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MG 495 Business Policy
Flores, Gloria G.


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 - Hybrid

Semester

F2B 2008 BLH

Faculty

Gloria G. Flores

Title

Senior Adjunct Faculty

Degrees/Certificates

Ph.D. Candidate – Walden University, Minneapolis, MN
Master in Business Administration, Webster University, St. Louis, MO
Bachelor of Science in Management, Park University, Parkville, MO

Office Location

Park University - Fort Bliss

Office Hours

8-5 M-F

Daytime Phone

(915) 562-8450

E-Mail

gflores@park.edu

Web Page

http://park.edu

Semester Dates

October 13 - December 3, 2008

Class Days

-M-W---

Class Time

7:40 - 10:10 PM

Prerequisites

EN306B and all core classes

Credit Hours

3


Textbook:
 Strategic Management and Business Policy, 11th Edition, Wheelen and Hunger [ISBN 13: 978-0-13-232346-8] 

Textbooks can be purchased through the MBS 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/.


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. This is a hybrid course that will be conducted as a blended course, half on-site and half on-line. We will discuss the parameters and structure in class.

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

Learning Outcomes:
  Core Learning Outcomes

  1. Define the term “strategic management”.
  2. List four phases of strategic management
  3. List four basic elements of strategic management.
  4. Define the term “strategy”.
  5. Identify the five forces that shape competition as described by Porter.
  6. Explain what is meant by the term "competitive advantage".
  7. List three directional strategies.
  8. List the five stages of international development.


Core Assessment:

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:
The class assessment will be comprised of case analyses (individual and group), classroom participation and two examinations. It is imperative that each student do their part in working with the group. 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.

Grading:
  Grading:

 Criteria

Points

Percentage

Letter Grade

Individual Case Analysis (3)

300

30%

90 to 100 = A

Group Case Analysis

200

20%

80 to 89 = B

Midterm Examination

200

20%

70 to 79 = C

Final Examination

300

30%

60 to 69 = D

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:
Proper planning and scheduled study sessions will enable the student to avoid LATE assignments.  Any LATE assignments will be discussed individually.  At a minimum, late assignments may receive a ONE letter grade deduction.

Classroom Rules of Conduct:
Participation is a subjective element of the student's grade and it is critical to the success of the student and the class. Students are expected to read assignments prior to class and be able to discuss material contained therein. Students are expected to attend all classes and be on time. Attendance will be checked each class meeting. Absences for legitimate reasons (illness, duty, etc.) are excusable; otherwise the absence will be recorded as unexcused. After two unexcused absences, one letter grade will be deducted, after three unexcused absences, two letter grades will be deducted and after four unexcused absences students will be given a final grade of “F”. Academic dishonesty will result in immediate release from the course and a failing grade. Non attribution policy is in effect for all class meetings.

Course Topic/Dates/Assignments:

Week 1 –Mon – Oct 13 – Course Introduction & Overview
Wed – Oct 15 – Chapters 1 & 2 and 1st individual case analysis

Week 2 –Mon – Oct 20 - Chapters 3 & 4
Wed – Oct 22 –Chapters 5 & 6, 1st individual case analysis due

Week 3 –Mon – Oct 27 – Chapters 7 & 8, and 2nd individual case analysis
Wed – Oct 29 – Chapter 9 & 10

Week 4 –Mon – Nov 3 – Chapter 11,  Mid Term Exam Review and 2nd individual case analysis due
Wed – Nov 5 – Mid Term Exam

Week 5 –Mon – Nov 10 – Review of Mid Term, Chapters 12 and 3rd individual case analysis
Wed – Nov 12 – Chapter 13  - discussion of group case analysis

Week 6 –Mon – Nov 17– Chapter 14 and 3rd individual case analysis due
Wed – Nov 19 –  Group Case Analysis

Week 7 –Mon - Nov 24 – Group Case Analysis
Wed – Nov 26 – Group Case Analysis and Final Exam Review

Week 8 –Mon – Dec 1– Final Exam
Wed – Dec 3 –Review of Final& Course Summary

 
   Cases:

Walt Disney Company

Wallace Group

Amazon.com

eBay, Inc.

Jet Blue Airway’s

Walmart

Panera Bread Company

The Home Depot

Starbucks’ International

Harley Davidson

 

Case Analysis

Tools

I. Current Situation

Porter's Five Forces – pp. 82 thru 86

II. Corporate Governance

Miles & Snow's Strategic Types – pp 88/89

III. External Environment: Opportunities and Threats (SWOT)

The TOWS Matrix – pp. 144 thru 147

IV. Internal Environment Strengths and Weaknesses (SWOT)

The Boston Control Group Matrix – pp. 179/80

V. Analysis of Strategic Factors (SWOT)

The General Electric Matrix – pp. 181/82

VI. Strategic Alternatives and Recommended Strategies

Miles & Snow's Cellular Organization – p. 229

VII. Implementation

The Strategic Audit – pp. 368 thru 370

VIII. Evaluation and Control

Financial Analysis – pp. 356 thru 358

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.

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:9/16/2008 7:37:42 PM