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MG 495 Business Policy
Walsh, James F.


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

S2F 2011 QU

Faculty

Walsh, James F.

Title

Instructor Business Administration/Adjunct Faculty

Degrees/Certificates

Master of Business Administration - MBA - (Management)
Master of Science - MS - (Management)
Master of Arts - MA - (Social Science-Human Relations)

Office Location

Quantico

Office Hours

By Appointment

E-Mail

james.walsh@park.edu

james.walsh@pentagon.af.mil

JWalshGrad1@Yahoo.com

Semester Dates

21 March - 22 May 2011

Class Days

---W---

Class Time

5:30 - 10:30 PM

Prerequisites

EC141, EC142, EC315, EN306B, F1360, MG260, MG352, MK351

Credit Hours

3


Textbook:

David, Fred R., Strategic Management: Concepts and Cases, Twelfth Edition, Pearson, Prentice Hall, Upper Saddle River, New Jersey 2009. ISBN: -13:978-0-13-601570-3
 
Text Companion Site: www.prenhall.com/david
 
Textbooks can be purchased through the MBS bookstore.

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:

Thompson Jr., Arthur A., Strickland III, A.J., Gamble, John E., (2004) Creating & Executing Strategy, Fifteenth Edition, McGraw-Hill Irwin, Boston, MA.
 
Grant, Robert M. (2002) Contemporary Strategy Analysis:  Concepts, Techniques and Applications Malden MA:  Blackwell (TIS Bookstore).
 
Collins, David J., Corporate Strategy Resources and the Scope of the Firm, Irwin, Chicago, Illinois
 
Ali, M. Brookson, S. Bruce, A. Eaton, J. Heller, R. Johnson, R., Langdon, K., & Sleight, S. (2001) Managing for Excellence, New York, NY:  DK Publishing, Inc.
 
Pearce, John A. II, Robinson, Richard B. Jr., Strategic Management Ninth Edition, Irwin, McGraw-Hill, New York, NY.
 
Metroploitan District of Washington Park Site http://www.park.edu/virginia
 
Park University Library http://www.park.edu/library/index.asp
 
Quantico Marine Corps Base Family Library http://www.quantico.usmc-mccs.org/quanticolibrary.htm
 
Handouts/articles/case studies
 
Periodicals:  The Wall Street Journal - Friday Edition Weekly

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:
The instructor's educational philosophy is one of interactiveness based on lectures, readings, quizzes, dialogues, examinations, internet, videos, web sites and writings. He will engage each learner in what is referred to as disputatious learning to encourage the lively exploration of ideas, issues and contradictions. Students are encouraged to work collaboratively through the learning process

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. Learn and effectively apply the case analysis method.
  2. Apply four phases of strategic management to an organization of your choice.
  3. Apply Porter's five forces shaping competition to an organization of your choice.
  4. Analyze an organization of your choice in terms of international development.
  5. Analyze an organization of your choice in terms of directional strategies.
  6. Prepare a case analysis for presentation to the class.
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:
As a minimum, all students will be expected to have read and thought about the information provided in assigned chapters for each class. Come to class prepared to ask questions and participate in group discussions. Current periodicals and newspapers should be perused for information relevant and worthwhile for updating the currency of strategic management issues addressed in this course. Whenever possible, students are encouraged to assist one another with pertinent information from missed classes. The comprehensive final is not a take-home test: It is a closed book and closed notes exam.

Grading:

Grading:
 
Class participation - (attendance and group work)  10%       =        50 pts.
10 points
 
Midterm Exam                                                       25%       =        125 pts.
25 points
 
Final Exam                                                             30%       =        150 pts.
30 points
 
Case Analysis                                                         15%       =          75 pts.
15 points
 
Group Presentation                                                  20%      =        100 pts.
20 points
 
Totals                                                                    100%      =        500 pts.
 
The following will be used to assign course letter grades:  93-100 A / 92-85 B / 84-77 C /76-69 D / Below 69 F / (In the event of two consecutive weeks of unexcused absences in a term of enrollment, the student will be administratively withdrawn, resulting in a grade of "F").
 
 

The course grade for students will be based on the overall average of homework and tests taken during the course in accordance with the weighting of the various requirements as stated in the syllabus.

All final exams in all School of Business courses will be comprehensive and will be closed book and closed notes. They will constitute 30% of the total course grade and will not be a take-home exam. They will be completed during the test week in the period designated by the registrar or by the Proctor in the case online courses. If calculators are allowed, they will not be multifunctional electronic devices that include features such as: phones, cameras, instant messaging, pagers, and so forth. Electronic Computers will not be allowed on final exams unless an exception is made by the Dean of the School of Business.

Late Submission of Course Materials:
Students are expected to participate in all scheduled classes and complete all classwork on time. However, circumstances beyond a student's control may force a student to miss a class session or a portion of it. On such occasions, all matter related to the absence, including making up missed work, are to be arranged between the student and the instructor. Unexcused absences will be penalized.

Classroom Rules of Conduct:

Class participation is expected and will form a part of the final grade.
 
Students are expected to attend all classes and be on time.
 
Students are required to read all material assigned prior to the class and apply the material during class discussions, activities and exercises.
 
Students are responsible for providing the instructor with justification for an excused absence, either prior to or immediately after the absence.
 
Students must be responible for planning ahead and meeting deadlines.
 
Students will conduct themselves in a professional manner at all times.
 
Students are expected to respect other students' opinions and values, even if they disagree with those opinions and values.
 
There should be only one person talking at a time during lectures. Side bar discussions will be only tolerated during collaborative group decisions/exercises.

Course Topic/Dates/Assignments:

Meeting - 1   - March 23rd                                          Introductions -Group Leadership/Management Exercise -                                                                                   Text Chapters  1 & 2 - Case Study Method
                                                                                                                                                                                                                                                                                                                                                                                                                                            o
                                                                                      
Meeting  - 2  - March 30th                                          Read Chapters 3 & 4 External/Internal Assessment
                                                                                   Case Analysis Exercise
 
Meeting - 3   - April 6th                                              Read Chapters 5 & 6 - Strategies In Action: Strategy Analysis
                                                                                   and Choice - Group Workshop - Thesis Statements Due.
                                                                                   Review for mid-term exam.
 
Meeting - 4   -  April 13th                                           Midterm Exam - Group Workshop - Focus -                                                                                  "Timelines"                                           
 
Meeting - 5   - April 20th                                           Video - Group Case Analysis -  Read Chapters 7/8 
                                                                                  Strategy Implementation - Organizing for Action
 
Meeting - 6  -  April 27th                                            Read Chapter 9 - Strategy Evaluation-  
                                                                                  Evaluation and Control - Group Workshop and
                                                                                  Progress Reports
 
 
Meeting - 7  -  May 4th                                             Strategic Management Case Analysis
                                                                                            
 
Meeting - 8  -  May 11th                                           Group Presentations - Review Exercise. Deadline 
                                                                                 for all assigned written work. Review for the Final Exam.
                                                                                 Q & A for the Final Exam
 
Meeting - 9  -  May 18th                                           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

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

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 .



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:2/7/2011 7:39:35 AM