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MG 495 Business Policy
Scarlett, Bryan


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

F2V 2012 GOH

Faculty

Scarlett, Bryan

Title

Adjunct Faculty

Degrees/Certificates

BS SUNY
MBA Angelo State University

Office Location

San Angelo, TX

Office Hours

By appointment

Daytime Phone

325-212-8078

E-Mail

Bryan.Scarlett@park.edu

bscarl1018@suddenlink.net

Semester Dates

Oct 22- Dec 16, 2012

Class Days

Mon.-Wed. Weeks 1&8, Mondays Week 2-7, Online weeks 2-7

Class Time

5:00 - 7:30 PM

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

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:
 

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/.

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:
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. Explain ethical decision making.
  2. Develop SWOT analysis.
  3. Explain the relationship between mission statements, vision statements and corporate strategies.
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 defining the relationship between mission statements, vision statements, and corporate strategies along with a SWOT analysis in evaluating a proper course of action by the student), a report on business and personal ethics, class attendance and participation, and two examinations (midterm and final). 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).

Grading:

Item

Points

%

Notes

Weekly Attendance and Participation

210

21%

Includes chapter outlines for weeks 3,4,&6

Written Case Analysis (2)

350

35%

150 points for individual analysis (WK3)
200 points for group analysis (WK7)

Midterm Examination

ETS Examination

100

40

10%

4%

Week 4

Week 6

Final Examination

200

20%

Week 8

Business Ethics

100

10%

Week 5

Total

1000

100%

Grading:
 

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

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

The score of this test is linked to your (MG495/MBA695) course grade and measures the overall learning results from the entire business program. It is important to take the test seriously. There are sample questions at the ETS-MFT proctor request link, found in MY Park, under the Student tab.

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.

The test is a proctored exam, and should be taken during Week 5 or Week 6. THE (ETS-MFT) TEST IS NOT THE FINAL EXAM for this course.

What is ETS?

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

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

The test will be a proctored test, and should be taken during the Week 4 through 6 time frame. THIS TEST IS NOT THE FINAL EXAM for this course.

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.

The ethics statement will be prepared after the ethics lecture. It will be presented by each student individually to the class in a five minute presentation. The presentation will define and discuss the personal and business ethics statement for each student.


Chapter outlines will be required for the weeks we do not meet (wks 3,4,&6). They will be placed in the appropriate dropbox in ecompanion during the assigned week. Failure to post this work during the assigned week will result in an unexcused absence for that week. This may affect your tuition reimbursement.

The case studies are defined at length in the ecompanion courseroom.

Participation will be measured by active verbal and nonverbal participation throughout the entire class period, response to the chapter outlines during weeks 3, 4, 6, and participation in the group case based on input from team members.

The midterm is an open book/notes and will be accessible during week 4 online.

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 assignments will be penalized up to 10% grade deduction for each week the assignment is late unless you have made prior arrangements with me. Anytime you feel that you may be falling behind in the course, please contact me to discuss your situation.

Classroom Rules of Conduct:
 

All Park University and Goodfellow AFB rules apply.

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 expected to use to assist you in your analysis of the cases 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

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 ecompanion. Please print these documents, and use them in preparing every case study.

Format Requirements – See above.

THIS IS A HYBRID COURSE: This format provides some of the best features of face-to-face and online courses, such as: direct interaction with your instructor and classmates in a classroom environment, use of technology in the online component to enhance your learning experience, flexibility and convenience, and reduced commuting time and expense.

There will not be any more (or less) work to complete a course in a hybrid format. It will simply provide students and the instructor with a degree of flexibility not available in the standard face-to-face course. The course sessions will include 10 face-to-face meetings (on Mondays of weeks 1-8) and the time spent working online make this hybrid course 62.5% face-to-face and 37.5% online. The face-to-face sessions are mandatory meetings. Each online activity is organized on a weekly basis with predetermined due dates and are not self-paced; however, since the online participation is asynchronous, students will enjoy the advantage of choosing the times they wish to participate outside of the face-to-face sessions during the week.

Course Topic/Dates/Assignments:
 

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. Further amplification and guidance on this assignment will be provided in the Doc Sharing area of the course.

Course Topic/Dates/Assignments:

Week 1: Basic Concepts of Strategic Management

Readings: Read Chapter One of the text

Practice case in class

Week 2: Corporate Governance and Ethics and Social Responsibility

Readings: Read Chapters 2 and 3 of the text.

Week 3: Environmental Scanning and Industry Analysis

Readings: Read Chapter 4 of the text.

Case Analysis: Case 24, The Haier Group: U.S. Expansion, p. 24-1 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.
Midterm Examination

Week 5: Strategy Formulation: Situation Analysis and Business

Readings: Read Chapter 6 of the text.
Ethics discussion and statements

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

Readings: Read Chapters 7 & 8 of the text.
ETS examination in-class.

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

Readings: Read Chapters 9 & 10 of the text.

Team Case Analysis – Case 17, JetBlue Airways: Growing Pains, p. 17-1 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.

Week 8: Evaluation and Control

Readings: Read Chapter 11 of the text.

Final Examination in-class.

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.

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 .



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:9/24/2012 10:31:13 PM