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MG 495 Business Policy
Brown, Michael J.


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

U1E 2011 PE

Faculty

Brown, Michael J.

Title

Adjunct Professor

Degrees/Certificates

BA Social Sciences -- Chapman University
MA Management -- National University
Ph.D. Capella University -- Management // MBTI Certified

Office Location

Camp Pendleton -- Base Education,  Bldg. #1331 Room 201

Office Hours

0900-1700

Daytime Phone

(760) 724-7151

Other Phone

(760) 310-9997

E-Mail

michael.brown28@park.edu

mbusmc@aol.com

Semester Dates

06/06/2011-07/31/2011

Class Days

-----F-

Class Time

4:45 - 10:10 PM

Prerequisites

EC141, EC142,EC315,EN306B,FI360,MG260,M352,AND MK351

Credit Hours

3


Textbook:

Strategic Management and Business Policy; 12th ed., 2010; Wheelen and Hunger; Prentice Hall; ISBN 10:  0-13-609739-1; ISBN 13:  978-0-13-609739-6.

Note: There is also an eText of the book that can be obtained from http://www.coursesmart.com/9780136097341  

DO NOT Purchase Strategic Management and Business Policy; 11th ed., 2008; Prentice Hall: ISBN-10: 0-13-232346-X; ISBN-13: 978-0-13-232346-8. This edition does not contain the correct cases for this course!.

DO NOT purchase any of the paperback books as they do not contain the cases.

DO NOT purchase the international edition of the textbook with the following ISBN: 978013234515-6 or 013234515-3, as it does not contain the correct cases for this course.

Remember, it is YOUR responsibility to obtain the correct textbook for this course before the course begins.

 


Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:
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.

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:

Dr. Brown's educational philosophy is based upon the facilitation and interaction of the students' text readings, lectures, responding to discussion questions, interacting with fellow student's and ideas, case studies, examinations, presentations, web site information retreval,  research and its various methodologies, and current events. As the facilitator will engage the students through lively inter-active discussions, based, in part, upon the philosophies of the text, and the cases pertaining to: Social Responsibility, Ethics, International Issues, and the "general/everyday" issues we are presented with, so as to foster an environment where ideas, thoughts, and issues can be shared, discussed and explored. The result, thus leads to accurately researching a company an/or organization, or department thereof, defining the gained-knowledge, and demonstrating the ability to both write and give a presentation specific to the case study. Additionally, the classroom presents a unique opportunity to explore, discuss, and research current issues, and best define what is "the phenomenon" utilizing our text, and its methodologies. 

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.  Define the purpose of qualitative research methodology.
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 two Case Analyses (one is an individual-student analysis effort due Week 3 and the other consisting of a Team/Group Aase Analysis effort due Week 7), additionally, weekly homework questions, classroom participation, and two examinations. The Midterm Examination is an open book exam. The comprehensive Final is not a take-home test and is a closed book and closed notes examination. The final examination will consist of the core learning outcomes (being able to list and fully describe, in substantive detail, each core learning outcome).

Grading:

Item

Points

%

Notes

Weekly Discussion Questions

210

21%

Due at the beginning of each class.

Individual Written Case Analysis

100

10%

Due Week 3

Midterm Examination

120

12%

Week 4

Team Case-Analysis/Presentation

200 20% Due Week 7
Final Examination in-class

300

30%

Week 8

Participation

  70

  7%

Throughout the course

Total

1000

100%



Grading Scale
90% - 100% = A
80% -   89% = B
70% -   79% = C
60% -   69% = D
< 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 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 in class (week #8). Calculators will not be multi-functional 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.


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:
Late work is NOT accepted. There may be some situations where a deviation could be allowed; however, this is the exception and not the rule. In these rare occasions, late work will only be accepted on a case by case basis with instructor approval. 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 points for every day or part of a day it is late. Late work WILL NOT be accepted if it is more than 7 days late, period. No late work for weeks 1 through 4 will be accepted after the end of week 4. 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.  Since this is a "CASE STUDY" Course, failure to complete all  case studies or the final examination will result in failure of the course!

Classroom Rules of Conduct:

This course is offered in classroom 111. Students are expected to devote a minimum of five hours per class week participating in this course. Additional time must be alloted by the student to assure completion of homework assignments and case studies.   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 CDT/CST (as applicable) the following Sunday. Subsequent weeks will begin and end the same way.

Assignments scheduled for completion during a class week need to be completed and successfully submitted on the due date.  All homework and case assignments will be "turned in" as a hard copy.  For this course, there are no electronic submissions. If ever you have a reasonable questions pertaining to the completion of an assignment, contact Dr. Brown, and together, we will get the problem solved -- I will provide guidance and mentorship consistant with university education.  Reasonability: On occasion, software malfunctions, printers run out of ink, and computer systems break-down; however, this is not an excuse for late homework.  Be prepared! Have an alternative resource available in the event your computer system fails -- do not let a "system" fail you! Libraries have computers with Internet access, as well as places on-base, such as the computer room located adjacent to the bowling alley.

Ground Rules for On-line Participation:

Students should use email for: private messages to the instructor and other students.  Students are expected to complete a minimum of two hours per week of: reading business-related books (current, or historical), conferencing or other appropriate on-line activities, including sending/receiving e-mail and navigating and conducting research over the World Wide Web. Conventions of "on-line etiquette/netiquette," which include courtesy to all users, will be observed.

 NOTE: It is highly recommended that students keep electronic copies of all submitted materials, until after the end of the term. Please place your full name and course number at the top of each page. (I cannnot give you credit for your work if I do not know who it belongs to).  Nota Bene (N.B., which means NOTE WELL): Failure to fill this request will result in your work being returned to you, un-graded and subject to late penalties, as I simply don't have time to play detective in trying to figure out who you are.

Homework: Will consist of conducting an individual case analysis of an assigned case in Week 3 and a Team case analysis in Week 7.  Additionally, Homework will include weekly Discussion Questions – The discussion questions for weeks 1 through 4 will be researched and responded to as an individual effort. For the discussion questions for weeks 5, 6 & 8, the class will be divided into groups/teams to afford students the opportunity to engage in group decision making. You may use the text book for the information you present in response to your Discussion Questions, but you are also expected to use other sources as well (two sources other than the textbook are required). Remember, you are also required to "cite" or give credit for any source you use (even the textbook), to obtain information that is included in any of your course work. including your Discussion Question responses, and your case analysis, otherwise, you are guilty of plagiarism. The citation should also include the page number where the information is located. 

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 Consulting Group Growth Share Matrix – pp. 221/22
  • The General Electric Business Screen Matrix – pp. 223/25
  • Porter's Five Forces – pp. 110 thru 113
  • The TOWS Matrix – pp. 182 thru 185
  • Miles & Snow's Strategic Types – p. 117
  • Miles & Snow's Cellular Organization – p. 288  
  • The Strategic Audit – pp. 163 and 34-1
  • Financial Analysis – pp. 366 thru 369. Also found in the Doc Sharing area
  • Preparing Policy Cases - When writing a Business Policy case report, you are required to follow the Park University Management Department Case Format. This format is clearly spelled out in the Case Analysis Guidance (CAG) document and the Case Analysis Format Template (CAFT) document, both of which are located in the Doc Sharing area of the course. Please print these documents, and use them in preparing every case study.
Format Requirements – See above.

Course Topic/Dates/Assignments:

NOTE: Week 1, 2, 3, & 4 Discussion Questions are due on Friday of each week at the beginnng of class. Additionally Team Discussion Questions 5, 6, 7 & 8  are also due Fridays, at the beginning of each class. The Team Leader for each Team will be responsible to ensure that the discussion questions are completed -- by both delegating and actively participating with your assigned Discussion Question Team.

NOTE: The "Week 3 Case Analysis Assignment" is an individually prepared case analysis.  The "Week 7 Case Analysis" assignment is a Team Case Assignment. Team members are expected to work with and actively participate in the case analysis -- the team leader will delegate and actively participate.  All Case analysis will be briefed to the class.  For "Case-Analysis Week 3," each member of the class will present their Case Analysis to the class.  Regarding the "Week 7 Case Analysis," The Team Leader will delegate the components of the Case Analysis to be analyzed.  Further, the entire team will brief their portion of the case analysis to the class, lead by the team leader (as part of a team, all need to participate). 

Week 1: Basic Concepts of Strategic Management
 
Introductions, review of the syllabus, Weel-3 Individual Case Analysis Assignment, Discussion Question Team Assignments, and Week-7 Case Analysis Team assignments.
 
Method: Lecture, facilitation, discussion, film, question and answers. 

Readings
: Read Chapter One of the text

Discussion Question Assignment: Answer the discussion questions page 30, 1-5.

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

Student Responsibilities: Read and acknowledge your student responsibilities in the Student Responsibilities thread of the Course Home area.  Complete and turn-in assigned questions.  Read Case

In-Class Case Analysis: Case 1 - Section A.  The Recalcitrant Director at Byte Products. Inc. In-class case analysis/discussion.  Read this case prior to class, and be prepared for class interaction -- we will have an in-class, facilitated case analysis to expound on the many situations Case 1 presents.

Week 2: Corporate Governance and Ethics and Social Responsibility

Method: Lecture, Discussion, Faclitation, Film, Questions and Answers.

Readings
: Read Chapters 2 and 3 of the text.

Discussion Question Assignment: Answer the discussion questions: pg 63, 1-5 and pg 86, 1-5 

Student Responsibilities: Complete and turn-in assigned questions. Read Case 4, Section B

In-Class Case Analysis: Case 4, Section B: The Audit.  (Ethics) In-class case analysis/discussion.  Read this case prior to class, and be prepared for class interaction -- we will have an in-class, facilitated case analysis to expound on the ethical situations Case 4 presents.

Week 3: Environmental Scanning and Industry Analysis

Method: Facilitation of Individual Case Analysis, Lecture, Discussion, Film, Questions and Answers.

Readings
: Read Chapter 4 of the text.

Discussion Question Assignment: Answer the discussion questions: pg 128 1-5

Student Responsibilities:  Complete and turn in assigned questions. Read assigned Student's Individual Case Analysis. NOTE:  Be prepared!  The Individual Case-Analysis presentations to the class will be the first order of business. 
 
In-Class Case Analysis: Case 7, Section C Starbucks  In-class case analysis/discussion.  Read this case prior to class, and be prepared for class interaction -- we will have an in-class, facilitated case analysis to expound on international situations and dilemmas Case 7 presents.
 
Week 4: Internal Scanning: Organizational Analysis

Method:  Lecture, Discussion, Film, Questions and Answers

Readings
: Read Chapter 5 of the text.

Discussion Question Assignment: Answer the discussion questions pg 166 1-5.

Student Responsibilities:  Complete and turn in assigned questions.

 In-Class Case Analysis: Case 13, Section D: Google Read this case prior to class, and be prepared for class interaction -- we will have an in-class, facilitated case analysis to expound upon General Issues in Strategic Management.

Mid-Term Exam: The exam will be distributed at the conclusion of class. Complete your Midterm Exam and return to Dr. Brown at beginning of class, week 5.

Week 5: Strategy Formulation: Situation Analysis and Business

Method: Lecture, Discussion, Faclitation, Film, Questions and Answers.

Readings
: Read Chapters 6 and 7 

Team Discussion Question Assignment: Answer the discussion questions: Pg 200, 1-5 and Pg 230, 1-5 Team Assignment, with the Team leader compiling and turning in answers from team's response.

Student Responsibilities: Each Team complete and turn-in assigned questions.

In-Class Case Analysis: Case 22, Section D: Rocky Mountain Chocolate Factory Inc.  Read this case prior to class, and be prepared for class interaction -- we will have an in-class, facilitated case analysis to expound upon General Issues in Strategic Management   
 
Week 6: Strategy Formulation: Corporate Strategy & Functional Strategy and Strategic Choice
 
 
Method: Lecture, Discussion, Faclitation, Film, Questions and Answers.

Readings
: Read Chapters 8 and 9 of the text.

Team Discussion Question Assignment: Answer the discussion questions: pg 260, 1-5 and pg 296, 1-5 Team Assignment, with the Team leader compiling and turning in answers from team's response.

Student Responsibilities: Each Team complete and turn-in assigned questions.


In-Class Case Analysis: Case 20 The Home Depot
  Read this case prior to class, and be prepared for class interaction -- we will have an in-class, facilitated case analysis to expound upon General Issues in Strategic Management.   
 

Week 7: Strategy Implementation: Organizing for Action & Staffing and Direction
 
 
Method: Lecture, Discussion, Faclitation, Film, Questions and Answers.

Readings
: Read Chapters 10, 11 of the text.

Team Discussion Question Assignment: Answer the discussion questions: pg 323, 1-5 and pg 355, 1-5 Student/Team Responsibilities:  Complete and turn in assigned Team Discussion questions. Presentations:  Team Case Analysis. NOTE:  Be prepared!  The Team Case-Analysis/Presentations to the class will be the first order of business.  Be creative -- Handouts, Instructional Training and Briefing Aides are encouraged!

In-Class Case Analysis: N/A 
 

 

Week 8: Evaluation and Control
 

Method: Lecture, Discussion, Faclitation, Film, Questions and Answers.

Readings
: Read Chapter 12 of the text.

Student/Team Discussion Question Assignment: Answer the discussion questions: Pg 375 1-5

Student/Team Responsibilities: Complete and turn-in assigned discussion questions.
Discussion Question Assignment: Answer the discussion question posted in the assigned Team work area for Week 8, Team Assignment, with the Team leader compiling and turning in answers from team's response.
 
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 Analysis: None for this week.
 
Final Exam

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 students and faculty members are encouraged to take advantage of the University resources available for learning about academic honesty (www.park.edu/current or http://www.park.edu/faculty/).from Park University 2010-2011 Undergraduate Catalog Page 92
Academic honesty is the prerequisite for academic study. Academic dishonesty is inimical to the spirit of a learning community. Hence, Park University AND this instructor will not tolerate cheating or plagiarism on tests, examinations, papers, and other course assignments. Students who engage in such dishonesty will be given a failing grade for that assignment, may be given a failing grade for the course, 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. from Park University 2010-2011 Undergraduate Catalog Page 92-93
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. This applies to your case analyses, and to your responses to the discussion questions. Ignorance is no excuse. Do not simply download the contents of a web page or an article from the web into your assignments. 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, possibly 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 your instructor.

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 2010-2011 Undergraduate Catalog Page 95-96

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:
Key components:  On the first night of class, case assignments for week 3, and team case assignments for week 8 will be conducted.  Further, team assignments for discussion questions (weeks 4-8), will be assigned.  This is not an on-line, or blended course; it will take place in the classroom. It is the expectation that all work will be printed, and turned-in, on the due-date in the classroom.   



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:5/16/2011 12:09:00 PM