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MG 495 Business Policy
Harrison, Martin T.


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 (Hybrid Class)

Semester

F1L 2012 WTH

Faculty

Harrison, Martin T.

Title

Senior Adjunct Instructor

Degrees/Certificates

BA, St Michael's College, Winooski, VT
MBA, University of Missouri, Columbia, MO

Office Location

United Country-LeMay Realty, Knob Noster, MO

Office Hours

By Appointment

Daytime Phone

660-563-6000

Other Phone

660-909-8036

E-Mail

martin.harrison@park.edu

mharriso@iland.net

Semester Dates

August 20, 2012 - October 14, 2011

Class Days

Tuesday

Class Time

4:55 - 7:55 PM

Prerequisites

EC141, EC142, EC315, EN306B, FI360, MG260, MG352, MK 351

Credit Hours

3


Textbook:

STRATEGIC MANAGEMENT AND BUSINESS POLICY (13th Edition)
Thomas L. Wheelan and J. David Hunger
Pearson/Prentice Hall 2012
ISBN 978-0-13-215322-5

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:

Specific written guidance as to the conduct of this blended class will be provided by the instructor during the first class session.  In addition, the instructor will be provided supplement materials on an "ad hoc" basis and in response to real business scenarios that are currently playing out on the world scene.  As an example, the class may focus on business decisions as it relates to the current budget crises or debt ceiling.

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Course Description:
Business Policy is the capstone class for all undergraduate business majors.  The primary goal of this course is to give business majors the opportunity to integrate all the functions of business by focusing on case analysis with an emphasis in long term stragetic planning.  Students will study a series of business cases and materials dealing with a variety of problems that confront general management and organizational leadership in today's global market.  Cases selected for development will illustrate the major areas of managerial concern including environmental opportunites and constraints, formulation of business policy, organization of business activity and the marshalling of resources for achieving the firm's strategic goals.
Prerequisites: All students enrolling in this class must have completed all listed prerequisites.  

Educational Philosophy:
As this class is the capstone course for undergraduate business majors, students should be prepared to assume an active role in the leadership and conduct of this class.  While the traditional lecture environment will still have place in this class, students should be prepared to be engaged in an interactive dialogue that places emphasis on critical analysis of real world companies and real world stituations.  The instructor will expect the students to develop their case assignments beyond the scope of the materials provided by the text's authors.

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 and explain the Boston Consulting Group (BCG) model
  2. Explain the relationship between mission statements, vision statements and corporate strategies.
  3. Define SWOT and explain why it is a critical process used in both external and internal enviornmental scanning.
  4. Define the concept of business ethics and link the role corporate stakeholders play in a corporation's commitment to operating business practices that are govern by business ethics.
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:

1.  Class Assignments:  Students are responsible for the completion of all reading assignments prior to class.  Prior preparation is paramount for the development of meaningful classroom discussions.  Cases will be assigned and will be the basis for class led discussions and lectures.
2. Threaded Discussion Questions:  Students will particpate in weekly threaded discussions on pre-selected  topics that are directly linked to the weekly material.   A separate handout will be provided to outline the threaded discussion rules.
3.  Individual Case:  Each student will be required to complete an individual case with primary emphasis on SWOT analysis.  Details will be provided during the first two class sessions. 
4.  Team Comprehensive Case:  The comprehensive case will require a formal oral presentation and a written summary.  Students will be assigned to a case analysis team based on the number of enrolled students.  Each team will be allowed 60-75 minutes for their formal presentation.  Students will be required to develop their cases using a wide variety of resouorces and are not expected to limit their efforts to the text only. 
4.  Final Exam:  A single exam (all essay) will be administered during the last week of class and will cover the core learning objectives.  Students will be expected to demonstrate clear and comprehensive knowledge of the core learning objectives as outlined in this sylabus.  The exam will be completed by arrangement with the Whiteman Campus Center for a proctored . 
5.   Park University’s School of Business has the implemented a Major Field Test (MFT) to assess the Business program.  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.

 

Grading:

Written Final Exam---------------300 points
Classroom Participation----------   60 points
ETS------------------------------  40 points
Threaded Discussions-------------200 points
Individual Case (SWOT)----------200 points
Team Comprehensive Case-------200 points
 
Total Points-----------------------1000 points

 

90% and above         (900+ pts)          A

80%-<90%               (<900-800 pts)   B

70%-<80%               (<800-700 pts)   C

60%-<70%               (<700-600 pts)   D

less than 60%             (<600 pts)          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:
Except for extraordinary reasons that are discussed with the instructor (prior to due date), all late assignments will receive a full letter grade deduction

Classroom Rules of Conduct:

A.  Class particpation is required.  Forty (40) hours of contact time are required for satisfactory completion of each course. Faulty are required to provide forty (40) hours of contact time and students are expected to receive forty (40) hours of instruction.  In the hybrid format, this class will meet no less than 24 contact hours with additional hours provided in the threaded discussion format.
B.  Classes misssed for legitimate reasons (illness, death of family member, work assignments, TDY, or deployment) are excusable; however, students must inform the instructor or University office prior to the absence and must make up missed coursework. Missed classes due to taking ordinary leave or vacation are not considered excused absences.
C.  Students are expected to come to all classes and be on time.  Roll will be checked each class meeting.  
D.  Students are  responsible for the content of classroom presentations.  If absent, students must obtain class notes from another student. (Instructor will posted PowerPoint presentation or other notes, as applicable, the eCompanion site at www.parkonline.org.  Notes will be posted NLT midnight Sunday following the class.) 

Course Topic/Dates/Assignments:

Week 1   Intro and Chapters 1-2
Week 2   Chapters 12, 3
Week 3   Chapters 4-5
Week 4   Chapters 6-7
Week 5   Chapters 8-9
Week 6   Chapters 10-11
Week 7   Review of Core Learning Objectives and Comprehensive Examination
Week 8   Case Presentations
 
SPECIAL NOTE:  Given the military environment and high tempo levels of squadron activities, the instructor will make every effort to provide class room time for case teams to work on their case assignment.  At a minimum, instructor will provide 1 hour of class room time starting in Week 3 for team and individual case analysis preparation.

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:8/4/2012 12:26:49 PM