MG495 Business Policy

for S2DD 2012

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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.


MG 495 Business Policy


S2DD 2012 DC


House, Walter W.


Senior Instructor, Adjunct Faculty


Graduate Certificate Information Resource Management, Central Michigan Univ.
MS Administration, Central Michigan Univ.
BS Business Admin, Franklin Univ.

Office Location

DSCC (Building 20) Columbus, OH 43218

Office Hours

By appointment, or after class

Daytime Phone



Semester Dates

19 Mar thru 13 May 2012

Class Days


Class Time

5:00 - 10:45 PM


EC141, EC142, EC315, EN306B, FI360, MG260, MG352, and MK351.

Credit Hours



Strategic Management and Business Policy, 13e, by Wheelen and Hunger, Pearson Prentice Hall 2011.
ISBN 978-0-13-215322-5

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:
Wall Street Journal, USA Today, and Business Week magazine

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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 marshaling of resources for achieving of the firm. 3:0:3 Prerequisites: EC141, EC142, EC315, EN306B, FI360, MG260, MG352, and MK351 or permission of instructor.

Educational Philosophy:
This instructor’s educational philosophy is one of interactiveness based on lectures, readings, case studies, examinations, internet, videos, and writings. The instructor will engage each learner in what is referred to as disputatious learning to encourage the lively exploration of ideas, issues and contradictions.

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. Define competitive and cooperative strategies available to corporations.
  2. 2. Explain ethical decision making.
  3. 3. Formulate a stakeholder analysis.
  4. 4. Describe the relationship between social responsibility and corporate performance.
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:
Learning will be assessed via classroom participation, examinations, papers, and presentations.  Assigned readings must be completed before each class meeting to facilitate discussion.  Total points for this course is 1,000 broken down as follows:  the final exam will be worth 250 points (25%), mid-term is worth 200 points (20%), ETS is worth 40 points (4%), individual paper worth 250 points (25%), presentation worth 160 points (16%), and participation worth 100 points (10%).  A written case analysis and an individual presentation are required by each student to obtain a grade for the course.  Final examination is comprehensive, and will be closed book and closed notes.  Failure to take the final exam will result in an "F" for the course.

The eight (8) core course learning outcomes will be covered in general during the first five weeks of the course.  During week seven (7), a presentation, based on the approved case from the individual project, will be delivered during the class.  Individual papers must be turned in no later than the beginning of the class during week eight (8).  The final exam, given in week eight (8), will be comprehensive and will test each student's ability to define, list, explain and/or identify each of the core learning outcomes.

NOTE: Park University’s School of Business has begun the implementation of a major field test to assess the Business program. Within the new accreditation standards for both Accreditation Council for Business Schools (ACBSP) and Programs and the Higher Learning Commission of the North Central Association of Colleges and School (HLC), Park University is required to assess the Business program outcomes.

The method to be used is the Educational Testing Service’s Major Field Test in business. This test will provide the Business Department with results that can used to benchmark comparative programs, identify where Park University currently score in a standardized assessment, and this will allow the Business Department to track changes in its program outcomes over time.

The results of this exam are not linked to your current course, but instead measure the overall learning results of our students from their entire business program. It is important that students take the test seriously.

This exam is NOT the course final exam. It is a stand-alone SB exam.

 What is ETS?

The ETS Major Field Tests are comprehensive outcomes assessments designed to measure the critical knowledge and understanding obtained by students in a major field of study. The Major Field Tests go beyond the measurement of factual knowledge by helping to evaluate students' ability to analyze and solve problems, understand relationships and interpret material from their major field of study.

The ETS Proficiency Profile assesses student learning while making the best use of Park’s resources by measuring all the skills we value — critical thinking, reading, writing and mathematics — in a single, convenient test. The ETS Proficiency Profile is designed for national colleges and universities to assess their business outcomes. It has been selected by the Voluntary System of Accountability as a gauge of general education outcomes. As MG-495 is the capstone course for all Business/Management majors, these students will often be selected to take this test.

Grades will be determined on the percentages indicated above.  The following scale will apply:
A = 90-100% (900 - 1,000 points)
B = 80-89% (800 - 899 points)
C = 70-79% (700 - 799 points)
D = 60-69% (600 - 699 points)
F = 59 and below (below 600 points)

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:
Assignments not submitted on the due dates will receive a grade of zero (0).

Classroom Rules of Conduct:
Cell phones and pagers are to be turned off before the class begins.

Please ask permission if you need to leave the class before it ends.

Personal conversations should not continue after the class meeting begins.  Respect your class mates and the instructor.

Students are expected to regularly attend and participate in class meetings.  The student is expected to have read assignments prior to the scheduled class discussion.  Any information, handouts, and/or assignments made in class are the responsibility of the student in all instances (whether present or absent).  Therefore, students who do not regularly attend the class may not perform as well on examinations since they may not be familiar with all of the material covered by the exams.

It is the student's responsibility to notify the instructor of any planned or sudden absence.

Course Topic/Dates/Assignments:
Week 1 - Chapters 1 and 2 (and case studies)
Week 2 - Chapters 3 and 4 (and case studies)
Week 3 - Chapters 5 and 6 (and case studies)
Week 4 - Exam review, midterm exam (chapters 1 thru 6),
                 and start chap 7
Week 5 - Chapters 7 and 8 (and case studies), discussion of chapter 12
Week 6 - Chapters 9 and 10 (and case studies)
Week 7 - Chapter 11 (and case study), ETS test, oral presentations
Week 8 - Submit written papers, and take final exam (chapters 1 - 11)

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 ( or Park University 2011-2012 Undergraduate Catalog Page 93

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: .


CompetencyExceeds Expectation (3)Meets Expectation (2)Does Not Meet Expectation (1)No Evidence (0)
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 
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. 
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. 
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. 
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 
*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                                                                                                                                                                                                                                             
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 
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:3/6/2012 9:51:03 AM