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MG 495 Business Policy
Finney, Bartlett


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

SP 2010 HOA

Faculty

Finney, Bartlett

Title

Professor of Business Administration

Degrees/Certificates

Ph.D.
SPHR
CBMA

Office Location

Mackay 27-C

Office Hours

Monday 9:00-12:00; TR 7:30-9:30

Daytime Phone

816-584-6305

E-Mail

bfinney@park.edu

Semester Dates

1/11/2010-5/7/2010

Class Days

-M-W-F-

Class Time

8:00 - 8:50 AM

Prerequisites

Business Core and EN306B

Credit Hours

3


Textbook:

Wheelen and Hunger, STRATEGIC MANAGEMENT AND BUSINESS POLICY. Pearson Prentice

Hall, 11th edition.

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:
 

Access to Wall Street Journal, Business Week, Forbes and Fortune Magazine will

be useful.

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.

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:
 

Learning is a personal experience. Individuals can learn by more than one

method. There is a relation between amount of effort extended and learning.

Learning may or may not be fun. The best type of learning is that which is

valued and perceived to be useful by the learner.

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. 9 Describe the Boston Consulting Group (BCG) model of product and serviice
  2. .List and explain Miles and Snow's typology of alternative strategies.
  3. .List and describe the stages in an organizational life cycle.
  4. .Explain the relation between Mission statements, Vision Statements, and
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:
 

Examinations, quizzes, Individual and Group Case Reports and presentations.

Grading:                                                                                

                                                                                                  Points

Examinations, 2 X 100                                                              200

Final Examination over objectives                                            300

Group Case Reports and presentations, 100 and 125          225

 Individual case report                                                                  75

Class attendance                                                                          80

Comprehensive Assessment                                                      75

Quizzes over cases                                                                      45

Total Points -                                                                              1000

Grading:
  Grading:

90% to 100% of total points = A

 80% to 89% of total points = B

 70% to 79% of total points = C

 60% to 69% of total points = D

 below 60% = F

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:
 

ANY EXAMINATIONS MISSED WILL BE MADE UP ONLY ON THE DATE AND TIME SPECIFIED BY

THE INSTRUCTOR (Week 14 ). ASSIGNMENTS SUBMITTED LATE WILL NOT EARN FULL CREDIT.

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

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:

 

Assignments received after scheduled date for submission will not receive full

credit.  Asignments will not be accepted if submitted more than one week after

scheuled date for submission.

Classroom Rules of Conduct:
 

Classroom Rules of Conduct:

Please turn off cell phones before the class meeting starts.

Course Topic/Dates/Assignments:
 

Week 1-2

Introduction/ Chapter 1 Basic Concepts of Strategic Management

Week 2/3

Chapter 2 Corporate Governance and Chapter 3 Ethics and Social Responsibility in

Strategic Management

Week 3-4

Chapter 4 Environmental Scanning and Industry Analysis

Week 4-5

Chapter 5 Internal Scanning

Examination: Chapters 1 through 5

Week 5-6

Comprehensive Examination over Business Core Courses Learning Outcomes

Chapter 6 Strategy Formulation: Situation Analysis and Business Strategy, and

Chapter 15 Suggestions for Case Analysis

Week 6-7

Chapter 15 Suggestions for Case Analysis and

Chapter 7 Strategy Formulation: Corporate Strategy

Week 7/8

Chapter 8 Strategy Formulation: Functional Strategy and Strategic Choice

Individual student prepared case due

 Week 8/9

Chapter 9 Strategy Implementation: Organizing for Action

Week 9/10

Chapter 10 Strategy Implementation: Staffing and Directing

Week 10/11

Chapter 11 Evaluation and control in Strategic Management

Examination 2: Chapters 5 through 11

Week 11/12

 

First Group Case due

Chapter 12 Strategic Issues in Managing Technology and Innovation

Week 12/13

Chapter 13 Strategic Issues in Entrepreneurial Ventures and Small Businesses

Chapter 14 Strategic Issues in Not-for-profit Organizations

Week 14-15:Final Case Presentations.

Week 16: Final examination over Learning Objectives

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.

  The instructor may excuse absences for valid reasons, but missed work must be

  made up within the semester/term of enrollment.

  Work missed through unexcused absences must also be made up within the

  semester/term of enrollment, but unexcused absences may carry further

  penalties.

  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".

  A "Contract for Incomplete" will not be issued to a student who has unexcused

  or excessive absences recorded for a course.

  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.

  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 .

 

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 2009-2010 Undergraduate Catalog Page 92

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 .


Attachments:
SampleCaseFormat.doc

Sample CaseTitlePage.doc

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:1/20/2010 10:34:42 AM