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MG 495 Business Policy
Hermerding, Dennis C.


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

F2T 2012 DL

Faculty

Hermerding, Dennis C.

Title

Senior Adjunct Faculty

Degrees/Certificates

Doctor of Philosophy  (Adult Education), Madison University
Master of Science in Business Administration, University of Northern Colorado
Bachelor of Business Administration, Memphis State University

Office Location

ID

Office Hours

Monday thru Sunday: 9:00 am - 4:30 pm MST/MDT

Daytime Phone

208-590-0704

E-Mail

dennis.hermerding@park.edu

Semester Dates

10/22/2012 - 12/16/2012

Class Days

TBA

Class Time

TBA

Prerequisites

EC 141, EC 142, EC 315, EN 306B, FI 360, MG 260, MG 352, and MK 351 or permission of instructor.

Credit Hours

3


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 from http://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!.

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

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/.
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.


Course Description:
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:
The facilitator's educational philosophy is based on the interaction of the students based on text readings, lectures, responding to discussion questions, comments on fellow student's ideas, case studies, examinations, presentations, web sites, and research. The facilitator will engage the students through discussion threads and case studies to foster an environment where ideas, thoughts, and issues can be shared, discussed and explored.

Learning Outcomes:
  Core Learning Outcomes

  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. Assess the role and responsibilities of the Board of Directors in corporate governance.
  2. Formulate a Stakeholder Analysis.
  3. Assess a firm's corporate culture and how it could impact the success of a proposed change in corporate strategy.
  4. Compare a variety of functional strategies that could be utilized to achieve a firm's goals and objectives.
  5. Critique the traditional assessment measures of a firm's performance, such as Total Sales, Profits, Return on Investment (ROI), Earnings per Share (EPS), with shareholder value measures, such as Economic Value Added (EVA), Market Value Added (MVA), and The Balanced Scorecard.
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 analyses (one of them being an individual student analysis effort in Week 3 and one of them being a Team/Group case analysis effort in Week 7), responses to discussion questions, classroom participation (including posting of peer responses to discussion questions) and two examinations. The midterm exam is an open book exam. The comprehensive final is not a take-home test and is a closed book and closed notes exam. The final exam will consist of the core learning outcomes (being able to list, fully describe, in substantive detail, and apply, each core learning outcome).

Please note the Final Exam period for MG-495/DL

Beginning Saturday, Dec 8, 2012
Ending Friday, Dec 14, 2012

Students must take the Final Exam during this examination period.
Students will not be allowed to take the exam early.
Students will not be allowed to take the exam late.

NOTE: If you have scheduled a vacation during the final exam period or your work requires you to travel during the final exam period, you will need to locate an approved Final Exam proctor in the location in which you will be traveling and also complete the Final Exam at that location. If you cannot do this, you will need to take the course during a quarter in which you can meet the Final Exam deadline. (Students who do not take the Final Exam during the designated exam period will fail the course.)

Here is the link to the guidelines for acceptable proctor selection:
http://www.park.edu/online/proctoredform.asp

The Instructor Added Learning Outcomes will be assessed through the either Case Analysis assignments, the Weekly Discussion Question assignments or the two examinations.

Grading:

Assessment of outcomes is required by our regional accreditor, the Higher Learning Commission (HLC), and our business school accreditor, the Accreditation Council for Business Schools and Programs (ACBSP). To assess our business program, Park University’s School of Business has implemented a Major Field Test using both the Educational Testing Service (ETS) and Peregrine Academic Services.

The ETS Major Field Test (MFT) in Business assessment and the Peregrine Common Professional Component (CPC) assessments will provide the School of Business with data which we use to benchmark to comparative programs and make changes in our program designs. These major field tests measure your entire business education and are not intended to be the course final exam in your capstone course. We use these results to redesign and improve our programs.

What is the test like?

 The ETS-MFT and CPC tests consist of multiple-choice questions, about half of which are based on short case-study scenarios. Questions employ materials such as diagrams, graphs and statistical data. Mathematical operations do not require a calculator. Most of the questions require knowledge of specific information drawn from material delivered in courses in marketing, management, finance and managerial accounting, or a combination of these. There are sample questions available in My Park at the bottom of Request for ETS-MFT Proctor e-form.
What happens next?

The Park School of Business is using a random sampling system to assign capstone courses to the major field tests. You may take one, but not both of these assessments. Your professor will know and confirm if your class is scheduled for testing within the first week of the course. The assessment may be taken via proctored examination centers, taken online, or face-to-face in our course. These are typically administered during the 5th or 6th week of the course.

The CPC can be taken at any time on any computer that has internet access.  It does not require a proctor, which is great in some ways, but you should state in the syllabus that students must have access to a computer for taking the exam.  If they do not own a computer that has internet access, they must make a provision to spend the time at a computer to take it.  It will allow three logins within 48 hours of the first login, so students can stop at any time and log back in to resume.  They can not access another internet site at the same time that they are logged in to the Perigrine site on the same computer; it will terminate the exam.  the CPC is timed to allow 3 minutes per question (it is only 1 minute per question on the ETS), but the time is cumulative across all the multiple logins.

The instructor does not get the results and provide them to the students; the students get the completion certificate (with score) and sends it to the instructor.  Part of Perigrine's instructions:

You should complete each online test or training session as described in your course syllabus or as instructed to do by your course professor.

When you complete any of our online training and testing programs, you will be able to download a test completion certificate in PDF format. Save this file to your computer, rename the file as needed, and submit to your course professor.

Exam keys are case and numerically sensitive. To use your passwords, simply click the hyperlink for each exam, which will take you to the test login site and automatically insert the exam key along with your student information.

Please note that exam keys are one-time use only. Although you can stop/re-start an online exam within 48 hours after starting an exam, you cannot re-take an exam. Therefore, you must plan your time accordingly.

If you have any questions or problems please contact support@peregrineacademics.com<mailto:support@peregrineacademics.com> for assistance.

NOTE: The CPC test will count up to 40 points on your final course grade.


Item

Points

%

Notes

Weekly Discussion Questions

175

17.5%

See course schedule & overview

Written Case Analysis - Individual Case Analysis in Week 3 & Team Case Analysis in Week 7

300

30%

See course schedule & overview

Midterm Examination

115

11.5%

Week 4

Perigrine CPC test

  40

   4%

Weeks 4 through 6

Final Examination (Proctored)

300

30%

Week 8

Participation

  70

  7%

Throughout the course

Total

1000

100%

 



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 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; however, the student MUST initiate the dialogue about the why of the late work and provide adequate written documentation when requested by the instructor. The following applies to ALL late work, when 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. NOTE WELL: Since this is a "CASE STUDY" Course, failure to complete all the case studies (COULD) or the proctored final examination (WILL) result in failure of the course!!

Classroom Rules of Conduct:

This course is offered on-line, over the Internet, using the eCollege On-line computer service. Students are expected to devote a minimum of five hours per class week participating in this course -- the same amount of time you would spend in the physical classroom. This can be accomplished by being logged on to the computer conferencing system and reviewing/commenting on the inputs from fellow students; posting their own assignments, along with visiting different web sites listed in the "References" part of the course. This time also should include the "off-line" preparation of student's responses to be posted in the conference or emailed to the instructor. See "Ground Rules for On-line Participation" for additional information.

A class week is defined as the period of time between Monday and Sunday. The first week begins the first day of the semester and ends at midnight CDT/CST (as applicable) the following Sunday. Subsequent weeks will begin and end the same way. Assignments scheduled for completion during a class week should be completed and successfully submitted so that they are in my hands on the due date. If you ever have problems transmitting your assignments to me, telephone me or fax me immediately, and we will get the problem solved. Just because your computer breaks is NO EXCUSE for you to be late in submitting your work to me. Libraries have computers with Internet access, and there are tons of places that have fax capability.

Ground Rules for On-line Participation:

Students should use email for: private messages to the instructor and other students; submitting assignments when so directed; as a back-up for submitting assignments when unable to enter the conference. The Class Conference is for public messages, and for submitting assignments when so directed. Students are expected to complete a minimum of two hours per week of conferencing or other appropriate on-line activities, including sending/receiving e-mail and navigating and conducting research over the World Wide Web. All students will participate in conference discussions. Conventions of "on-line etiquette/netiquette," which include courtesy to all users, will be observed.

The instructor reserves the right to delete/modify any student post to the discussion threads that violates the Park University Student Code of Conduct.

Students will normally submit case analyses as files uploaded to the computer and routed to the instructor as an attachment in the appropriate Dropbox! NOTE: It is highly recommended that students keep electronic copies of all materials submitted in the Conference, the drop box, via email, fax, or snail mail, until after the end of the term. When posting responses in the Conference or the drop box, please confirm that the thread responses have actually been posted after you submit them!!!! On ALL of your emails, postings in the conference and in the drop box, please place your full name and course number at the top of each message, and ensure that your name is listed at the top of the first page in all attachments. (I can't give you credit for your work if I don't know who sent it!) Nota Bene (N.B., which means NOTE WELL): Failure to fill this request will result in your work being returned to you, un-graded and subject to late penalties, as I simply don't have time to play detective in trying to figure out who you are.

Homework: Will consist of conducting an individual case analysis of an assigned case analysis in Week 3 and a Team case analysis in Week 7, posting response to a weekly discussion question(s) located in the classroom thread, and making a peer response to another student's discussion question posting. (If there are two discussion questions for a given week, then you must make a peer response to each discussion question.

Discussion Questions – The discussion questions for weeks 1 through 4 will be researched and responded to as an individual effort. For the discussion questions for weeks 5, 6 & 8, the class will be divided into groups/teams to afford students the opportunity to engage in group decision making. Do not only use the text book for the information you present in response to your Discussion Questions and your peer responses to the Discussion Questions, but you are expected to use other sources as well (a minimum of two sources other than the textbook are required). Remember, you are also required to "cite" or give credit for any source you use (even the textbook) to obtain information that is included in any of your course work, including your Discussion Question responses, your peer responses and your case analysis, otherwise, you are basically guilty of plagiarism. The cite should also include the page number where the information is located. 

Case Analysis - As the course description states, Business Policy is a series of business cases. The ability to do well in this course requires that you are able to analyze and discuss real business situations. These cases are used to provide vicarious business experiences. They provide the real-world data necessary to understand strategic management concepts. Whether or not you have been introduced to the case method, the purpose of this discussion is to help you prepare cases more effectively. Some of you may discover that many of the reports you have prepared for the organization for which you work will look remarkably like the case reports you will prepare for this course. Good case preparation requires mastering three essential skills. First, analyze the business situation thoroughly and systematically.

Second, ideas must be presented as logically structured arguments. This forces you to build the report with a strong foundation so that its recommendations follow from the material that precedes them.

Third, communicate the report effectively. All three components must be present for the case report to be as complete as possible. Strategy cases require several types of analysis dealing with interrelated problems. In Business Policy cases you are not afforded the luxury of looking at only one portion of a company; you must consider the entire company. Try to adopt the role of a CEO and become a strategic manager. Each firm exists in an environment presenting opportunities and threats for the business. Treating the firm as a set of complementary capabilities and people brought together to fulfill an overall mission is the basic approach of business policy. Depending on how these capabilities and people are combined defines the relative strengths and weaknesses of the firm. However, only certain strengths give the firm a differential advantage. Identifying these competitively relevant factors is a critical part of the analysis. As the CEO, you will evaluate the viability of a firm's strategy and if deficient, consider and choose from alternative strategies so that the firm fits its environment and can achieve its objectives.

Tools that you should and are required to use to assist you in your analysis of the cases in Section IIA are:

The Boston Consulting Group Growth Share Matrix – pp. 221/22

The General Electric Business Screen Matrix – pp. 223/25

Porter's Five Forces – pp. 110 thru 113

The TOWS Matrix – pp. 182 thru 185

Miles & Snow's Strategic Types – p. 117

Miles & Snow's Cellular Organization – p. 288

The Strategic Audit – pp. 163 and 34-1

Financial Analysis – pp. 366 thru 369. Also found in the Doc Sharing area in the CAG

 Preparing Policy Cases - When writing a Business Policy case report, you are required to follow the Park University Management Department Case Format. This format is clearly spelled out in the Case Analysis Guidance (CAG) document and the Case Analysis Format Template (CAFT) document, both of which are located in the Doc Sharing area of the course. Please print these documents, and use them in preparing every case study.

Format Requirements – See above.
 

Course Topic/Dates/Assignments:

NOTE: Week 1, 2, 3, & 4 Discussion Questions postings are due on Thursday of each week, NLT Midnight, CST/CDT, Week 5, 6, & 8 Discussion Questions postings are due in the assigned Team Work Area on Wednesday of each week, NLT Midnight, CST/CDT, with the Team Leader for each Team being responsible for posting the response to that assigned Discussion Question that the Team has agreed upon to the appropriate Weekly Discussion Question area NLT Friday of each week, NLT Midnight, CST/CDT and Case Study Analysis and Peer Responses to Discussion Questions are due at the end of each week, which is each Sunday night, NLT Midnight, CST/CDT!! If there are two discussion questions in a given week, then you must make a Peer Response to both Discussion Questions.

NOTE: The Week 3 Case Analysis Assignment is an individually prepared case analysis and the  Week 7 Case Analysis assignment is a Team Case Assignment. Team members are required to use the Week 7 Team Case Work area for all work on this assignment. Team members are required to submit their assigned parts of the case to the Team Work area no later than Tuesday of Week 7. Further amplification and guidance on this assignment will be provided in the Doc Sharing area of the course. Failure to meet the above deadline will result in a zero grade for the Week 7 Case analysis.

 

________________________________________

Week 1: Basic Concepts of Strategic Management

Readings: Read Chapter One of the text

Discussion Questions Assignment: Answer the discussion questions posted in the Conference under Week One Discussion Question.

Personal Contact Information: Please e-mail me the information I requested in the welcome I sent to you prior to the start of the course

Introductions: Post your introduction in the Introduction thread of the Course Home area.

Student Responsibilities: Read and acknowledge your student responsibilities in the Student Responsibilities thread of the Course Home area.

Peer Response: Post your peer response to at least one of your classmate's Discussion Question postings.

Non-graded Practice Case Analysis: Amazon.com., located in the Doc Sharing area of the course. Place the analysis in the Week One Practice Case Study Drop box. While this case is not graded, it is a required assignment. Failure to complete this assignment will greatly impact (negatively) your course participation grade.

Week 2: Corporate Governance and Ethics and Social Responsibility

Readings: Read Chapters 2 and 3 of the text.

Discussion Question Assignment: Answer the discussion question posted in the Conference under Week Two Discussion Question.

Peer Response: Post your peer response to at least one of your classmate's Discussion Question postings.

Case Analysis: None for this week.

Final Exam Proctor Form: Please complete this request as soon as possible, but NLT than Friday of Week 6.

The CPC test will need to be completed anytime from week-4 through week-6 of the course.

a.    During weeks-2 through 5, you must request a proctor, by first signing in MyPark, under the Student (tab) then click on Request_a_Proctor_for_ETS-MFT (link).  Complete the e-form and submit it for processing.

Note: this replaces the hardcopy request form in the course and is a separate process from the final exam proctor request system).

b.   The ETS-MFT for business undergrad students is 2 hours and 10 mins duration (a short break is allowed after the first session). 

c. The ETS test does count toward your final course grade and is worth up to 40 points, depending on the score you earn.

Please note the Final Exam period for MG-495/DL

Beginning Saturday, Dec 8, 2012
Ending Friday, Dec 14, 2012

Students must take the Final Exam during this examination period.
Students will not be allowed to take the exam early.
Students will not be allowed to take the exam late.

NOTE: If you have scheduled a vacation during the final exam period or your work requires you to travel during the final exam period, you will need to locate an approved Final Exam proctor in the location in which you will be traveling and also complete the Final Exam at that location. If you cannot do this, you will need to take the course during a quarter in which you can meet the Final Exam deadline. (Students who do not take the Final Exam during the designated exam period will fail the course.)

Here is the link to the guidelines for acceptable proctor selection:
http://www.park.edu/online/proctoredform.asp

Week 3: Environmental Scanning and Industry Analysis

Readings: Read Chapter 4 of the text.

Discussion Question Assignment: Answer the discussion question posted in the Conference under Week Three Discussion Question.

Peer Response: Post your peer response to at least one of your classmate's Discussion Question postings. NOTE: Since there are two discussion questions this week, you must make a Peer Response to both Discussion Questions.

Case Analysis: Case 35, Church & Dwight: Time to Rethink the Portfolio, p. 35-1 Place the analysis in the Week Three Case Study Drop box. Previously stated format rules apply! NOTE: This case analysis is to be prepared and submitted as an individual student effort.

 Week 4: Internal Scanning: Organizational

Readings: Read Chapter 5 of the text.

Discussion Question Assignment: Answer the discussion question posted in the Conference under Week Four Discussion Question.

Peer Response: Post your peer response to at least one of your classmate's Discussion Question postings.

Case Analysis: None for this week.

Mid-Term Exam: The exam will be found under week Four. Place your completed exam in the Week Four: Your Midterm Exam Drop box by the end of the week.

ETS Test - Begin to take the test, as your proctor should now have the exam.

Week 5: Strategy Formulation: Situation Analysis and Business

Readings: Read Chapter 6 of the text.

Discussion Question Assignment: Answer the discussion question posted in the assigned Team work area for Week 5, with the Team Leader posting the Team's response in the Conference under Week Five Discussion Question.

Peer Response: Post your peer response to at least one of each of the assigned (other than from your own team) Discussion Question postings. NOTE: Since there are two discussion questions this week, you must make a Peer Response to each Discussion Questions. For example, if you are on the Red Team, you must post a peer response to the response of the Green Team, plus a peer response to the response of either the Blue or Yellow Team.

Case Analysis – None for this week.

ETS Test - Continue to take the test, if you haven't completed it.

 Week 6: Strategy Formulation: Corporate Strategy & Functional Strategy and Strategic Choice

Readings: Read Chapters 7 & 8 of the text.

Discussion Question Assignment: Answer the discussion question posted in the assigned Team work area for Week 6, with the Team Leader posting the Team's response in the Conference under Week Six Discussion Question.

Peer Response: Post your peer response to at least one of each of the assigned (other than from your own team) Discussion Question postings. NOTE: Since there are two discussion questions this week, you must make a Peer Response to each Discussion Questions. For example, if you are on the Red Team, you must post a peer response to the response of the Green Team, plus a peer response to the response of either the Blue or Yellow Team.

Case Analysis: None for this week.

ETS Test - You must complete this test by the end of Week 6.

Week 7: Strategy Implementation: Organizing for Action & Staffing and Direction

Readings: Read Chapters 9 & 10 of the text.

Discussion Question Assignment: None for this week.

Team Case Analysis – Case 20, JetBlue Airways: Growing Pains, p. 20-1 Place the analysis in the Week Seven Case Study Drop box. Previously stated format rules apply! NOTE: This case analysis is to be completed as a Team case analysis effort. Each Team member must post their completed section to the Week 7 Team Work Area, preferably by Friday of Week 6, but absolutely no later than Tuesday of Week 7, or their input will not be accepted and they will receive a zero grade for the Week 7 case. Further amplification of the Team Case Analysis can be found in the Doc Sharing Area of the course in the Clarification about the Week 7 Case Analysis Assignment document.

Week 8: Evaluation and Control

Readings: Read Chapter 11 of the text.

Discussion Question Assignment: Answer the discussion question posted in the assigned Team work area for Week 7, with the Team Leader posting the Team's response in the Conference under Week Seven Discussion Question.L

Peer Response: Post your peer response to at least one of each of the assigned (other than from your own group) Discussion Question postings. NOTE: Since there are two discussion questions this week, you must make a Peer Response to each Discussion Questions. For example, if you are on the RedTeam, you must post a peer response to the response of the GreenTeam, plus a peer response to the response of either the Blue or Yellow Team.

Student Survey: Please complete the student survey this week. It can be found by clicking on Student Survey on the Park University homepage. It is very important that we hear from you concerning your suggestions for improving this course.

Case Study: None for this week.

  • Final Exam: Due Not Later Than  (NLT) the end of Week Eight.
  • You will need to schedule a time with your proctor to take your final exam, but NLT Friday of Week Eight.
  • The proctor must return the completed exam to the instructor NLT the end of Week Eight.

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 95-96
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 95
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.
ONLINE NOTE: Students must participate in an academically related activity on a weekly basis in order to be marked present in an online class. Examples of academically-related activities include but are not limited to: contributing to an online discussion, completing a quiz or exam, completing an assignment, initiating contact with a faculty member to ask a course related question, or using any of the learning management system tools.

Park University 2011-2012 Undergraduate Catalog Page 98

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:

Please note the Final Exam period for MG-495/DL


Beginning Saturday, Dec 8, 2012

Ending Friday, Dec 14, 2012



Students must take the Final Exam during this examination period.

Students will not be allowed to take the exam early.

Students will not be allowed to take the exam late.



NOTE: If you have scheduled a vacation during the final exam
period or your work requires you to travel during the final exam period,
you will need to locate an approved Final Exam proctor in the location
in which you will be traveling and also complete the Final Exam at that
location. If you cannot do this, you will need to take the course during
a quarter in which you can meet the Final Exam deadline. (Students who
do not take the Final Exam during the designated exam period will fail
the course.)



Here is the link to the guidelines for acceptable proctor selection:

http://www.park.edu/online/proctoredform.asp


Attachments:
MGMT Department Sample Case Format for MG-495

Requirements for all MG 495 Business Policy classes

MGMT Department Sample Case Format for MG-495

Requirements for all MG 495 Business Policy classesBibliography:



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:9/20/2012 3:43:46 PM