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MG 495 Business Policy
Messer, James E.


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

U1B 2011 BL

Faculty

Messer, James E.

Title

Adjunct Faculty - Senior Instructor

Degrees/Certificates

MBA - Global Management
BSBA - Finance and Administration
Graduate - LSU Executive Development Program

Office Location

Ft. Bliss, TX

Office Hours

Tuesday and Thursday 7:00PM to 10:10PM [By Appointment]

Daytime Phone

915-309-6415 (CELL)

Other Phone

915-760-6108 (Home)

E-Mail

james.messer@park.edu

Semester Dates

5/30/11 to 7/24/11

Class Days

Tuesday and Thursday

Class Time

740PM to 1010PM

Prerequisites

EN306B

Credit Hours

3


Textbook:

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

[DO NOT PURCHASE THE PAPERBACK EDITION OF THIS TEXTBOOK AS IT DOES NOT CONTAIN THE CASE STUDIES WE WILL NEED FOR THIS CLASS] 

 

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:

Park University Library (EBSCO Database)

http://www.hoovers.com (Company Research)

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:
A series of business cases and materials dealing with a variety of problems confronting general management selected to illustrate the major areas of managerial concern: environmental opportunities and constraints, formulation of business policy, organization for business activity and marshalling of resources for achieving objectives of the firm. Prerequisites: EN306B and completion of business/management core or permission of instructor. 3:0:3
 

Educational Philosophy:

The facilitator's educational philosophy is one of interactiveness based on lectures, chapter readings, exams, open class discussions and group presentations.  The facilitator will link functional experience to theoretical discussions.  Students are encouraged to share their work experience as it relates to classroom discussion topics.

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. Define the characteristics of the Mission Statement.
  2. Describe the Strategic Management Model.
  3. List the various responsibilities of the Board of Directors.
  4. Explain the significance in organizational culture and strategy.
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 group project, both oral and written reports, will be graded on a group basis. It is imperative that all students contribute  in working with the group.  The Mid Term exam will cover Chapters 1-6; the FINAL exam is a closed book comprehensive exam (covers Chapters 1-11).

If an exam (Mid-Term/Final), or oral report is missed through an unauthorized absence, it will not be retaken. For a predetermined authorized absence, arrangements must be made ahead of time to take the makeup.  See your Instructor to arrange the make up.

Grading:

  

Grading Matrix:

The Mid Term and Final Exams are closed book, closed notes exams. The Mid Term exam covers Chapters 1-6; the Final Exam is a comprehensive exam and covers Chapters 1-11.

Final Exam

Exam Questions

Points per ?

Total Points

% Of Final Grade

MAX Points Toward Final Grade

30

1

30

30%

30

Mid Term

Exam Questions

Points per ?

Total Points

% of Final Grade

MAX Points Toward Final Grade

15

2

30

30%

30

Group Case Study
The group project will be graded at the end of the semester. The final grade will be computed against criteria outlined in the Group Project Description Case Study  included in the Syllabus. The final grade is derived from the content and organization of the final group written (details are outlined in the Group Project Description under the requirements section) and the end of semester group presentation.

All team members will receive the same final grades. This is based on the assumption that each group member makes and equal and balanced contribution during the semester. If that is not the case, the Instructor will assign grades in line with the efforts of each participant.

Group Project (Written and Oral Presentation)

Written Case Study

Total Points

% Of Final Grade

MAX Points Toward Final Grade

20

20%

20

Individual Case Study

Written Case Study

Total Points

% Of Final Grade

MAX Points Toward Final Grade

10

10%

10

Attendance and Participation

Please review the Park University policies regarding absenteeism (schedule and unscheduled)

Class Participation

Class Participation

Total Points

% Of Final Grade

MAX Points Toward Final Grade

10

10%

10

Park University Grading Scheme:

90 to 100 = A

80 to 89 = B

70 to 79 = C

60 to 69 = D

0 to 59 = 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:
Proper planning and scheduled study sessions will enable the student to avoid LATE assignments.  Any LATE assignments will be discussed individually.  At a minimum, late assignments will receive a ONE letter grade deduction.

Classroom Rules of Conduct:

A. Participation is a subjective element of the student's grade and it is critical to the success of the student and the class. Students are expected to read assignments prior to class and be able to discuss material contained therein.
B. Students are expected to attend all classes and be on time. Attendance will be checked each class meeting. Absences for legitimate reasons (illness, duty, etc.) can be excused; however, the student must report the absence to the Instructor and is responsible to make up any missed assignments.
C. Academic honesty is the expected norm. Classroom conduct prejudicial to a positive learning environment will result in disenrollment.

Course Topic/Dates/Assignments:

 

Date

Reading Assignment

Lecture

Quiz/Exam

Group Case Written Analysis/Presentation

Tues 5/31/11

Chapter 12

Chapter 12 Case Analysis

None

Introductions -Syllabus Review Select Group Members

Thurs 6/2/11

Chapter 1

Chapter 1

None

Introduce Group Project

Tues 6/7/11

Chapter 2

Chapter 2

None

None

Thurs 6/9/11

Chapter 3

Chapter 3

None

1st Group Presentations On Assigned Case

Tues 6/14/11

Chapter 4

Chapter 4

None

None

Thurs 6/16/11

Chapter 5

Chapter 5

None

2nd Group Presentations on Assigned Case

Tues 6/21/11

Chapter 6

Chapter 6

None

None

Thurs 6/23/11

MID TERM EXAM Ch 1-6

None

Tues 6/28/11

Chapter 7

Chapter 7

Individual Written Case Analysis DUE

Thurs 6/30/11

Chapter 8

Chapter 8

None

3rd Group Presentations on Assigned Case

Tues 7/5/11

Chapter 9

Chapter 9

None

None

Thurs 7/7/11

Chapter 10

10

None

Tues 7/12/11

Chapter 11

Chapter 11

None

None

Thurs 7/14/11

None

Supplemental   Lecture

Tues 7/19/11

Prepare for Final

None

Final Group Presentation, and Written Group Case Study DUE

Thurs 7/21/11

ALL Grades Posted

In E-Companion

Grade Book

None

Final Exam Covers Chapters 1-11

None

        
  
Requirements for all MG 495 Business Policy classes

All sections will use the same case format or template. (Access the template on E Companion in the Introduction section.)

The APA method of documentation is to be used.

The case analysis will be based on the time frame of the case. For example, if the case was written in 2006, then students will use information from 2006 or earlier publications. 

Students will use for references other sources of information as well as the textbook. These sources should include business magazines and professional journals. Online sites such as Wikipedia, Portable MBA, Quick MBA are not acceptable references. These can be accessed via our online library.

Students may use any of the following magazines and publications as references:

Barron’s, Business Week, Fast Company, Forbes, Fortune, Harvard Business Review, Wall Street Journal

Each student will be required to prepare and submit one complete case report and analysis. This report will be due at the mid-point of the term (eight week) or semester.

Students will participate in the analysis, development, preparation and submission of at least one group case report. This report will be due no later than the week before the end of the term or semester. 

Individual Case Analysis List (You may select the case you want to write about):

Case Number

Title

Page Number

C 16

Harley Davidson

16-1

C 19

Wal Mart

19-1

C 20

The Home Depot

20.1

Group Case Analysis List (Assigned by the Instructor):

Case Number
Title
Page Number
C 7 Group 1
Starbucks International
7-1
C 10 Group 2
Apple Computer
10-1
C 12 Group 3
Yahoo
12-1
C 13 Group 4
C 29 Group 5
Google
Panera Bread Company   
13-1
29-1


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 .

Additional Information:

Notification of Absence

 

If you miss a class, email the instructor at the Park email address on the day of your absence. NO PHONE CALLS PLEASE. 


If the instructor does not receive an email on the day of the absence, it will be counted as an "unexcused absence"
 

Email Address: james.messer@park.edu



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 

Copyright:

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Last Updated:5/9/2011 3:05:36 PM