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MG 495 Business Policy
Norstrud, Paul


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

S2J 2012 PVH

Faculty

Norstrud, Paul

Title

Adjunct Faculty

Degrees/Certificates

MS Management - Baker University
BS Business Administration - Drake University
Mortuary Science Degree - Kansas City Kansas Community College

Office Location

Hallway outside classroom

Office Hours

Thirty Minutes before and after class

Daytime Phone

c 913.909.5778

Other Phone

w 913.631.5566

E-Mail

Paul.Norstrud@park.edu

Semester Dates

March 19 to May 13, 2012

Class Days

------S

Class Time

1:00 p.m. to 4:15 p.m.

Prerequisites

EC141, EC142, EC315, EN306B, FI360, MG260, MG352, and MK351 or permission of instructor

Credit Hours

3


Textbook:

 

 

Textbook:

Strategic Management and Business Policy:Toward Global Sustainability; 13th ed., 2012; Wheelen and Hunger; Prentice Hall; ISBN 10:  0-13-215322-X; ISBN 13:  978-0-13-215322-5.

Note: There is also an eText of the book that can be obtained fromhttp://www.coursesmart.com/strategic-management-and-business-policy/thomas-l-wheelen-j-david-hunger/dp/9780132153232
 

DO NOT Purchase - 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.

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!.

<!--[if supportFields]-->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


Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:

 

This is a Blended Modality Course.  Approximately 40% of the activities will require you to have regular internet access using a reliable connection to eCompanion, the Course website accessed through Park.Org or My Park.  Additional resources will frequently be posted in eCompanion under Announcements, Webliography, DocSharing, and weekly Activity tabs.

You must also be able to receive information about the course activities in your Park University email account (park.edu).

You may be able to push your Park.edu emails to your smartphone.  Check out "forwarding and POP/IMAP" under "settings" in your email account.  You can reach settings by clicking on a gear icon in the upper right hand corner of the page.

You are encouraged to complete the online class:  PDL300 Orientation to Online Learning--under Special Courses in your course list in your MyPark site.



Advising
- Park University would like to assist you in achieving your educational goals. Please contact your Campus Center for advising or enrollment adjustment information.
Online Classroom Technical Support - For technical assistance with the Online classroom, email helpdesk@parkonline.org or call the helpdesk at 866-301-PARK (7275). To see the technical requirements for Online courses, please visit the http://parkonline.org website, and click on the "Technical Requirements" link, and click on "BROWSER Test" to see if your system is ready.
FAQ's for Online Students - You might find the answer to your questions here.

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
This is a Blended Modality Course. Approximately 40% of the activities will require you to have regular internet access using a reliable connection to eCompanion, the Course website accessed through Park.Org or My Park. 

Additional resources will frequently be posted in eCompanion under Announcements
, Webliography, DocSharing, and weekly Activity Tabs.

Educational Philosophy:
The facilitator's educational philosophy is established on the interaction of the students based on text readings, lectures, responding to discussion questions, case studies, examinations, quizzes, presentations, web sites, video clips, and research. The facilitator will engage the students through case studies to foster an environment where ideas, thoughts, and issues can be shared, discussed and explored.

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 trends in governance that is likely to continue in the U.S.
  2. Explain who determines company policy and how it is implemented.
  3. Discuss some of the projected effects of climate change.
  4. Name some primary stakeholders and explain how each contributes to the function of the organization.
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 class assessment will be comprised of  two case analysis (one, a written and oral individual student analysis of an assigned case due and presented in Week 7 worth 100 points, and one of a written and oral Team case audit due in Week 8 worth 200 points.)
 
Team discussion questions (face to face) will be assigned in weeks 2 through week 6 worth 10 points per session totaling 50 points

Homework for the online segment will be assigned in weeks 1 through week 8 worth 5 points per session  totaling 80 points.

Attendance 10 points (per week) times 8 classes for a total of 80 points.
Face-to-face  =  5 points (per week)
Online            =  5 points (per week)
Total                 10 points per week times 8 weeks (classes)  

A mid-term worth 100 points consisting of multiple choice, fill in the blank, and essay questions.  The mid-term will be taken in week 4 (face-to-face).
 

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). The final will be worth 200 points and will be taken face-to-face.  The final will consist of multiple choice, fill in the blank, and essay questions. 

A quiz will be administered in weeks 2,3, and 6 (online) worth 50 points each totaling 150 points
 

Park University’s School of Business has implemented a Major Field Test to assess the Business program. Within the accreditation standards for both Accreditation Council for Business Schools and Programs (ACBSP) and the Higher Learning Commission (HLC), Park University is required to assess program outcomes.

The method used for School of Business programs is the Educational Testing Service (ETS) Major Field Test (MFT) in Business assessment. This assessment will provide the School of Business with results that can be used to benchmark comparative programs and identify how well Park University students score on a standardized assessment. Scores are monitored over time and this data leads directly to changes in program design. It should be noted that this assessment is NOT the course final exam.

What is ETS-MFT?

The Major Field Test provides comprehensive outcomes assessments designed to measure the critical knowledge and understanding obtained by students in the School of Business graduate (MBA695) and undergraduate (MG495) capstone courses. These 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 MFT 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 quantitative — in a single test. The MFT Proficiency Profile is designed for national colleges and universities to assess their business outcomes.

The tests may be taken via proctored examinations online or face-to-face and will be administered in MG495 and MBA695 during the 5th or 6th week of the course.  For DL / Online courses, the proctor request form is located in My Park. Under the Student (tab), click on Request for ETS-MFT Proctor e-form link – detailed instructions are available at this site.

The major Field Test will be worth 40 points and will be administered during week 5.

Grading:

Item

Points

%

Notes

Quizzes (online)

 150

15%

Weeks 2, 3, and 6

Team discussion questions (face-to-face)

  50

  5%

Weeks 2 through 6

Mid-term (face-to-face)  100 10% Week 4

Major Field Test (computer lab with instructor as proctor)

   40

  4%

Week 5

Homework online    80    8% Weeks 1 through  8
Attendance online and face-to-face    80    8% Weeks 1 through  8

Individual Case Analysis Face-to-face)

  100

  10%

Week 7

Team Oral and Written Case Analysis (face-to-face)

  200

  20%

Week 8

Final (face-to-face)
 
Total                                                   
  200
 
1000
  20%
 
100%
Week 8

Grading Scale
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 and Management courses will be comprehensive and will be closed book and closed notes. They will constitute 20% 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 multi-functional 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 and Management.


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 work is NOT accepted. There may be some situations where a deviation could be allowed; however, this is the exception and not the rule. In these rare occasions, late work will only be accepted on a case by case basis with instructor approval. 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 WILL NOT be accepted if it is more than 7 days late, period. 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:

Classroom Rules of Conduct will be based on quizzes, mid-term, final, team oral and written case analysis, individual case analysis, case studies, classroom participation, Major Field Test, and attendance.  Written guidelines will be given to each student concerning the team and individual oral and written strategic audits and Major Field Test in week 1.  

Course Topic/Dates/Assignments:

 


       

Week/Date

Reading Assignment

Face-to-face

Online Activities

       
  Due by Sat. class Live Class Activities   Tue 12:01 am until
        Fri at 11:59am
Week 1: Mar 19-24 Read Ch 1 and 12 Intro to course   Read "Announcements"
  Complete the     
  Discussion Questions at the   Do personal introductions   Complete any task
  end of chapter 1     included in the weekly
    Team Sign Up   online instructions
        necessary to complete 
    Discuss Major Field Test   the projects, assignments
        or activities
    Discuss Syllabus  
       
    Discuss Individual Case  
    Analysis  
Discuss Ch 1 and 12
Week 2: Mar 26-31 Read Ch 2 and 3 Team Discussion Quiz 1 (online)
       
  Read Discussion  Video See week 2 online
  Questions end of    instructions. Upload to 
  Ch 2 and 3 Lecture Ch 2 and 3 Dropbox by 11:59 pm, Fri
       
       
Week 3: Apr 2-7 Read Ch 4 and 5 Team Discussion Quiz 2 (online)
       
  Read Discussion Lecture 4 and 5 See week 3 online
  Questions end of   instructions. Upload to 
  Ch 4 and 5   Dropbox by 11:59 pm, Fri
       
Week 4: Apr 9-14 Read Ch 6 and 7 Team Discussion See week 4 online
      instructions. Upload to
    Lecture Ch 6 and 7 Dropbox by 11:59 pm, Fri
       
    Mid-Term  
       
Week 5: Apr 16-21 Read Ch 8 and 9 Major Field Test See week 5 online
      instructions. Upload to 
    Team Discussion Dropbox by 11:59 pm, Fri
       
Week 6: Apr 23-28 Read Ch 10 and 11 Team Discussion Quiz 3 (online)
    Lecture Ch 8, 9, 10, & 11 See week 6 online
    Review for Final instructions. Upload to 
      Dropbox by 11:59 pm, Fri
       
Week 7: Apr 30 to  Review All Chapters Individual Presentions See Week 7 online
5-May   Review for Final instructions. Upload to 
      Dropbox by 11:59 pm, Fri
       
Week 8: May 7-12   Final See week 8 online
      instructions. Upload to 
    Team Presentation and  Dropbox by 11:59 pm, Fri
    Strategic Audits due  

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
Academic honesty is the prerequisite for academic study. Academic dishonesty is inimical to the spirit of a learning community. Hence, Park University AND this instructor will not tolerate cheating or plagiarism on tests, examinations, papers, and other course assignments. Students who engage in such dishonesty will be given a failing grade for that assignment, may be given a failing grade for the course, or expelled from Park University.

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
Plagiarism, the appropriation or imitation of the language or ideas of another person and presenting them as one's original work, sometimes occurs through carelessness or ignorance. This does not make it less serious. However, students who are uncertain about proper documentation of sources should consult their course faculty member. If you quote or paraphrase someone else's work you must give the source credit through a footnote. This applies to your case analyses, your responses to the discussion questions, and to your peer responses to those discussion questions. Ignorance is no excuse. Do not simply download the contents of a web page or an article from the web into your assignments. Do not misrepresent someone else's work as your own. Such actions constitute academic dishonesty. When you quote a source, be sure to provide the proper citation following the APA Manual recommendations. Failure to heed this warning will result in a grade of 0 for that assignment, possibly a grade of F for the course, and notification of the appropriate academic dean for further disciplinary actions. Again, if you are uncertain about proper documentation of sources, please e-mail your instructor.

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
Students are expected to attend all classes and participate in class-discussions, oral presentations and group projects.  Attendance/class-participation will be considered, based on performance-quality related to class participation, practical exercises and group activity.  

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:
This is a Blended Modality Course.  Approximately 40% of the activities will require you to have regular internet access using a reliable connection to eCompanion, the Course website accessed through Park.Org or My Park.  Additional resources will frequently be posted in eCompanion under Announcements, Webliography, DocSharing, and weekly Activity tabs.



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:2/27/2012 2:25:33 PM