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MG 495 Business Policy
Cogger, Thomas William


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

S2M 2012 CH

Faculty

Cogger, Thomas William

Title

Adjunct Faculty

Degrees/Certificates

BS Management/Computer Information Systems
MA Human Resoureces Development

Office Location

Bld #4335, rm 126, MCAS Cherry Point.

Office Hours

3:30 - 4:30 Tuesday and Thursday by appointment.

Daytime Phone

252.466-5186

E-Mail

thomas.cogger@park.edu

thomas.cogger@usmc.mil

Semester Dates

19 Mar - 13 May 2012

Class Days

-T--R-

Class Time

7:30 - 10:00 PM

Prerequisites

EC141, EC142, MK351, EN306, FI360, MG260, MG352, EC315

Credit Hours

3


Textbook:

 Stategic Management, 13th/E, Fred R. David, Prentice Hall, 2011
ISBN-13: 9780136120988
Format: Cloth;704pp, Published: 01/26/2010

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/.


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

Educational Philosophy:

This course is valuable to future managers and business leaders. As adult learners, in a senior level class, I expect thorough reading of all material assigned.  Personal experiences, knowledge,and research of the company/corporation can lead to spirited discussion for the case studies.

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. Discuss the process of developing Vision and Mission Statements
  2. Discuss the pitfalls of Strategic Planning
  3. Discuss the need for environmental responsibility
  4. Explain a SWOT matrix
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:

Grading for this course will be based on two exams (mid-term and final), research paper, class participation, ETS, and case studies. 

Grading:

Mid-term                               20% 200 points
 Final                                     30% 300 points
Research paper                      20% 200 points
Case Studies                          10% 100 points
 Class participation/discussion 16% 160 points 
ETS                                        4% 40 points
 
A 900-1000
B 800-899
C 700-799
D 600-699
F 599 & below
 
 

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.

 

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:
Late submission of any assignment will result in a grade penalty.

Classroom Rules of Conduct:

Students are expected to be on time and prepared for each class.  Electronic devices will be turned off. 

Course Topic/Dates/Assignments:

  

Week 1  Mar 20&22        Introduction to course, syllabus review
                                           Chapter 1: Nature of Stratic Management
                                           Case Study: JetBlue Airways
 
Week 2 Mar 27&29        Chapter 2: The Business Vision/Mission
                                          Chapter 3: The External Assessment
                                          Case Study:  Yahoo Inc.
 
Week 3 Apr 3&5             Chapter 4: The Internal Assessment
                                          Chapter 5: Strategies in Action
                                          Case Study: Krispy Krème Donuts
 
Week 4 Apr 10&12          Chapter 6:  Strategy Analysis and Choice
                                           Case Study: United States Postal Service
                                           Mid Term Exam, chapters 1-5
 
Week 5 Apr 17&19          Chapter 7:  Management and Operational Issues
                                           Chapter 8:  Marketing, Finance/Accounting
                                           Case Study: Harley Davidson, Inc.
 
Week 6 Apr 24&26         Chapter 9: Strategy Review, Evaluation, and Control
                                          Case Study: Molson Coors
 
Week 7 May 1&3            Chapter 10: Business Ethics and Social Responsibility
                                          Case Study: Nike, Inc
                                           ETS
 
Week 8 May 8 &10          Chapter 11: Global/International Issues
                                           Case Study: Ford Motor Co.
                                            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 (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:3/14/2012 8:14:30 AM