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MG 495 Business Policy
Manchester, Lloyd 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

F1HH 2012 PA

Faculty

Manchester, Lloyd C.

Title

Adjunct Faculty

Degrees/Certificates

MBA - Boston University
MS Computer Information Systems - Texas A&M
BS Secondary Education - SUNY Oswego

Office Location

Hallway out side of classroom

Office Hours

15 Minutes before and after class and by appointment

Daytime Phone

937.845.7330

E-Mail

Lloyd.Manchester@park.edu

LManchester@woh.rr.com

Semester Dates

20 Aug - 14 Oct 2012

Class Days

-----F-

Class Time

5:30 - 10:30 PM

Prerequisites

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

Credit Hours

3


Textbook:
Wheelen and Hunger, Strategic Management and Business Policy, 12th Ed., 2010, Prentice Hall

ISBN 978-0-13-609739-6

Note:  Previous editions, or "international" editions of this text are not appropriate for this class.   It is the student's obligation to obtain the above text prior to the start of class.   Failure to obtain the text in a timely fashion is not a valid excuse for late submission of work.

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 instructor's educational philosophy is one of interactiveness based on lectures, readings, case studies, examinations, and writings.  The instructor will engage each student in disputatious learning to encourage the lively exploration of ideas, issues and contradictions in the field of strategic management in the 21st Century.

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. Define competitive and cooperative strategies available to corporations
  2. Explain ethical decision making
  3. Formulate a Stakeholder Analysis
  4. Describe the relationship between social responsibility and corporate performance
Core Assessment:

All Park University courses must include a core assessment that measures the course's Core Learning Outcomes. The purpose of this assessment is to determine if expectations have been met concerning mastery of learning outcomes across all instructional modalities.  

For this course, the core assessment is a Comprehensive Final Examination to be administered in all sections of MG495.  This exam is worth at least 30 percent of the student's final grade and will test students' mastery of the Core Learning Outcomes (as listed on this syllabus) through definitions, essay, and/or multiple choice questions. 

 This core assessment is a CLOSED BOOK, CLOSED NOTES comprehensive examination that must be administered and proctored in the classroom and may not be given as a take-home examination. Students should not have access to the exam or its questions before it is administered. The duration of the exam can be no longer than two hours. 

 No calculators, computers, or materials other than a writing instrument may be used for the exam; this applies to all students, regardless of whether the exam is for on-line or face-to-face students. Completion of the exam is strictly individual; students may not work in groups to complete the exam. 

Link to Class Rubric

Class Assessment:

 Mid-Term Exam

 200 Points

 Final Exam

 300 Points

 Case Analysis

 200 Points

 Class Contribution

 130 Points

 Current Article Analysis
 130 Points

 ETS*

   40 Points

  *See notes under additional information for an explanation of the ETS.

Grading:

 900 - 1000

 90.0 - 100%

 A

 800 -  899

 80.0 - 89.9%

 B

 700 -  799

 70.0 - 79.9%

 C

 600 -  699

 60.0 - 69.9%

 D

   <600

 Less Than 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:

Any assignment not submitted on the assigned date will receive a 10% reduction in grade.  No work will be accepted more than seven days late and all credit for the assignment will be lost.

Classroom Rules of Conduct:

Faculty members are expected to dismiss from their classrooms students whose behavior is detrimental to good order in the classroom. Such behavior includes, but is not limited to, the use of abusive or obscene language, attending the class under influence of drugs or alcohol, etc. Students who are dismissed from class may be given failing grades, suspension, or expulsion from Park University. Students whose behavior, either verbal or written, is detrimental to the good order of Park University may be subject to disciplinary action ranging from suspension to expulsion from Park University. Students who exhibit abusive or obscene language or behavior toward administrative personnel or support staff are also subject to suspension or expulsion from Park University.

Course Topic/Dates/Assignments:

 Class #

 Date

 Class Topics

 1

   24 Aug

  Chapter 1 and Class Intro

 2

   31 Aug

  Chapters 2 & 3

 3

     7 Sep

  Chapters 4 & 5

 4

   14 Sep

  MidTerm and ETS Exams

 5

   21 Sep

  Chapters 6 & 7

 6

   28 Sep

  Chapters 8 & 9

 7

    5 Oct

  Chapters 10 & 11

 8

   12 Oct

  Final Exam

Academic Honesty:
Academic integrity is the foundation of the academic community. Because each student has the primary responsibility for being academically honest, students are advised to read and understand all sections of this policy relating to standards of conduct and academic life. Park University students and faculty members are encouraged to take advantage of the University resources available for learning about academic honesty (www.park.edu/current or http://www.park.edu/faculty/).from Park University 2011-2012 Undergraduate Catalog Page 95-96

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

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 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:

As an essential element
of the learning process, students are expected to come to class prepared and,
to contribute meaningfully to class discussion.  Successful completion of
this course as outlined in the course rubric will be assessed not only through
examinations and presentations, but also through student-instructor dialogue
throughout the course.






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. Please give your MFT your best
effort.


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.


If you are required to take a
proctored assessment, you can access the proctor request form through My Park.
Click the Student (tab), and then click Request for ETS-MFT Proctor e-form link
where detailed instructions are provided.





Bibliography:



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:8/3/2012 7:06:55 PM