MG 495 Business Policy
S1T 2011 DLA
Morris, Robert E.
Masters of Business Administration (MBA) University of North FloridaB.B.A. Business Administration Excelsior College
Orange Park Florida
Tuesday and Thursday 5:30 -6:30 pm (EST)
10 January 2011 - 06 March 2011
EN306B and completion of business/management core or permission of instructor
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
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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.
The facilitator's educational philosophy is based on the interaction of the students based on text readings, lectures, responding to discussion questions, comments on fellow student's ideas, case studies, examinations, presentations, web sites, and research. The facilitator will engage the students through discussion threads and case studies to foster an environment where ideas, thoughts, and issues can be shared, discussed and explored.
Learning Outcomes: Core Learning Outcomes
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 RubricClass 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).
Weekly Discussion Questions
See course schedule & overview
Written Case Analysis - Individual Case Analysis in Week 3 & Team Case Analysis in Week 7
Final Examination (Proctored)
Throughout the course
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 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.
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 3 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:
This course is offered on-line, over the Internet, using the eCollege On-line computer service. Students are expected to devote a minimum of five hours per class week participating in this course -- the same amount of time you would spend in the physical classroom. This can be accomplished by being logged on to the computer conferencing system and reviewing/commenting on the inputs from fellow students; posting their own assignments, along with visiting different web sites listed in the "References" part of the course. This time also should include the "off-line" preparation of student's responses to be posted in the conference or emailed to the instructor. See "Ground Rules for On-line Participation" for additional information.
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 so that they are in my hands on the due date. 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.
Ground Rules for On-line Participation:
Students should use email for: private messages to the instructor and other students; submitting assignments when so directed; as a back-up for submitting assignments when unable to enter the conference. The Class Conference is for public messages, and for submitting assignments when so directed. Students are expected to complete a minimum of two hours per week of conferencing or other appropriate on-line activities, including sending/receiving e-mail and navigating and conducting research over the World Wide Web. All students will participate in conference discussions. Conventions of "on-line etiquette/netiquette," which include courtesy to all users, will be observed.
The instructor reserves the right to delete/modify any student post to the discussion threads that violates the Park University Student Code of Conduct.
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.
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.
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.
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.
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.
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.
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:Park University Management Department Case FormatCase Study Format RequirementsRubric
Last Updated:12/10/2010 12:25:00 PM