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MG 495 Business Policy
Everett, Ray


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 DLB Business Policy

Semester

F2T 2007 DLB

Faculty

Dr. Ray Everett

Title

Professor

Degrees/Certificates

Doctor of Business Administration
Master of Arts / Master of Science / Master of Public Administration
Bachelor of Arts

Office Location

Tucson, AZ and Salem, OR

Office Hours

Online or by Appointment

Daytime Phone

Sent with an appointment

E-Mail

Ray.Everett@pirate.park.edu

Semester Dates

October 22 to December 16, 2007

Class Days

Online

Class Time

Online

Prerequisites

EN306B and completion of business/management core or permission of instructor.

Credit Hours

3


Textbook:
Wheelen, Thomas L. and J. David Hunger. STRATEGIC MANAGEMENT AND BUSINESS POLICY. 11th ed. Upper Saddle River, NJ: Prentice Hall, 2008. ISBN-10: 0-13-232346-X

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/.
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:
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:

This is considered to be the capstone course for the degree. As such, the Business Policy course is concerned with the entire company organization from the view of the general management.  It is a position that can be difficult to master unless careful attention to learning and instructions is observed. Your professor believes in giving detail attention to each student and exact feedback in the first weeks so that the student clearly understands to process. After the first weeks, it is important that the student use data that was learned earlier so that any mistakes can be more easily realized and corrected. However, the professor believes in being closely atturned to each student's activities daily and is readily available via email or telephone.

The course requires active learning, analysis, and application.  It is not a position that allows coasting along to succeed.  Top management must be knowledgeable in many aspects that relate to the organization and its industry membership.  The manager (and now students) must develop an ability to see the overall picture. It demands an intellectual effort of initiative and self-discipline.  Students must study the lectures and power points, learn how to perform case studies, take two examinations, and participate in discussions. Students MUST exercise self-discipline and must have all work turned in on time just as they will be required to be when they become CEOs.  And the primary thing to learn immediately is that the course is based on existing information that is the “what is” of a company (how it actually exists) and not student opinions of what they think is should or might be. Using opinions, rather than knowledge, tends to delay the learning process for many, so the philosophy employed demands that unfounded opinions not be used.

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 assessments are comprised of discussion questions and peer responses, case studies (aka, case analyses, but not opinion pieces), classroom participation and two examinations.  The midterm exam will be an open book exam taken online.  The comprehensive final will be a proctored closed-book and closed notes exam.

Grading:

Weekly Discussion Questions and Peer Review - 200 points, 20%.

Written Case Reports (aka Case Analysis or Case Study) - 320 points, 32%.
            Practice Case Study (Week 1) – 20 points (plus Participation Points)
            Case Study (Week 2, 3, 5, 6, and 7) – 60 points each (plus Participation Points)

Mid-term Exam - 100 points, 10% - Week 4.

Final Exam (Proctored) - 300 points, 30% - Week 8.

Participation 80 points, 8% (The quality of participation are assessed throughout the course.)

Total points = 1000 points.

A = 900 -1000
B = 800 - 899
C = 700 - 799
D = 600 - 699
F =  < 600

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:
Each class week is defined as the period of time between Monday at 12:00 am and Sunday 11:59 pm (MDT/MST, as appropriate).  Assignments scheduled for completion during a class week should be completed and successfully submitted so as to be received by the professor on the due date within this time frame. Do not post anything after this deadline as the opportunity to receive credit will have passed.

Work that is late will only be accepted as a result of (1.) an emergency that is beyond the control of the student and (2.) with advance approval and acknowledgment from the professor.  A request to complete late work must be submitted in advance and must be based on a clear bona fide emergency situation with verification.  Any event that is within the control of the student will not be approved, such as "my car broke down," or "I had to go to work unexpectedly," or "I was sick," etc.  Further, late completions will not be approved if a student could have done the work earlier in the week but waited until the last couple of days and then ran into an emergency situation or Park online was too busy on Sunday night, or the Internet connection went down, or my computer isn't working, etc.  Therefore, early completions are highly encouraged. However, with a valid and verifiable emergency, there will still be a 10% late penalty deduction regardless of the approved reason.  There will be no score for late work without advanced emergency approval from the professor.  An additional caution to note is that this course relies heavily on case studies which cannot be accepted late and not completing some of them could result in the failure of the course.  Please do not wait until the last day for submission and chance an unforeseen circumstance.

Classroom Rules of Conduct:
 

  1.   Self-discipline is extremely important and necessary in this online course. Students are expected to devote a minimum of five hours per week performing in the course, and a minimum of two hours per week must be online within the course threads. This is the same amount as would be spent in a physical classroom.
  2. To work the assignment each week by print out the threads and assignments and then going back online just long enough to post your work is not enough. Items change several times a week in order to assist with understanding, so printing out something in Week 1 and not referring to it again can be disastrous.  (The professor has access to the time students spend in each area of the course and will check it regularly.)
  3. The Dropbox area is strictly for submitting case studies and receiving professor feedback.  It is not to be used for private communications, including responses to the professor.
  4. Email is to be used for private messages to your professor and other students and should not be posted in assignment, discussion areas, or the Dropbox.
  5. Courtesy and online netiquette MUST be used in all communications, private and public.
  6. Case studies are normally submitted as files saved to your computer and routed to the professor as attachments in the Dropbox.  (Students should keep electronic copies of all work.)
  7. Students must always place their full name and subject of the posting at the top of all messages or assignments, including Discussion Questions and peer responses and the Dropbox, and on the first page of all attachments.  Submissions without this identification will just not be graded.
  8. Emails sent to the professor must have the course number, the section, and the subject of the email in the "Subject" line of the email.  For example: "SUBJECT:  MG495 DLA - Case Study question." Do not just click “Reply” and send an email without this proper information. Opinions within case studies are not acceptable – repeat – OPINIONS ARE NOT ACCEPTABLE!! The case study analyzes “what is” within a company, meaning what actually exists that is obtained from provided data in a case write-up and as of the date of the write-up. Students get to provide their suggested alternatives, and recommendations in the study, but then, these MUST be based on actual data related to the write-up and to data written earlier in the case study. These are still not opinions; they are logical conclusions (alternatives and recommendations) based on data previously presented.

Course Topic/Dates/Assignments:

NOTE:  The Discussion Question postings for weeks 1, 2, 3, 4 & 5 are due no later than Thursday midnight of each week, MST/MDT.   For weeks 6, 7 & 8, the Discussion Question postings will be accomplished through assigned groups no later than Wednesday midnight, MST/MDT, and will be gathered from the group members and posted by the Group Captain.  The Case Study Analysis and Peer Responses to Discussion Questions are individual activities and are due no later than each Sunday midnight, MST/MDT, each week.  If there are two discussion questions in a given week, then students must post a Peer Response to at least both Discussion Questions.
 

Week 1: Basic Concepts of Strategic Management

Ø MOST IMPORTANT ITEMS: Read this syllabus and all of the threads under Announcements, Course Home and Doc Sharing immediately and thoroughly as soon as there is access to the course. The data and instructions for this course cannot be assumed, regardless of how many online courses have been taken before. These threads must be followed exactly.

Ø READINGS: Read Chapter One in the text

Ø FIRST ASSIGNMENT:  This assignment requires three things, as follows:

1.    Personal Contact Information: Email your professor with the information requested in the Welcome email to you, in the Course Welcome thread, and in the First Assignmentthread (no later than the end of Week 1),

2.    Introductions:  Post your introduction in the Introduction thread of the Course Home area, and

3.    Student Responsibilities: Read and acknowledge student responsibilities in the Student Responsibilities thread of the Course Home area, again no later than the end of Week 1.

Ø There will be Participation Points added for completing this requirement.

Ø Discussion Question Assignment (DQ): Answer the discussion question(s) posted in the Conference under Week 1 Discussion Question (due by Thursday midnight for credit).

Ø Peer Response: Post a peer responses to each question asked to at least one of your classmate's Discussion Question postings.  If there are two or more DQ questions, you must post a response (Peer Review) for each question.

Ø Practice Case Study: The Walt Disney Company, located in the Doc Sharing area of the course. Place the study (i.e., case analysis) in the Week 1 Practice Case Study Dropbox. This Case Study is worth 20 points (plus Participation Points that are not available to view until the end of Week 8).

 Week 2: Corporate Governance and Ethics and Social Responsibility

Ø Readings: Read Chapters 2 and 3 of the text.

Ø Discussion Question Assignment: Answer the discussion question(s) posted in the Conference under Week Two Discussion Question.

Ø Peer Response: Post your peer response(s) to at least one of your classmate's Discussion Question postings and for each question asked in the DQ.

Ø Case Study: Case Two - The Wallace Group, p. 2-1. Place the analysis in the Week Two Case Study Dropbox. Previously stated format rules apply!

Week 3: Environmental Scanning and Industry Analysis

Ø Readings: Read Chapter 4 of the text.

Ø Discussion Question Assignment: Answer the discussion question(s) posted in the Conference under Week Three Discussion Question.

Ø Peer Response: Post your peer response(s) to at least one of your classmate's Discussion Question postings and for each question asked in the DQ area.

Ø Case Study: Case 13 – Amazon.com: An E-Commerce Retailer, p. 13-1. Place the analysis in the Week Three Case Study Dropbox. Previously stated format rules apply!

Week 4: Internal Scanning: Organizational

Ø Readings: Read Chapter 5 of the text.

Ø Discussion Question Assignment: Answer the discussion question(s) posted in the Conference under Week Four Discussion Question.

Ø Peer Response: Post your peer response(s) to at least one of your classmate's Discussion Question postings.

Ø Case Study: The is no case analysis this week.

Ø Mid-Term Exam: The exam will be found under week Four. Place your completed exam in the Week Four: Your Midterm Exam Dropbox no later than the end of the week.

Week 5: Strategy Formulation: Situation Analysis and Business

Ø Readings: Read Chapter 6 of the text.

Ø Discussion Question Assignment: Answer the discussion questions posted in the Conference under Week Five Discussion Question.

Ø Peer Response: Post your peer response(s) to at least one of your classmate's Discussion Question postings.

Ø Case Study: Case 17 - JetBlue Airways' Success Story, p. 17-1. Place the analysis in the Week Five Case Study Dropbox. Previously stated format rules apply!

Week 6: Strategy Formulation: Corporate Strategy & Functional Strategy and Strategic Choice

Ø Readings: Read Chapters 7 & 8 of the text.

Ø Discussion Question Assignment: DQs will be performed in assigned groups in weeks 6, 7, and 8. Answer the discussion questions and email them to the Group Captain  by Wednesday midnight. The group will develop a consensus to the DQ answers for the group and the Captain will post them in the DQ Conference thread. 

Ø Peer Response: Post at least one peer response to each question posted by a group other than the one to which you are assigned.  

Ø Case Study: Case 30 – Panera Bread Company: Rising Fortunes, p. 30-1. Place the analysis in the Week Six Case Study Dropbox. Previously stated format rules apply!

Week 7: Strategy Implementation: Organizing for Action & Staffing and Direction

Ø Readings: Read Chapters 9 & 10 of the text.

Ø Discussion Question Assignment: DQs will be performed in assigned groups in weeks 7 and 8. Answer the discussion questions and email them to the Group Captain  by Wednesday midnight. The group will develop a consensus to the DQ answers for the group and the Captain will post them in the DQ Conference thread. 

Ø Peer Response: Post at least one peer response to each question posted by a group other than the one to which you are assigned.  

Ø Case Study: Case 7 – Starbucks' International Operations, p. 7-1. Place the analysis in the Week Seven Case Study Dropbox. Previously stated format rules apply!

Week 8: Evaluation and Control

Ø Readings: Read Chapter 11 of the text.

Ø Discussion Question Assignment: DQs will be performed in assigned groups in Week 8. Answer the discussion questions and email them to the Group Captain  by Wednesday midnight. The group will develop a consensus to the DQ answers for the group and the Captain will post them in the DQ Conference thread. 

Ø Peer Response: Post at least one peer response to each question posted by a group other than the one to which you are assigned.  

Ø Student Survey: Please complete the student survey this week. It can be found by clicking on Student Survey on the Park University homepage. It is very important that we hear from you concerning your suggestions for improving this course.

Ø Case Study: None for this week.
 
Ø Final Exam: Due not later than Friday of Week Eight.   NOTE: You will need to schedule a time with your proctor to take your final exam, but no later than Friday of Week Eight. The proctor must return the completed exam to the instructor by the end of the week.

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 2007-2008 Undergraduate Catalog Page 85-86

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 2007-2008 Undergraduate Catalog Page 85

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.
  3. Work missed through unexcused absences must also be made up within the semester/term of enrollment, but unexcused absences may carry further penalties.
  4. 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".
  5. A "Contract for Incomplete" will not be issued to a student who has unexcused or excessive absences recorded for a course.
  6. 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.
  7. 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 2007-2008 Undergraduate Catalog Page 87-88

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 .

Additional Information:

 

Bibliography:

Wheelen, Thomas L. and J. David Hunger. STRATEGIC MANAGEMENT AND BUSINESS POLICY. 11th ed. Upper Saddle River, NJ: Prentice Hall, 2006. ISBN-10: 0-13-232346-X
 
Many websites, including
http://www.quickmba.com/strategy/swot/
http://erc.msh.org/quality/ittools/itswot.cfm
http://www.mindtools.com/pages/article/newSTR_89.htm
http://marketingteacher.com/Lessons/lesson_swot.htm
http://www.businessballs.com/swotanalysisfreetemplate.htm
http://www.netmba.com/strategy/swot/



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:9/27/2007 3:51:18 PM