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MG 495 Business Policy
Stroud, James R.


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

F2T 2010 DLD

Faculty

Stroud, James R.

Title

Senior Instructor

Degrees/Certificates

B.S.  Business Management
M.S.A. Human Resource Administration

Office Location

Virtual

Office Hours

Virtual

Other Phone

480-782-8293

E-Mail

james.stroud@park.edu

Class Days

TBA

Class Time

TBA

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 the paperback book with the following ISBNs: ISBN-10: 0-13-232319-2 or ISBN-13: 978-0-13-232319-2, as it does 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:

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="true"="true" 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 sources for learning are twofold: the course materials provided by institution

We are all learners throughout our entire lives.  This learning is from both formal education and “informal education”, or what some of us refer to as personal experience.  Since our personal experiences are by definition limited, there may come a time when we desire to enrich ourselves through formal education.  For some of us this may be knowledge for its own sake.  For many of us the desire to seek formal education is to prepare for future opportunities that would not otherwise be available.  

But there is more to formal education than completing assignments and “filling squares”.  There is what we can learn from each other.  Only in a classroom can many people with diverse backgrounds and experiences interact and learn together.  Before on line classrooms if you missed the class you missed the interaction.  Now you can participate even during the times when life is just plain busy, because you can pick your own timeframe for interaction.

This learning and interaction occurs while completing course objectives together.  I believe these objectives are introduced and measured best through lectures, readings, quizzes, internet, and writings.  Their completion enables all of us to learn things that would not be possible anywhere else.

Finally, I firmly believe that knowledge in the classroom must not only be acquired but also translated for personal application and for application in the work center.  Enrichment is made complete when learning is applied in our own personal experience.

As a life long learner I look forward to your unique experiences that will enrich us all.

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. 1. Identify the impact of the Sarbanes-Oxley Act on corporate governance.
  2. 2. Assess a firm's corporate culture and how it could impact the success of a proposed change in corporate strategy.
  3. 3. Compare a variety of functional strategies that could be utilized to achieve a firm's goals and objectives.
  4. 4. Critique the traditional assessment measures of a firm's performance, such as Total Sales, Profits, Return on Investment (ROI), Earnings per Share (EPS), with shareholder value measures, such as Economic Value Added (EVA), Market Value Added (MVA), and The Balanced Scorecard
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 of them being an individual student analysis effort in Week 3 and one of them being a Team/Group case analysis effort in Week 7), responses to discussion questions, classroom participation (including posting of peer responses to discussion questions) and two examinations. The midterm exam is an open book exam. The comprehensive final is not a take-home test and is a closed book and closed notes exam. The final exam will consist of the core learning outcomes (being able to list and fully describe, in substantive detail, each core learning outcome).


Grading:
  Weekly Discussion Questions - 21%. See course schedule and course overview. Written Case Analysis - 12.5%, Team Case Analysis 17.5%, Participation 7%,  Mid-term Exam - 12% - Week 4. Final Exam (Proctored) - 30%. Total points = 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. A proctor request form will be made available to you during the first week of class so that you can send your requested proctor to your instructor for approval. 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 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 Associate Dean.

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 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:

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 points for every day or part of a day it is late. Late work may not be accepted if it is more than 5 days late. 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. 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:

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, or postmarked, so that they are in my hands on the due date. This applies to mailed assignments and papers submitted on-line (PLEASE only use snail-mail as a last resort!!). Because this is an online course designed to obtain feedback on assignments to you directly via the Internet, you must make prior arrangements with me before submitting a paper via fax or the postal service (snail mail). If you ever have problems transmitting your assignments to me, telephone me or fax 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.

Course Topic/Dates/Assignments:

Students will normally submit case analyses as files uploaded to the computer and routed to the instructor as an attachment in the appropriate Dropbox! NOTE: It is highly recommended that students keep electronic copies of all materials submitted in the Conference, the drop box, via email, fax, or snail mail, until after the end of the term. When posting responses in the Conference or the drop box, please confirm that the thread responses have actually been posted after you submit them!!!! On ALL of your emails, postings in the conference and in the drop box, please place your full name and course number at the top of each message, and ensure that your name is listed at the top of the first page in all attachments. (I can't give you credit for your work if I don't know who sent it!) 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 analysis in Week 3 and a Team case analysis in Week 7, posting response to a weekly discussion question(s) located in the classroom thread, and making a peer response to another student's discussion question posting. (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 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. Do not only use the text book for the information you present in response to your Discussion Questions and your peer responses to the Discussion Questions, but you are 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, your peer responses and your case analysis, otherwise, you are basically guilty of plagiarism. The cite 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 postings are due on Thursday of each week, NLT Midnight, MST/MDT, Week 5, 6, & 8 Discussion Questions postings are due in the assigned Team Work Area on Wednesday of each week, NLT Midnight, MST/MDT, with the Team Leader for each Team being responsible for posting the response to that assigned Discussion Question that the Team 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.

NOTE: The Week 3 Case Analysis Assignment is an individually prepared case analysis and the  Week 7 Case Analysis assignment is a Team Case Assignment. Team members are required to use the Week 7 Team Case Work area for all work on this assignment. Team members are required to submit their assigned parts of the case to the Team Work area no later than Thursday of Week 7. Further amplification and guidance on this assignment will be provided in the Doc Sharing area of the course.

________________________________________

Week 1: Basic Concepts of Strategic Management

Readings: Read Chapter One of the text

Discussion Questions Assignment: Answer the discussion questions 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.

Non-graded Practice Case Analysis: Amazon.com., located in the Doc Sharing area of the course. Place the analysis in the Week One Practice Case Study Drop box.

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 Analysis: None for this week.

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 Analysis: Case 24, The Haier Group: U.S. Expansion, p. 24-1 Place the analysis in the Week Three Case Study Drop box. Previously stated format rules apply! NOTE: This case analysis is to be prepared and submitted as an individual student effort.

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 Analysis: 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 Drop box 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 Team work area for Week 5, with the Team Leader posting the Team's 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 team) Discussion Question postings. NOTE: Since there are two discussion questions this week, you must make a Peer Response to each Discussion Questions. For example, if you are on the Red Team, you must post a peer response to the response of the Green Team, plus a peer response to the response of either the Blue or Yellow Team.

Case Analysis – None for this week.

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 Team work area for Week 6, with the Team Leader posting the Team's 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 team) Discussion Question postings. NOTE: Since there are two discussion questions this week, you must make a Peer Response to each Discussion Questions. For example, if you are on the Red Team, you must post a peer response to the response of the Green Team, plus a peer response to the response of either the Blue or Yellow Team.

Case Analysis: None for this week.

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

Readings: Read Chapters 9 & 10 of the text.

Discussion Question Assignment: None for this week.

Team Case Analysis – Case 17, JetBlue Airways: Growing Pains, p. 17-1 Place the analysis in the Week Five Case Study Drop box. Previously stated format rules apply! NOTE: This case analysis is to be completed as a Team case analysis effort.

Week 8: Evaluation and Control

Readings: Read Chapter 11 of the text.

Discussion Question Assignment: Answer the discussion question posted in the assigned Team work area for Week 7, with the Team Leader posting the Team's response in the Conference under Week Seven Discussion Question.L

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. For example, if you are on the Red Team, you must post a peer response to the response of the Green Team, plus a peer response to the response of either the Blue or Yellow Team.

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 Not Later Than  (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 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.
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 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 .


Attachments:
Requirements for all MG 495 Business Policy classes

Required Case Format

Rubric

CompetencyExceeds Expectation (3)Meets Expectation (2)Does Not Meet Expectation (1)No Evidence (0)
Synthesis                                                                                                                                                                                                                                                  
Outcomes
Explain what is meant by the term                                                                                                                                                                                                                                                                                                                                                                                                                                                                                    
Provides Porter's definition of the term, a thorough explanation of how a firm has a superior position to that of competitors, and at least one actual example Provides Porter's definition and an explanation of competitive advantage which supports the superior position of the firm to that of competitors Provides only a definition of the term “competitive advantage” No answer or insignificant explanation 
Analysis                                                                                                                                                                                                                                                   
Outcomes
Identify the five forces that shape competition as described by Porter                                                                                                                                                                                                                                                                                                                                                                                                                                               
Identification and description of Porter's forces and an explanation of how each force impacts the competitive environment. Identify all five of  the forces as described by Porter. Identification of less than five of the forces. No answer or a provision of  unrelated, insignificant data. 
Evaluation                                                                                                                                                                                                                                                 
Outcomes
List three directional strategies.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                   
List of the three different directional strategies,  a description of each, and an explanation of the effect of use on the organization's plans. List  three directional strategies that may be used in planning by an organization. List less than three different directional strategies. No answer or a provision of  unrelated, insignificant data. 
Terminology                                                                                                                                                                                                                                                
Outcomes
Define the term “strategy”.  Define the term “strategic management”.                                                                                                                                                                                                                                                                                                                                                                                                                                                 
Provide a complete definition of the term(s) and an explanation of how each term is used in the analysis of business plans. Provide a complete definition of the term(s). Provide a partial definition of the term(s). No answer or a provision of  unrelated, insignificant data. 
Concepts                                                                                                                                                                                                                                                   
Outcomes
List the five stages of international development.                                                                                                                                                                                                                                                                                                                                                                                                                                                                   
Provide a list of the five stages and explain how the stages may or may not be evolutionary. Provide a list of the five stages in order of development. Provide a list of less than five stages and/or not in the order of development. No answer or a provision of  unrelated, insignificant data 
Application                                                                                                                                                                                                                                                
Outcomes
*List four phases of strategic management. *List four basic elements of strategic management.                                                                                                                                                                                                                                                                                                                                                                                                                        
*Provide a list of the four phases along with an explanation or description of the activities that occur during the respective phase.



*Provide a list of the four elements along with an explanation or description of  how the element is important to the overall management plan. 
*Provide a list of the of the four phases in order of  phasing.



*Provide a list of the four elements.







 
*Provide a list of less than four  phases and/or not in the order of  phasing.



*Provide a list of less than four  elements. 
*No answer or a provision of  unrelated, insignificant data



*No answer or a provision of  unrelated, insignificant data 
Whole Artifact                                                                                                                                                                                                                                             
Outcomes
List four phases of strategic management.                                                                                                                                                                                                                                                                                                                                                                                                                                                                            
Provides a thorough, detailed list, description and explanation of the company's phase of strategic management, the elements being used, the competitive advantage, and a prediction of the long range effect on the organization. Using the lists and an actual company case report, identify the phase of strategic management, the elements being used, the strategic direction, and the competitive advantage. Provides incomplete list(s), and partial  or incomplete identification of the phase of strategic management, the elements being used, the strategic direction, and the competitive advantage. No answer or a provision of  unrelated, insignificant data 
Component                                                                                                                                                                                                                                                  
Outcomes
List the five stages of international development.                                                                                                                                                                                                                                                                                                                                                                                                                                                                   
Submits a complete list, identifies the stage of development in an actual (or provided) business, and predicts the long range outcome or effect on the business. Provides a complete list and using the list, identifies the stage of international development in an actual (or provided) business. Provides an incomplete list and/or unable to use the list, to identify the stage of international development in an actual (or provided) business. No answer or a provision of  unrelated, insignificant data 

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Last Updated:9/30/2010 7:10:18 AM