MBA695 Business Policy & Strategy

for FAP 2009

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Vision Statement: Park University's School of Graduate and Professional Studies will be an international leader in providing innovative graduate and professional educational opportunities to learners within a global society.


MBA 695 Business Policy & Strategy


FAP 2009 DL


Venable, William R., III


Assistant Professor - Marketing and Management


BS Kansas - Journalism
MBA Rockhurst - Marketing
MPA UMKC - Public Policy

Office Location

Library - 416 H

Office Hours

M and W -  9:00 am - 11:50 am and by appointment

Daytime Phone



Semester Dates

08/17/2009 - 12/13/2009

Class Days


Class Time



Prerequisites: MBA 515, MBA 526, MBA 527, MBA 615, MBA 630, MBA 633 and MBA 674. or equivalent approved by Program Director. (Formerly MG 695)

Credit Hours


Strategic Management, 4/e

Gregory G. Dess, University of Texas at Dallas
G. T. Lumpkin, Texas Tech University
Alan B. Eisner, Pace University

ISBN: 0073404985
Copyright year: 2008

Additional Resources:

The Future of the MBA, Oxford University Press - 2008
Mihnea C. Moldoveanu and Roger L. Martin
ISBN 978-0-19-534014-3

Mintzberg, Henry, Mintzberg on Management, (1989).

Porter, Michael E. Competitive Advantage: Creating and Sustaining Superior Performance. (1985).

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Course Description:
MBA 695 Business Policy and Strategy: This course covers the integration of applied research for managerial decisions and actions that determine the long-urn performance of a corporation. Focus includes strategy formulation, implementation, evaluation, and control. Topics covered are: development of an integrated operations strategy, analysis of cases and completion of a major project involving research and investigations. Prerequisites: MBA 515, MBA 526, MBA 527, MBA 615, MBA 630, MBA 633 and MBA 674. or equivalent approved by Program Director. (Formerly MG 695)

Educational Philosophy:
The facilitator's educational philosophy is one of interactiveness based on lectures, readings, quizzes, dialogues, examinations, internet, videos, web sites, guest professionals. and writings. The facilitator will engage each learner in what is referred to as disputatious learning to encourage the lively exploration of ideas, issues and contradictions.

  Instructor Learning Outcomes

  1. Students will analyze the industry environment of a company starting with the remote environment which consists of the economic, political, social, technological and ecological to determine the effect this environment has on the competitive position of the company. After the remote environment analysis the students will analyze the industry environment and the operating environment of the company.
  2. The students are required to identify the strengths, weaknesses, opportunities, and the threats of the company.
  3. By analyzing the different environments and developing a SWOT the students have to identify the issues the company faces
  4. After identifying the issues and alternatives students are required to eliminate various alternative strategies and select strategies that strengthen the competitive position and the financial performance of the company.
  5. To insure the success of the selected strategies the students must provide a logical reasoning process why the strategies selected are the best direction for the company. The support comes from the industry analysis and the SWOT.
  6. Upon completing the case analysis students are required to present the findings of their case using power point to the class and the class is expected to ask questions and discuss the outcomes of the case.
Class Assessment:

Course Evaluation


 Individual Project

 100 points     10%

 Team Projects

 300 points     30%

 Weekly Homework/Discussion

 400 points     40%



 Midterm Examination

 100 points       10%

 Final Examination

 100 points       10%

 Total Points

1000 points
























Course Topic/Dates/Assignments:

Part One:

Case Analysis

Chapter 13

Analyzing Strategic Management Cases

Part Two:

Strategic Analysis

Chapter 1

Strategic Management: Creating Competitive Advantages

Chapter 2

Analyzing the External Environment of the Firm

Chapter 3

Assessing the Internal Environment of the Firm

Chapter 4

Recognizing a Firm’s Intellectual Assets: Moving beyond a Firm’s Tangible Resources

Part Three:

Strategic Formulation

Chapter 5

Business-Level Strategy: Creating and Sustaining Competitive Advantages

Chapter 6

Corporate-Level Strategy: Creating Value through Diversification

Chapter 7

International Strategy: Creating Value in Global Markets

Chapter 8

Entrepreneurial Strategy and Competitive Dynamics

Part Four:

Strategic Implementation

Chapter 9

Strategic Control and Corporate Governance

Chapter 10

Creating Effective Organizational Designs

Chapter 11

Strategic Leadership: Creating a Learning Organization and an Ethical Organization

Chapter 12

Managing Innovation and Fostering Corporate Entrepreneurship

Academic Honesty:
As a learning community, the University upholds the highest standards of academic integrity in all its academic activities, by faculty, staff, administrators and students. Academic integrity involves much more than respecting intellectual property rights. It lies at the heart of learning, creativity, and the core values of the University. Those who learn, teach, write, publish, present, or exhibit creative works are advised to familiarize themselves with the requirements of academic integrity and make every effort to avoid possible offenses against it, knowingly or unknowingly. Park University 2009-2010 Graduate Catalog Page 31


Plagiarism involves the appropriation of another person's ideas, interpretation, words (even a few), data, statements, illustration or creative work and their presentation as one's own. An offense against plagiarism constitutes a serious academic misconduct.  Although offenses against academic integrity can manifest themselves in various ways, the most common forms of offenses are plagiarism and cheating. Plagiarism goes beyond the copying of an entire article. It may include, but is not limited to: copying a section of an article or a chapter from a book, reproduction of an art work, illustration, cartoon, photograph and the like and passing them off as one's own. Copying from the Internet is no less serious an offense than copying from a book or printed article, even when the material is not copyrighted.

Plagiarism also includes borrowing ideas and phrases from, or paraphrasing, someone else's work, published or unpublished, without acknowledging and documenting the source. Acknowledging and documenting the source of an idea or phrase, at the point where it is utilized, is necessary even when the idea or phrase is taken from a speech or conversation with another person.

Park University 2009-2010 Graduate Catalog Page 31-32

Attendance Policy:

Professors are required to maintain attendance records and report absences. Excused absences can be granted by the instructor, for medical reasons, school sponsored activities, and employment-related demands, including temporary duty. Students are responsible for any missed work. Absences for two successive weeks, without approved excuse, will be reported to the Director of the individual graduate program, or to the Executive Director for the Graduate School, for appropriate action. Students with such a record of absences, without an approved excuse, may be administratively withdrawn from the class and notified that an "F" will be recorded, unless the student initiates official withdrawal from the class(es).Park University 2009-2010 Graduate Catalog Page 35

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: .


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Last Updated:7/28/2009 11:39:29 AM