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MG 495 Business Policy
Venable, William Ralph


Mission Statement: Park University provides access to a quality higher education experience that prepares a diverse community of learners to think critically, communicate effectively, demonstrate a global perspective and engage in lifelong learning and service to others.

Vision Statement: Park University, a pioneering institution of higher learning since 1875, will provide leadership in quality, innovative education for a diversity of learners who will excel in their professional and personal service to the global community.

Course

MG 495 - Business Policy

Semester

SP 2012 HO

Faculty

Venable, William R.III

Title

Assistant Professor of Marketing and Management

Degrees/Certificates

MBA - Marketing and Finance; Rockhurst
MPA - Organization Behavior; UMKC
BS - Journalism; Kansas

Office Location

Library - 416H

Office Hours

M W 8 - 10:00; and by appointment

Daytime Phone

816-584-6851

E-Mail

william.venable@park.edu

Semester Dates

1/16 - 5/11/ 2012

Class Days

TR

Class Time

10:10 - 11:25 AM

Prerequisites

EC 141, EC 142, EC 315, EN306B, FI 360, MG 260, MG 352, and MK 351

Credit Hours

3


Textbook:

Strategic Management and Business Policy, 12th edition
 
Wheelen, Thomas L. and J. David Hunger.

Upper Saddle River, NJ: Pearson Education, Inc.
ISBN-10: 0-13-609739-1
ISBN-13: 978-0-13-609739-6
 
Wall Street Journal
(online or print)

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:

Recommended Reading:

Competitive advantage: creating and sustaining superior performance
Michael E. Porter - Free Press (1998) - Hardback - 557 pages - ISBN 0684841460

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.
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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.

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. Integrating prior coursework:  This course builds on previous courses; you are expected to utilize the principles learned in previous courses in preparation for assignments.
  2. Decision-making: Working with limited or incomplete information; this is what happens in most real world situations and students should be prepared to deal with these issues.
  3. Improved communication skills:  This course provides the opportunity for improvement of oral and written communication skills.
  4. Bridging the gap: This course will help close the gap between the classroom and real-world organizational concerns.
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:

Item

Quantity

Points

Total Points

Pct of Grade

Weekly Class Participation

16

5

80

8%

ETS Major Field Test

1

50

50

5%

Weekly Quizzes and/or Case Projects

8

40

320

32%

Midterm Exam

1

100

100

10%

Team Case Study

1

150

150

15%

Final Exam

1

300

300

30%

 

 

 

1000

100%

Grading:

Grade

Minimum

 

Maximum

Low Points

High Points

A:

90%

or

more

900

1000

B:

80%

to

89%

800

899

C:

70%

to

79%

700

799

D:

60%

to

69%

600

699

F:

Less

than

59%

0

599

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.

Classroom Rules of Conduct:

No Cell phones!!! No texting!!!

Course Topic/Dates/Assignments:

  

Week:

Part

One:

INTRODUCTION TO STRATEGIC MANAGEMENT
 
AND BUSINESS POLICY

Chapter 1. 

Basic Concepts in Strategic Management

2

Discussion Questions 1 and 3, p. 30

Upload by Wed, midnight.

Chapter 2. 

Corporate Governance

3

Discussion Question 4, p. 63

Upload by Wed, midnight.

Section A. 

Corporate Governance and Social Responsibility

4

Case Report 3 – Hershey, p. 3-1

Upload by Sun., midnight

Chapter 3. 

Ethics and Social Responsibility in Strategic Management

5

Discussion Question 1, p. 86

Upload by Wed, midnight.

Section B. 

Business Ethics

Part

Two:

SCANNING THE ENVIRONMENT

Chapter 4. 

Environmental Scanning & Industry Analysis

6

Discussion Question 3, p. 128

Upload by Wed, midnight.

Chapter 5. 

Internal Scanning & Organizational Analysis

7

Team 1 – Applebee's
 
Team 2 – Wadell and Reed
 
Team 3 – KCP&L
 
Team 4 – Sprint
 
Team 5 – Carter Energy
 
Team 6 – Children's Mercy Hopsital
 

Upload by Sun, midnight.

One per team.

Mid Term

Closed Book – Closed Note; Essay Exam

Part Three:

STRATEGY FORMULATION

Chapter 6. 

Strategy Formulation: Situation Analysis & Business Strategy

9

Discussion Question 4, p. 200

Upload by Wed, midnight.

Chapter 7. 

Strategy Formulation: Corporate Strategy

10

Discussion Question 4, p. 230

Upload by Wed, midnight.

Chapter 8. 

Strategy Formulation: Functional Strategy & Strategic Choice

11

Discussion Questions 1 and 5, p. 260

Upload by Wed, midnight.

Part

Four:

STRATEGY IMPLEMENTATION AND CONTROL

Chapter 9. 

Strategy Implementation: Organizing for Action

12

Discussion Question 3, p. 296

Upload by Wed, midnight.

ETS

ETS Major Field Test

TBD

Chapter 10. 

Strategy Implementation: Staffing & Directing

13

Discussion Question 4, p. 323

Upload by Wed, midnight.

Chapter 11. 

Evaluation & Control

14

Strategic Practice Exercise 3, p. 355

Upload by Wed, midnight.

Part Five:

INTRODUCTION TO CASE ANALYSIS

Chapter 12. 

Suggestions for Case Analysis

15

Discussion Question 1, p. 375

Upload by Wed, midnight.

Team Case Analysis Competition -
Teams will be assigned in week2

Final Exam

Closed Book – Closed Note; Essay 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 2011-2012 Undergraduate Catalog Page 93

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 2011-2012 Undergraduate Catalog Page 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 2011-2012 Undergraduate Catalog Page 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:12/5/2011 2:15:32 PM