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MG 495 Business Policy
De La Cruz, Laura K.


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 2008 DLA

Faculty

De La Cruz, Laura K.

Title

Adjunct Faculty

Degrees/Certificates

M.B.A. w/Healthcare Management Specialty
M.P.A.

Office Hours

MWF 10:00-11:00am (Mountain Time)

Daytime Phone

915-472-3203

E-Mail

Laura.DeLaCruz@Park.edu

Laura@DeLaCruzConsulting.biz

Web Page

http://www.delacruzconsulting.biz

Class Days

TBA

Class Time

TBA

Credit Hours

3


Textbook:
 

Primary Course Text Book  (REQUIRED edition)


Title: Strategic Management and Business Policy, 11/E

Authors: Tom Wheelen, Wheelen and Associates, Saint Petersburg, FL and David Hunger, Iowa State University

Publisher: Prentice Hall, www.prenhall.com, 11th edition (2008)

ISBN-10: 013232346X

ISBN-13: 9780132323468

 

Make sure you have the correct edition!

DO NOT purchase the paperback book with the following ISBNs: ISBN-10: 0-13-232319-2 or ISBN-13: 978-0-13-232319-2, as it does not contain any cases.

DO NOT purchase the international edition of the textbook with the following ISBNs: 978013234515-6 or 013234515-3, as it does not contain the correct cases for this course.

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:
Required Software:None Weekly PowerPoint Presentations/Lectures

You do not have to have PowerPoint or the PowerPoint Viewer to view the presentations. The PowerPoint should open in your course shell. If it does not, please visit theHelp and Resourcespage in the course and click on Software and Multimedia to locate the information on how to download and install PowerPoint Viewer to view the presentations. You may also download the presentations from Doc Sharing. You can also learn about Doc Sharing in the CDL 300 course when you log into eCollege. CDL 300 is a free course for learning about how to take an online course and use eCollege tools.

Software and Multimedia – Adobe Reader

Adobe Reader  

In addition to the software and hardware requirements in eCollege, you may need to have Adobe Reader to view some of the course documents, including the lessons and weekly home pages. You can download the Adobe Reader from Adobe for free.

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:
MG495 Business Policy: 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:

Learning and the Growth of People: This course, like your entire education, is all about you and your own personal growth. The growth of people—you and me—represents the essence of this course.

My role: It will be my role to guide your reading, to provide you with an occasion to think and explore the concepts of the course. 

Your role: Be curious; be inquisitive; take your education seriously; open yourself up to new information and ideas; think about what it is that you are hearing and reading.

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:

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:

You are required to post your introduction, acknowledge student responsibilities, submit your personal contact information and complete the proctor request form on time.

Failure to complete a proctored final exam (for any reason) will result in an automatic F in the course.

Each assignment will detail the requirements. It is critical that all requirements are met in order to get the maximum score. Failure to meet any of the requirements will yield a deduction in points that will be determined by your instructor.

Each week, you will have access to your grades and instructor comments in eCollege that will let you know if you have successfully met the objectives for that week, and/or if you need to do further work to meet the objectives for future assignments. If you have questions about your grades, please contact the instructor.

Grading:

Grading is premised upon a framework that involves a 1,000-point potential for each student, based upon the following components. This is a detailed table for ALL of the assignments and assessments that are graded.


Assessments

Pts Each

Total Points

Percentage (%)

Weekly Discussion
Questions

25

200

20

Written Case Analysis (5)

60

300

30

Mid-Term Exam

120

120

12

Final Exam (Proctored)

300

300

30

Participation (All 8 Weeks)

80

8

Total

1000

100

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 Assignment Policy

Late work is NOT accepted. There may be some situations where a deviation could be allowed; however, this is the exception and not the rule. In these rare occasions, late work will only be accepted on a case by case basis with instructor approval. 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 for every day or part of a day it is late. Late work WILL NOT be accepted if it is more than 7 days late, period. No late work for weeks 1 through 4 will be accepted after the end of week 4. No late work will be accepted after the end of week 8. 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!!

Extra Credit and Incomplete Policies

Extra Credit Policy

Allowing extra credit work to be submitted by a student who requests it, would give that student an advantage denied to other students in the class and will not be allowed.

Incomplete/Extension Policy – See the Park University Catalog for the university policy.

For this course, the following applies:

Extensions/Incompletes are NOT a right, but a rare exception that are granted only in the most extraordinary of situations.

If you feel that you will require an extension/incomplete (again, the exception, not the rule), it is your responsibility to contact the instructor BEFORE THE END OF THE COURSE and make this request. In most cases, written third party documentation will be required to support your request. It is at the discretion of the instructor whether an extension/incomplete will be granted and for what length of time it will be granted, with an absolute maximum extension period of 90 days.

Classroom Rules of Conduct:

Preferred Contact Method:  Please try email first.  Please make a note of my office hours should you need to call.  While I don't mind calls at other times, particularly in cases of emergencies, please keep in mind that I live in El Paso, Texas which is on Mountain time.  I will NOT answer my phone before 8:00 am or after 8:00 pm!!  I try to check the Office Discussion Area each time I log-in to the course, which is typically six days a week.

Preferred Method for Submitting Assignments:  Please use the Dropbox for homework and the papers. 
 
Response Policy I will try to respond within twenty-four to forty-eight hours. Please note that on Sundays I will not log-in to the course, I will not check email and I will not answer my phone!

Student Responsibilities – Please go to the Student Responsibilities area under the Course Home section, read the attachment there and then acknowledge that you have read and understand those responsibilities.

As a minimum, you are expected to:

o          Read the Course Home page and Syllabus.

o          Read the Instructor Office, Course Schedule, Course Overview, and Course Documents and Case Analysis Guidance (found in the Doc Sharing area of the Course). It is also highly recommended that you print out this information for your reference.

o          Read the Course Announcements each time you log into the course.

o          Read your Park email (PirateMail) regularly while you are taking this course.

o          Post an introduction about yourself in the Introductions page.

o          Read each Weekly Home Page.

o          Complete the assigned readings, learning activities, and assessments each week according to the course schedule.

o          New students should complete the Course Tour in the Help and Resources page.

o          Arrange for a proctor for the final exam according to Park policies.

o          Complete a proctored final exam. Students who do not complete the proctored final exam during the last week of class receive an automatic F for the course.

o          Comply with all Park University policies and procedures

Course Topic/Dates/Assignments:

Overview of Learning Assessments

This is NOT an introductory level course. It is a senior-level course. You are expected to do ALL of the reading, outside readings and research, and in-depth application of the skills presented. Merely doing the minimum assignment is NOT enough to get an A in this course. Please print and read the assignment directions carefully each week. Each week, you will have regular assessments:

1)         Discussion Questions – One discussion question will be included for weeks 1, 2, 3, & 4. You will need to respond to the discussion question(s) for each week and post at least one reply to another students posting. First you must make an online posting by Thursday at midnight MST/MST of each week addressing the discussion assignment(s) for the week. Then by Sunday at midnight MDT/MST you must provide a substantive response to at least one of the discussion question postings of your classmates, or the additional discussion questions or points the instructor may interject, Refer to the Course Participation and Discussion Question pages for additional information.

What I DON'T want to see is you just copy material from the text OR from an outside source, such as the Internet, BUT especially NOT from Wikipedia as it is NOT a reliable source, especially for college-level work. While I do want you to use the concepts learned from the text as well as from outside sources, I want your response in YOUR OWN words! Specifically, as there are a plethora of other sources for obtaining information about your question besides the textbook, with a myriad of different information available, you should use both the text and outside sources for compiling your response to the Discussion Question. Remember, you must also cite the sources used in your Discussion Question posting as well as in your peer responses.     

For Weeks 5, 6, 7 & 8, you will be assigned to a group/team and will be required to submit your response to the discussion question assigned to your group/team in the group area (found under the Course Home area of the course)  by Wednesday at midnight MST/MDT of these weeks. The Group leader will be required to submit the group's/team's response to the applicable week's discussion area by Friday at midnight, MST/MDT. You will be required to post a response to both discussion responses. For example, if you are in the Red group/team, you are required to make a peer response to the Green group/team's posting and a peer response to either the Yellow or Blue group/team's posting. If there are any questions on this procedure, please contact your instructor.

Submitting responses to the weekly discussion question(s) and posting your peer
reviews


This is accomplished by going to the appropriate week for the course, clicking on the weekly discussion question area, reading the required instructions and question, and clicking on the applicable Respond button.

Discussions questions are completed in two steps except for the last three weeks:

First you must make an online posting by Thursday at midnight MST/MST of each week addressing the discussion assignment(s) for the week. Then by Sunday at midnight MDT/MST you must provide a  substantive response to at least one of the discussion question postings of your classmates, or the additional discussion points I may interject, Your response to the postings of y our classmates impacts your grade for your weekly discussion question postings, and substantially impacts your participation grade for the course. However, points are never earned for the trivial, "that's correct," "good answer," or "I agree" comments without further explanation of why the answer is correct, good, or why you agree. Therefore, it behooves you to provide substantive comments to other student's postings. NO late submissions are allowed, so if you miss your first assignment posting, you can still obtain credit for a portion of the assignment. If at any time you have questions on participation, please contact your instructor. The instructor may make exceptions for students on a case by case basis.

Additional Discussion Thread Postings

You are expected to read all postings by the instructor! And although you are only graded on your two postings, you are expected to read the other postings as well. I strongly support your responding to other student's postings throughout the week. At the end of the week, the discussion should be closed, so that you can concentrate on participating on the new discussion for the current week.

If you want to continue discussions throughout the course, a Virtual Cafe will be provided in the Course Home area for you as a class lounge.

NOTE: For weeks 5, 6, 7 & 8, the class will be divided into groups/teams to respond as a group to an assigned discussion question. The instructor will assign students to the individual groups/teams and appoint the group "Captain" for each week. The group Captain will be responsible for receiving inputs from their group/team members in the assigned group/team area under the Course Home Section of the Course by Wednesday at midnight MDT/MST and compiling and submitting the group/team response to their assigned discussion question(s) to the applicable week's Discussion Question area by Friday at midnight MDT/MST. The group Captain will also be responsible for submitting a "Report" to the instructor, grading the participation and input from the members of their group/team for that week's discussion question response. You will be required to post a peer response to both discussion responses. For example, if you are in the Red group/team, you are required to make a peer response to the Green group/team's posting and a peer response to either the Yellow or Blue group/team's posting. If there are any questions on this procedure, please contact your instructor.

TIP: You can “sort” the discussions each week by date to see “what’s new” or by discussion thread.

Grading for Discussion Questions – 25 Points each week. See the Course Participation area for more detail.

2)         Case Analyses – There is a non-graded Practice Case study that is available. It is located in the Doc Sharing area of the course and must be completed in Week 1 of the course and submitted for instructor comments and suggestions in the applicable Week 1 Practice Case Study Dropbox. It is STRONGLY suggested that students avail themselves of this opportunity to complete this practice case analysis and gain valuable insight on how to accurately accomplish the required case analyses for this course. There are five (5) required, graded case studies for this course, one each during Week 2, 3, 5, 6 and 7 that MUST be completed by the student. For each case study, the student is expected to upload his/her projects to the applicable Case Study Dropbox for that week.

Submitting case analysis assignments will require using the Case Study Dropbox.


Submitting the case analysis to the applicable Case Study Dropbox will allow the instructor to download the files for grading. The applicable Weekly Dropbox is where your weekly grades and instructor comments will be posted each week. The files are date and time-stamped, which indicates exactly when your assignment was posted. IF you feel your case assignment was not uploaded, the policy is to email the instructor with the case assignment attached. Then you must contact eCollege, verify the difficulty, correct the problems, and upload the case assignment to the Dropbox. The one (1) optional and five (5) assigned Case Analyses must be submitted to the applicable Dropbox by Sunday at midnight MDT/MST for the appropriate week.

Case Analyses Directions

The required format for all case analyses for this course is contained in both the Syllabus, with more detail being provided in the Case Analysis Guidance document located in the Doc Sharing area of the course. Students MUST follow this format for all case analysis work. It is STRONGLY suggested and encouraged that this document be downloaded and followed in detail.

Grading for Analyses 60 Points each graded analysis. See the Course Participation area for more detail.

3)         Midterm Exam – A test that corresponds to the course progress. The midterm exam is during week 4. There will be 25 multiple choice questions and5 essay/short answer questions on the midterm exam, open book and notes; however, you only have two (2) hours to take the exam, so please plan accordingly. Each of the multiple choice questions is worth 3 points with each of the essay/short answer questions being worth 9 points.

4)         Final Exam – An examination that addresses all the core learning outcomes of the course. The final exam is completed during week 8. The final exam is a proctored exam. There will be 8 essay/short answer questions on the final exam. The exam is closed book and no notes and no computer other than provided by the proctor for taking the exam. If your proctor does not provide computer access, you will have a paper copy of the exam. You will be required to hand write the exam on paper provided by the proctor, and the proctor must return the exam to the instructor. To prevent cheating, students are strictly forbidden from keeping the final exam, the solutions, or copies of either.

·           You must follow the Park University procedures for obtaining an approved proctor. Please refer to the Help and Resources page to review the requirements for locating a proctor and the procedure for completing a Proctor Request Form.

·           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 your instructor for approval. It will be the responsibility of the student to arrange for a proctor, who is accepted and approved by the course instructor, by the 5th week of the term.

·           Approval of proctors is at the discretion of the Online instructor.

·           Failure to take a final proctored exam will result in an automatic "F" grade for the course.

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 2008-2009 Undergraduate Catalog Page 87

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 2008-2009 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 "F".
  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 2008-2009 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                                                                                                                                                                                                                                                                                                                                                                                                                                                                                    
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:9/30/2008 9:47:23 AM