide the student with real-world experience in problem solving, decision making, public speaking, and written communications; all of which are valuable elements of leadership and management in today's world.  Together, we will make a great educational team, working together to both learn and have fun.

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. Explain basic systems theory and the scientific method of problem solving, and how to apply them to leadership and managerial situations.
  2. Explain the organization as a system which interacts with its environment and the critical role of humans as resources in accomplishing the system mission.
  3. Describe the management by objectives (MBO) process.
  4. Define the hierarchy of organizational ends and means.
Core Assessment:

Final exam

Link to Class Rubric

Class Assessment:

Instructor Outcome Assessment:

Systems exam, which will be an in-class, closed book and notes test.

Other class assessment:

Attendance                                       100 pts (10%)
Final exam                                        300 pts (30%)
Group case report #1                       100 pts (10%)
Group case presentation #1               25 pts (2.5%)
Group case report #2                        100 pts (10%) 
Group case presentation #2               25 pts (2.5%) 
Individual case report                        150 pts (15%)
Individual case presentation                50 pts (5%)
Quizzes                                               50 pts (5%)
 Systems exam                                 100 pts (10%)
Total points                                      1000 pts (100%) 

Grading:

The final letter grade will be determined using the following rubric:
936 – 1000 points = A
851 –   935 points = B
701 –   850 points = C
601 –   700 points = D
    0 –   600 points = F  (or 8 unexcused absences)

Grading impacts:
Did your response indicate that you followed directions?
Were the other team members satisfied with your participation?  (As team work has a team grade, they will have no problem reporting if you don't pull your share of the load!  Group case reports and presentation scores will include points based on evaluation ratings from other group members.  Twenty percent of the score on each report will be based on the rating of the other group members.  The ratings will be based on participation and contributions to the group report.)
Did your response reflect 400-level work?  (spelling, grammar, appropriateness, clear expression, depth of material)
Did your class responses and quizzes indicate that you prepared for the class?  (read text and any other outside readings/research)?

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.

Late Submission of Course Materials:

Group case report #1 is due at or before 4:30 PM, 10 September; late submission until 12 September will result in a 20% grade reduction and may not be submitted after 4:30 PM, 12 September.  Group presentation of Group case report #1 will begin on 12 September.

Group case report #2 is due at or before 4:30 PM, 24 September; late submission until 26 September will result in a 20% grade reduction and may not be submitted after 4:30 PM, 26 September.  Group presentation of Group case report #2 will begin on 26 September.

The individual case paper is due at or before 4:30 PM, 8 October; late submission until 10 October will result in a 20% grade reduction and may not be submitted after 4:30 PM, 10 October.  Presentation of individual cases will begin on 10 October.

CLASS ACTIVITIES CANNOT BE MADE UP IN THE CASE OF ABSENCE.

Course Topic/Dates/Assignments:

Week 1: 20 – 22 August - - Introduction the course and Management Policy

Text: Read chapters 1 - 3

Class activities: Discuss syllabus and assignment schedule; discuss systems theory and scientific method; establish class groups; discuss principles of corporate strategy, decision-making, governance, and social responsibility; work as teams; select group case #1 and have group meeting to set up responsibilities of members and ground rules for writing, editing, and presentation.

Week 2: 27 – 29 August - - Scanning the environment

Text: Read chapters 4, 5, and 15

Class activities: Discuss analysis of external and internal environments; case analysis methodology; case study work as teams.

Week 3: 3 – 5 September - - Strategy formulation

Text: Read chapters 6 – 8

Class activities: Discuss types of strategy and fit of strategy to the environmental analysis; test knowledge of systems; case study work as teams.

Week 4: 10 – 12 September - - Strategy implementation and control

Text: Read chapters 9 - 11

Class activities: Organizing, staffing, directing, and controlling; team case analysis and presentation; select group case #2.

Week 5: 17 – 19 September - - Group case analysis work

 

Class activities: Accomplish analysis of group case #2; case study work as teams; select individual case.

Week 6: 24 – 26 September - - Other strategic issues

Text: Read chapters 12 and 13

Class activities: Discuss strategic issues of technology and innovation, application of strategy in small business; case study work as teams; work on individual case paper.

Week 7: 1 – 3 October - - Case study practice

Class activities: case study work as teams; work on individual case paper.

Week 8: 8 – 10 October - - Testing your knowledge of the concepts

Class activities: Open class discussion of any presented topics; core assessment exam; and make individual presentations.

 

* The instructor reserves the right to revise, alter, or change this schedule for unforeseen or extenuating circumstances.

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.

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:

Welcome to Business Policy (MG495)!  This is your capstone Management course.  We will begin with a discussion of systems theory and the scientific method of problem solving/planning, and how these two topics fit into our coursework.  We will read and discuss the chapters of the text as outlined above, with some supplemental material.  There will be two exams dealing with the course objectives stated above; each student must pass the comprehensive final exam with a 60% or better to pass the course regardless of previous course work.  In keeping with the Park University policy to prepare you for the real world challenge when you finish your studies, you will write three detailed case analyses to demonstrate your knowledge of the course concepts.  Two of these will be group efforts; the third will be individual work.  All will involve presentation of the findings to the class.



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:6/28/2007 9:24:30 AM