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MG 495 Business Policy
Parmenter, David V.


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

F2J 2009 PV

Faculty

Parmenter, David V.

Title

Senior Adjunct Instructor

Degrees/Certificates

Bachelor of Arts: Business-concentration International Management
Master of Science Management
Master of Arts Education

Office Location

To be arranged

Office Hours

To be arranged

Daytime Phone

913 220 8396

E-Mail

p307085@park.edu

dvparmenter@aol.com

Semester Dates

October 24, 2009 - December 12, 2009

Class Days

------S

Class Time

1:00 - 5:20 PM

Prerequisites

EC141, EC142, EC315, EN306B, FI360, MG260, MG352, and MK351 or permission of instructor.

Credit Hours

3


Textbook:

Thomas L. Wheelen and J. David Hunger. Strategic Management and Business Policy , 11th edition. Upper Saddle River, NJ: Pearson Prentice Hall, 2008.

 

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:

McAfee Memorial Library - Online information, links, electronic databases and the Online catalog. Contact the library for further assistance via email or at 800-270-4347.
Career Counseling - The Career Development Center (CDC) provides services for all stages of career development.  The mission of the CDC is to provide the career planning tools to ensure a lifetime of career success.
Park Helpdesk - If you have forgotten your OPEN ID or Password, or need assistance with your PirateMail account, please email helpdesk@park.edu or call 800-927-3024
Resources for Current Students - A great place to look for all kinds of information http://www.park.edu/Current/.


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:

The instructor's educational philosophy is based on interactive lecutres, quizzes, case studies, internet, videos, personal interviews, and writings.
In addition the instructor encourages connectivity between course material and personal experience/interest

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:
Assessment will be based on quizzes, strategic audit, case study, personal interviews, presentations, classroom particiaption, and attendance.

Grading:

1. Weekly quizzes or assignments will be given weeks 2-7. These quizzes will cover the preceding weeks material. Quizzes will 50 points.  Total Value of Quizzes: 300 points or 30% of the total grade

2. Core assessment objectives for material covered in week 7 will be included in a comprehensive final that will cover material throughout the term.  The Comprehensive Final is worth 300 points or 30% of the total grade.  Please note that the Comprehensive Final is NOT a take home test.  The Comprehensive Final is a closed book and closed note exam.

3. Each student will analyze ONE case study from the text.  To receive full credit for each case, the learner will submit a type written strategic audit for the case.  For the case, FOUR outside sources must be used and cited to justify analysis.  Students will select cases on the first class session, and presentations will be given on the last day of class. Standard MLA research paper format is expected.  Guidelines for a strategic audit will be given to the students on the first class session.  The written project should follow these guidelines. The learner must also be prepared to discuss the case with the class at that time.  (150 points or 15% of the grade)

4. An oral presentation of the above-mentioned individual case study/strategic audit will be given to the class on the last class meeting.  Presentations should be ten minutes in length.  Some form of a visual aid is required. (25 points or 2.5% of the total grade)

5. Each student will analyze ONE case study from the text as a group.  Each group will analyze ONE case study from the text.  To receive full credit for each case, the learners will submit a type written strategic audit for the case.  For the case, FOUR outside sources must be used and cited to justify analysis.  Students will select cases on the first class session, and oral presentations and reports will be given/submitted from fifth to seventh week class session as assigned by the instructor. Standard MLA research paper format is expected.  Guidelines for a strategic audit will be given to the students on the first class session. Each group will be responsible for a visual aid for the presentation. The written project should follow these guidelines. The learner must also be prepared to discuss the case with the class at that time.    (100 points/10% of total grade)
 6. "You Teach The Class Project" Each student will select a chapter sub-topic, listed in the table of contents. The student will preapre and lead a class discussion on the topic.  The student will prepare a study guide for the sub-topic.  The student will instruct the class on the sub-topic utilizing some form of a visual aid.  Four outside sources are required to enhance the class understanding of the sub-topic.  The student will submit the study guide and a work cited page. This project is worth 75 points or 7.5% of the total grade

7. The text, instructor, and outside materials are all resources used for this course.  In addition each student with their personal experiences, knowledge, and skills are viewed as class resources.  Consequently attendance and punctuality are extremely important. Attendance and punctuality will be monitored.  . (50 points or 5% of the grade)  

A breakdown of the attendance is as follows:
(-) 15 points = first absence
(-) 35 points = second absence
Three absences is an academic withdrawal
(-) 5 points = for each class not fully attended

• Please note that a student may lose more that the total of 50 points for attendance.
 

Grading Plan: Final Grades are computed as a percentage of the total 1000 points, which is the total number of points possible.  The individual point values per assignment are noted above in the listing of graded assignments.

A = 90 - 100%

B= 80 - 89%

C= 70 - 79%

D= 60 - 69%

F = less than 60%

 
 

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 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.

Late Submission of Course Materials:

Quizzes may be made-up at a regularly scheduled session.  The "You Teach The Class" and the individual and group case studies and their oral presentations, and the Comprehensive Final cannot be made-up unless prior arrangements have been made.

Classroom Rules of Conduct:

As Park University is a professional institution, the student conduct should be appropriate to the environment at all times.  Tolerance to diversity of ideas and people is to be respected in all aspects of the course.


Course Topic/Dates/Assignments:

Course Topic/Dates/Assignments:

Week Date Topics/Assignments 
1) October 24, 2009 
Orientation to Class
New Material: Chpt. 1, and Strategic Audit Guidelines (Chapter 15), and Notes

Students will choose their case studies and "You Teach The Class" from the text.
 
2) October 31, 2009

Quiz on Chapters 1, 15, and notes 
New Material: Chapters. 2, 3, and notes
Begin "You Teach The Class" Presentations
 3) November 7, 2009
Quiz on Chpt. 2,3, and notes 
New Material Chapter 4 and notes

4) November 14, 2009
Quiz on Chapter 4 and notes
New Material - Study Guide Chapter 5 and notes


5) November 21, 2009

Quiz on Chpt. 5 and notes

New Material: Study guide Chapters 6, 7, 8, and notes

GROUP CASE STUDIES BEGIN

6) November 28, 2009
Outside Project QUIZ
 
7) December 5, 2009
Quiz: Chapters 6, 7, 8, and notes
New Mateial:  Chpt. 12, 13, 14, and notes

Comprehensive Final Review 
Group Case presentations 

 
8) December 14, 2009
Comprehensive Final 
Oral Presentation of Case Studies 
Written Individual Case Studies DUE

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 2009-2010 Undergraduate Catalog Page 92

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 2009-2010 Undergraduate Catalog Page 95

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:10/19/2009 4:07:10 PM