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MG 495 Business Policy
Offiong, Francis A.


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

F2Y 2012 MN

Faculty

Offiong, Francis A.

Title

Senior Assistant Professor - Adjunct

Degrees/Certificates

Ph.D. Higher Educational Leadership
MBA  Business Administration
B S   Business Administration

Office Location

3176  Jackson Avenue  Memphis TN 38122

Office Hours

4:00  -  4:55 PM  Th     or      TBA

Daytime Phone

901- 872- 4389

Other Phone

901- 416 - 5559 (OFFICE)  OR       (901)-547-2250  ( H )

E-Mail

francis.offiong@park.edu

Offiongf@mcsk12.net    Office

fojo171989@att.net       Home

Semester Dates

October 22, 2012   through  December 9, 2012

Class Days

----R--

Class Time

5:00 - 10:00 PM

Prerequisites

MG 365, MG 352, MG 260,  EN306B Etc

Credit Hours

3


Textbook:

Strategic Management: Concepts and Cases,
13th Edition, 2011

 Fred R. David:,

Prentice Hall

ISBN: 13 : 978-0136120988

 

Additional Resources:

  Millington Campus Library Resouces:
     Wal Street Journals
     Harvard Business Journals
     Local Newspapers

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 teaching methodology or style for this class is collaborative. The class lectures are also highly interactive and every student will be expected to participate. Student’s work life experiences will be explored for ideas and new knowledge.

 The class lectures will also be largely based on the course materials and textbook with additional resources that could enhance understanding of the concepts.  Some management cases will also be analyzed in class and as home work. When possible the students will be placed in small groups for discussions. 

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. Examine the nature of strategic management in the corporate world.
  2. Explain the conceptual frame work of strategic management
  3. Describe  the simple and straightforward approach to strategic planning.
  4. Identify the basic functions or activities that make up internal assessment of the strategic management process.
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:
 

INSTRUCTOR’S LEARNNG OUTCOMES ASSESSMENT.

The assessment method of student’s understanding of business policy and strategic issues in a given work environments will be centered on engaging students in active learning through group work, in class mini case analysis, discussions and learning to recognize business models and to practice how to formulate vision and mission statements for corporate entities. Value will be added to local businesses and strategic issues connecting them within a global context. These class activities and presenting information will be graded to enhance engagements in strategic management concepts for businesses.

  

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.

Major Field Test ( MFT)

The Major Field Test inbusiness 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 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.                                                                                                                                                   

This class will have two exams. A mid term and a final examination. These two exams will be in class. The final grade for this course from the exams, home work assignments , class exercises and presentations as well as ETS Major Field Test score.

As MG-495 is the capstone course for all Business/ Management majors, these students will often be selected to take this test. The test will be in class , close book closed notes exam and will be taken during the week 5 through 7 time frame. THIS TEST IS NOT THE FINAL EXAM for this course. You may use some of the blank sheets  of scratch paper during the exam, but all sheets must be turned into the instructors after completion of the exam period.

 

Grading:
 

Grade distribution will be:

Mid term exam                      200 points ……20%

Final exam                             300 points……..30%

Home work (3) cases             300 points ……30%

Class Ex. and presentation   160 points……  .16%

ETS Major Field Test             40 points ……...4%

 Total Points                            1000                  100%
 

Grading Scale

 900 ………….1000     A

800……………899     B

700……………799     C

600……………699     D 

0   …………….599     F  

The final grade for the course will be based on the overall cumulative points earned by each student as stated here in the syllabus.

 

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:
       It is important to note that an individual student is solely responsible for making an arrangement with the instructor to catch up with any MISSED homework or assignments. In situations where class examination dates interfere with student’s official work schedule, it will be the student’s responsibility to make adequate arrangement to take the test within a week and of course within the term of enrollment.
 Five or more points will be lost for ALL Late SUBMISSIONS of materials.

 

Classroom Rules of Conduct:
 

The business policy is an upper division course. Students are expected to be prepared always by reading in advance the chapter before the lectures . Students are also expected to fully participate in class discussions with respect for fellow students as well as respect toward the instructor. Faculty members are expected to dismiss from the classroom any student whose behavior is detrimental to the good order of the classroom. Orderliness is highly expected always for the good of the group and  for academics purposes.

Course Topic/Dates/Assignments:
 

Week 1 Chapter 1 Nature of strategic management; models concepts etc.

Week 2   Chapter 2 Business vision and mission, objectives, key terms, class exercise.

Week 3   Chapter 3 The external Assessment; class exercise. How to prepare and present

                               Case Analysis. Homework # 1

Week 4 Chapter 4 The internal assessment. Class exercise. Practice – Oral Presentation

                              of  Case Analysis.

Week 5   Chapter 5 Strategies in action. Mid term examination.  Home work #2.
               

Week 6 Chapter 6 Strategic analysis and choice. Reference- www.businessweek.com

                             Business articles on strategic planning:-  class exercise.

Week 7 Chapter 7 and 8 Implementing strategies:  - class experiential exercise. 

                                 Homework #3.   Final test review.

Week 8   Chapter 9  Course recap, class discussions and FINAL Examination.                    

            

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:10/22/2012 9:31:19 AM