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MG 495 Business Policy
Lewis, Leslie Hugh


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

F2A 2012 BE

Faculty

Lewis, Leslie Hugh

Title

Adjunct Faculty

Degrees/Certificates

MBA Management/Psy at University of North Texas
BBA Economics and Management Systems at Baylor University

Office Location

Room 209

Office Hours

3-11pm MW

Daytime Phone

512-251-4061

E-Mail

leslie.lewis@park.edu

Semester Dates

Oct.22 - Dec 16, 2012

Class Days

-M-W---

Class Time

5:10 - 7:50 PM

Prerequisites

EC141, EC142, EC315, EN306B, FI360, MG260, MG352, and MK351 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

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:
RM213 Austin Center's resource room has 3 PCs with Internet connections and a printer.  We also provide business and professional journals both printed and Internet.

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:
 

As your facilitator my educational philosophy is one of interactiveness based on lectures, readings, quizzes, dialogues, examinations, Internet, videos, web sites and writings. I will engage each learner in disputatious learning to encourage the lively exploration of ideas, issues and contradictions. We will use case studies and team based learning to make a more industry like environment. My goal is to expose you to applications that you can take back to your organization.

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.


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:

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.
 
 

1. Each student is required to read all assigned material before class and be prepared to participate in class discussions and activities. Class Participation Grading will be based on class participation, two exams, homework, pop test, and research paper. The exams will be a made up of multiple choice and essay questions. The research will be based on logic, depth of analysis, ability to relate the subject to the text and your other sources.

2. CLASS Attendance & PARTICIPATION:
Students will receive 5 points per class for attendance. Discussion policy: Participation in class discussions is separate. Only timely and relevant discussion will be evaluated positively. A lack of participation in class and case discussions will lead the instructor to conclude the student is not prepared to participate and could have a negative effect on the student's participation grade.

3. CASE STUDY/PRESENTATION: Students are required to turn in a case study report of not less than 6 pages in Week 5 (double spaced, 12 font) in a case analysis paper format (see below) on a  case from the text as approved by the instructor. The report publication guideline is MLA and the Rubrics at the end of our syllabus. An oral presentation with a power point show is also required for each student due in Week 8. You need a minimum of two references from printed material other that your text and two references from the Internet included on the Work’s Cited page.

4. All assignments were developed to enable the student to master the stated Core Learning Outcomes and Rubrics.
 
5. A Comprehensive Final and  case will be given and not be a take-home test and will be closed book and closed notes.
 

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 IIAare:

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.
 

Grading:
 

Test #1 (w pop test)        20% 200 pts

Test #2 Final                   20%  200
Final Case Analysis 10% 100

Written Case Project      20% 200

Project Presentation       5%     50   

Class Participation         17% 170

Attendance                      8% 80

                               Total 100% 1000

Grading Scale:

900- 1000 A

800 -890 B

700 -790 C

600 -690 D

Below 600 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 will not be accepted without prior approval of instructor.

Exam Make Up: If students miss an exam, they will have 1 week to take a makeup exam after returning to class. The second (final) exam, however, must be made up within 24 hours of the assigned date or an F will be given for the exam.

If students miss the date turning in the Case Report or homework, the grade will be reduced one letter grade per day.



Classroom Rules of Conduct:


Profession conduct is expected and NO cell phones or PCs tuned in to anything but class topics. 

Course Topic/Dates/Assignments:

Week  Activity                   Date
 1        Intro & Chapter 1    10-22
          C2                           10-24
 2       C 3                          10-29
          Case 35                   10-31
 3       C4                           11-5
          Case 23                   11-7
 4       C5                           11-12
          Mid Term                11-14
 5       C6                           11-19 
          Written Case Due     11-21
 6        C7 Case 12             11-26
           C8 & 9                   11-28
 7         C10 Case 18          12-3
            C11                       12-5
 8         Final Exam             12-10
            Case Presentations 12-12 

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:

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


Attachments:
Management Department Case

MGMT Department Sample Case Format for MG-495

Requirements for all MG 495 Business Policy classes

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:9/28/2012 10:36:59 AM