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MG 495 Business Policy
Van Hoesen, Garrett


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

S1T 2008 DLA

Faculty

Van Hoesen, Garrett

Title

Senior Instructor of Management/Online Faculty

Degrees/Certificates

Bachelor of Science in Finance (BS) - Laverne University
Masters of Business Administration (MBA) - Golden Gate University

Office Location

Hershey, Pennsylvania

Office Hours

Online Monday, Wednesday, and Friday 8:00 PM EST through 11:00 PM EST and Sunday 6:00 PM EST through 9:00 PM EST

Daytime Phone

717-838-2950

Other Phone

717-265-5326 (Cell)

E-Mail

Garrett.Van Hoesen@park.edu

gvanhoesen@erinet.com

Semester Dates

1/14/2008 through 3/9/2008

Class Days

TBA

Class Time

TBA

Prerequisites

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

Credit Hours

3


Textbook:

Strategic Management and Business Policy; 11th, 2008; Wheelen and Hunger; Prentice Hall; ISBN 10:  013232346X; ISBN 13:  9780132323468

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 objectives of the firm. Prerequisites: EN306B and completion of business/management core or permission of instructor. 3:0:3

Educational Philosophy:

The facilitator's educational philosophy is based on the interaction of the students based on text readings, lectures, 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.

This Business Policy course is concerned with developing the "general management perspective." This means understanding the key long-term and short-term implications of any situation, problem, proposal, or decision for the total enterprise. The necessity to view everything in terms of the whole organization is a skill that is difficult to learn. The general management (CEO) point of view demands that the CEO sublimate departmental, functional, or specialist perspective in order to take a balanced, company-wide view.  During this course you will work to complete case analyses and discuss strategic management issues with your classmates during the weekly discussion threads.  Each week, we will focus on corporate strategy issues, problems, etc., encountered by the management professional through our on-line threaded discussions and the weekly case analysis assignments.

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 analysis, responses to discussion questions, classroom participation and two examinations. The midterm examination is an open book examination. The comprehensive final is NOT a take-home test and is a closed book and closed notes examination.

Grading:

 

Item

Points

%

Notes

Weekly Discussion Questions

200

20%

See course schedule & overview

Written Case Analysis

300

30%

See course schedule & overview

Midterm Examination

120

12%

Week 4

Final Examination (Proctored)

300

30%

Week 8

Participation

80

8%

Throughout the course

Total

1000

100%

 

Information on the proctored Final examination - The comprehensive final is not a take-home test and is a closed book and closed notes exam. Failure to take a final proctored exam will result in an automatic "F" grade for the course.  It will be the responsibility of the student to arrange for an acceptable proctor, by the end of the 5th week of the term. Guidelines for selecting an acceptable proctor can be found at the Park University Website. For proctored examinations, photo identification is required at the time of the test. An examination will be taken in person during the 8th week of instruction at one of the Park University sites around the country or at an alternative location approved by your Instructor where Park University sites are not available.

All final exams will be comprehensive and will be closed book and closed notes. 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 Associate Dean.

The grade for students will be based on the overall average of homework and tests taken during the course. The proctored final exam must address only material which the student has been taught in class.

 

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:

Basically, late work is NOT accepted.  However, there may be cases where deviation may be allowed. The major point is that late work should be the exception and not the rule and will only be accepted on a case by case basis with instructor approval. Therefore, the following applies to ALL late work, unless prior arrangements have been made with and approved by the instructor: All late work will be downgraded at the discretion of the instructor, up to 20 percent of the value of the assignment depending on how late the assignment is submitted. Late submittal of discussion postings is not allowed except in unusual circumstances and with the prior pproval of the instructor.  No late work will be accepted after the end of week 8. Unless all required work is submitted, the student could receive a failing grade for the course. N.B.: Since this is a "CASE STUDY" Course, failure to complete all the case studies (COULD) or the proctored final examination (WILL) result in failure of the course!!

Classroom Rules of Conduct:

This course is offered on-line, over the Internet, using the eCollege On-line computer service. Students are expected to devote a minimum of two hours per class week participating in this course.  This can be accomplished by being logged on to the classroom and reviewing/commenting on the discussion inputs from fellow students; posting your own assignments, along with visiting different web sites listed in the "References" part of the course and others that might be identified in the weekly case hints. This time also should include the "off-line" preparation of student's responses to be posted in the classroom.

A class week is defined as the period of time between Monday and Sunday. The first week begins the first day of the semester and ends at midnight MDT/MST (as applicable) the following Sunday. Subsequent weeks will begin and end the same way. Assignments scheduled for completion during a class week should be completed and successfully submitted to the dropbox, or emailed, so that they are in my hands on the due date. (PLEASE only use email as a last resort!).  If you ever have problems transmitting your assignments to me, telephone me or email me immediately, and we will get the problem solved. Just because your computer breaks is NO EXCUSE for you to be late in submitting your work to me. Libraries have computers with Internet access, and there are tons of places that have fax capability.

Homework - Will consist of conducting a case analysis of an assigned case, posting responses to a weekly discussion question(s) located in the classroom thread, and making a peer responses to other student's discussion question postings. (If there are two discussion questions for a given week, then you must make a peer response to each discussion question.

Discussion Questions –The discussion questions for weeks 1 thru 4 will be researched and responded to as an individual effort. For the discussion questions for weeks 5 thru 8, the class will be divided into groups to afford students the opportunity to engage in group decision making.

Case Analysis - As the course description states, Business Policy is a series of business cases. The ability to do well in this course requires that you are able to analyze and discuss real business situations. These cases are used to provide vicarious business experiences. They provide the real-world data necessary to understand strategic management concepts. Whether or not you have been introduced to the case method, the purpose of this discussion is to help you prepare cases more effectively. Some of you may discover that many of the reports you have prepared for the organization for which you work will look remarkably like the case reports you will prepare for this course. Good case preparation requires mastering three essential skills. First, analyze the business situation thoroughly and systematically.

Second, ideas must be presented as logically structured arguments. This forces you to build the report with a strong foundation so that its recommendations follow from the material that precedes them.

Third, communicate the report effectively. All three components must be present for the case report to be as complete as possible. Strategy cases require several types of analysis dealing with interrelated problems. In Business Policy cases you are not afforded the luxury of looking at only one portion of a company; you must consider the entire company. Try to adopt the role of a CEO and become a strategic manager. Each firm exists in an environment presenting opportunities and threats for the business. Treating the firm as a set of complementary capabilities and people brought together to fulfill an overall mission is the basic approach of business policy. Depending on how these capabilities and people are combined defines the relative strengths and weaknesses of the firm. However, only certain strengths give the firm a differential advantage. Identifying these competitively relevant factors is a critical part of the analysis. As the CEO, you will evaluate the viability of a firm's strategy and if deficient, consider and choose from alternative strategies so that the firm fits its environment and can achieve its objectives.

Tools that you should and are expected to use to assist you in your analysis of the cases are:

  • The Boston Control Group Matrix –pp. 179/80
  • The General Electric Matrix –pp. 181/82
  • Porter's Five Forces –pp. 82 thru 86
  • The TOWS Matrix –pp. 144 thru 147
  • Miles & Snow's Strategic Types –pp 88/89
  • Miles & Snow's Cellular Organization –p. 229
  • The Strategic Audit –pp. 368 thru 370
  • Financial Analysis –pp. 356 thru 358

Preparing Business Policy Cases - When writing a Business Policy case report, at least seven steps are necessary, and this format MUST be followed:

1. Evaluation of current objectives and current strategy. This is the first critical step in the process. If you don't know the target (or targets) it is impossible to logically proceed. What is the firm trying to accomplish (their goals) and how are they going about doing this?

2. The company's current strengths and weaknesses. This permits the identification of the current differential advantages and disadvantages. What do they do well and what do they not do so well?

3. Analysis of current environmental opportunities and threats. This requires an in-depth analysis of the current business environment of the company. What opportunities are there for them in their industry or others that they may take advantage of? What is their competition or the government or the economy doing that can harm them?

4. Stakeholder analysis. This is a systematic review of the various stakeholders in the firm. Stakeholders are any group of folks (customers, employees, suppliers, etc (lots of different groups) that are or can be impacted by what our firm does.

5. Identifying current problems. Use all of the previous analyses to determine if the current strategy is consistent with the external environment. This includes both parts of the external environment: direct and indirect. What "snakes" are there that can "bite" us?

6. Alternative strategies. This is the opportunity to develop several alternative strategies for the firm. This is not a pie in the sky approach to strategy building. It is necessary to compare the alternative strategies with the firm's objectives, look carefully at the competitive advantages of the firm, the risk involved, and if the alternatives can be implemented. What can we do differently than what we are doing now?

7. Recommendations. Straightforward, clear cut approaches should be at the heart of this section. What do you recommend that we do from what you proposed in item #6 above?

NOTE: I will post a document in the doc sharing are of the course titled "Case Analysis Guidance." Please print this document, and use it to assist you in preparing every case study!

Format Requirements - Business Policy reports must adhere to the following requirements. 1. The case reports will consist of two separate items, a cover memo and written report. The cover memo is also known as the Executive Summary (ES), which is addressed to the CEO of the company. Restrict the memo to one page single-spaced. Two or three paragraphs are sufficient to briefly describe the problems analyzed. Explain your evaluation methodology and then summarize the recommendations. The written report should also be single-spaced with normal margins and spacing. When you submit your case study, please include the ES and the case study in one file. 2. Quantitative information can usually be placed in exhibits or appendices at the end of the report.  

Course Topic/Dates/Assignments:

NOTE: Week 1, 2, 3 & 4 Discussion Question postings are due on Thursday of each week, NLT Midnight, MST/MDT, Week 5, 6, 7 & 8 Discussion Questions postings are due in the assigned Group area on Wednesday of each week, NLT Midnight, MST/MDT, with the Group Leader for each Group being responsible for posting the response to that assigned Discussion Question that the Group has agreed upon to the appropriate Weekly Discussion Question area NLT Friday of each week, NLT Midnight, MST/MDT and Case Study Analysis and Peer Responses to Discussion Questions are due at the end of each week, which is each Sunday night, NLT Midnight, MST/MDT!! If there are two discussion questions in a given week, then you must make a Peer Response to both Discussion Questions.
________________________________________

 Week 1: Basic Concepts of Strategic Management

  • Readings: Read Chapter One of the text
  • Discussion Question Assignment: Answer the discussion question posted in the Conference under Week One Discussion Question.
  • Personal Contact Information: Please e-mail me the information I requested in the welcome I sent to you prior to the start of the course
  • Introductions: Post your introduction in the Introduction thread of the Course Home area.
  • Student Responsibilities: Read and acknowledge your student responsibilities in the Student Responsibilities thread of the Course Home area.
  • Peer Response: Post your peer response to at least one of your classmate's Discussion Question postings.
  • Practice Case Study: The Walt Disney Company, located in the Doc Sharing area of the course. Place the analysis in the Week One Practice Case Study Dropbox.
Week 2: Corporate Governance and Ethics and Social Responsibility
  • Readings: Read Chapters 2 and 3 of the text.
  • Discussion Question Assignment: Answer the discussion question posted in the Conference under Week Two Discussion Question.
  • Peer Response: Post your peer response to at least one of your classmate's Discussion Question postings.
  • Case Study: Case Two - The Wallace Group, page 2-1. Place the analysis in the Week Two Case Study Dropbox. Previously stated format rules apply.
Week 3: Environmental Scanning and Industry Analysis
  • Readings: Read Chapter 4 of the text.
  • Discussion Question Assignment: Answer the discussion question posted in the Conference under Week Three Discussion Question.
  • Peer Response: Post your peer response to at least one of your classmate's Discussion Question postings. NOTE: Since there are two discussion questions this week, you must make a Peer Response to both Discussion Questions.
  • Case Study: Case 13 - Amazon.Com:An E-Commerce Retailer, page 13-1. Place the analysis in the Week Three Case Study Dropbox. Previously stated format rules apply.
Week 4: Internal Scanning: Organizational
  • Readings: Read Chapter 5 of the text.
  • Discussion Question Assignment: Answer the discussion question posted in the Conference under Week Four Discussion Question.
  • Peer Response: Post your peer response to at least one of your classmate's Discussion Question postings.
  • Case Study: None for this week.
  • Mid-Term Exam: The exam will be found under week Four. Place your completed exam in the Week Four: Your Midterm Exam Dropbox by the end of the week.
Week 5: Strategy Formulation: Situation Analysis and Business
  • Readings: Read Chapter 6 of the text.
  • Discussion Question Assignment: Answer the discussion question posted in the assigned Group area for Week 5, with the Group leader posting the group response in the Conference under Week Five Discussion Question.
  • Peer Response: Post your peer response to at least one of each of the assigned (other than from your own group) Discussion Question Postings
  • Case Study: Case 17 - JetBlue Airways' Success Story, page 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
  • Readings: Read Chapters 7 & 8 of the text.
  • Discussion Question Assignment: Answer the discussion question posted in the assigned Group area for Week 6, with the Group leader posting the group response in the Conference under Week Six Discussion Question.
  • Peer Response: Post your peer response to at least one of each of the assigned (other than from your own group) Discussion Question postings. NOTE: Since there are two discussion questions this week, you must make a Peer Response to each Discussion Questions.
  • Case Study: Case 30 – Panera Bread Company: Rising Fortunes? page 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
  • Readings: Read Chapters 9 & 10 of the text.
  • Discussion Question Assignment: Answer the discussion question posted in the assigned Group area for Week 7, with the Group leader posting the group response in the Conference under Week Seven Discussion Question.
  • Peer Response: Post your peer response to at least one of each of the assigned (other than from your own group) Discussion Question postings. NOTE: Since there are two discussion questions this week, you must make a Peer Response to each Discussion Questions.
  • Case Study: Case 7 –Starbucks' International Operations, page 7-1. Place the analysis in the Week Seven Case Study Dropbox. Previously stated format rules apply!
Week 8: Evaluation and Control
  • Readings: Read Chapter 11 of the text.
  • Discussion Question Assignment: Answer the discussion question posted in the assigned Group area for Week 7, with the Group leader posting the group response in the Conference under Week Seven Discussion Question.
  • Peer Response: Post your peer response to at least one of each of the assigned (other than from your own group) Discussion Question postings. NOTE: Since there are two discussion questions this week, you must make a Peer Response to each Discussion Questions.
  • 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.
  • Case Study: None for this week.
  • Final Exam: Due NLT the end of Week Eight.
    • You will need to schedule a time with your proctor to take your final exam, but NLT Friday of Week Eight.
    • The proctor must return the completed exam to the instructor NLT the end of Week Eight.

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
Academic honesty is the prerequisite for academic study. Academic dishonesty is inimical to the spirit of a learning community. Hence, Park University will not tolerate cheating or plagiarism on tests, examinations, papers, and other course assignments. Students who engage in such dishonesty may be given failing grades or expelled from Park University.

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
Plagiarism, the appropriation or imitation of the language or ideas of another person and presenting them as one's original work, sometimes occurs through carelessness or ignorance. This does not make it less serious. However, students who are uncertain about proper documentation of sources should consult their course faculty member. If you quote or paraphrase someone else's work you must give the source credit through a footnote. Ignorance is no excuse. Do not simply download the contents of a web page or an article from the web into your paper. Do not misrepresent someone else's work as your own. Such actions constitute academic dishonesty. When you quote a source be sure to provide the proper citation following the APA Manual recommendations. Failure to heed this warning will result in a grade of 0 for that assignment, a grade of F for the course, and notification of the appropriate academic dean for further disciplinary actions. Again, if you are uncertain about proper documentation of sources, please e-mail me.

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 .



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:12/17/2007 8:50:21 PM