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MG 495 Business Policy
Hall, Simone M.


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

S1B 2013 BL

Faculty

Hall, Simone

Title

Adjunct Faculty

Degrees/Certificates

M.A. Management, University of Phoenix
B.S. Liberal Studies, Excelsior College

Office Location

Park University Classroom before and after class (Fort Bliss Campus)

Office Hours

Before and after class or by appointment

Daytime Phone

(915) 799-4976 (cell)

Other Phone

(915) 744-8379 (office)

E-Mail

simone.hall@park.edu

simone.m.hall.mil@mail.mil

Semester Dates

January 14, 2013 - March 10, 2013

Class Days

Friday Evening

Class Time

5:00 - 10:00 PM

Prerequisites

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

Credit Hours

3


Textbook:

Strategic Management & Business Policy:  Toward Global Sustainability, 13th Ed
Thomas L. Wheelen, University of Virginia
J. David Hunger, Iowa State University
Publisher: Prentice Hall
Copyright:  2012
ISBN 10: 013215322-X
ISBN 13: 978013215322-5


[DO NOT PURCHASE THE PAPERBACK OR PREVIOUS EDITIONS OF THIS TEXTBOOK AS THEY DO NOT CONTAIN THE CASE STUDIES WE WILL NEED FOR THIS CLASS] 

Textbooks can be purchased through the MBS bookstore

Additional Resources:

http://www.hoovers.com (Company Research)

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 instructor's educational philosophy is one of interactiveness through lectures, discussions, class presentation, case studies (individual and team), examinations, and argumentative debate are the basis for learning.  The instructor will engage each learner in interactive discussion to facilitate learning and encourage the lively exploration of ideas, issues, arguments, and theoretical concepts.

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 the importance of social responsibility and ethics in organizations
  2. Explain SWOT analysis and apply it to various organizations
  3. Assess the role and responsibilities of the Board of Directors in corporate governance.
  4. Assess a firm's corporate culture and how it impacts the success of a corporation's strategy.
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:

Detailed instructions for each of the assignments shown below will be posted in eCompanion prior to the week the assignment is due. Students should access and follow these instructions in order to complete each assignment. 
 
All assignments must be submitted through the "Dropbox" in the online course shell for grading.
 
The final course grade will be determined using the following measurements:
  • Homework Assignments
  • Individual Case Study -Case Study #2
  • Case Study #1
  • Case Study #3
  • Team Presentation - Case Study #7
  • Mid-term Examination
  • Final Examination
  • Class Participation - Students contributions and participation during the lectures, classroom discussion, and team presentation will be assessed using the following guidelines:
Assessment Rubric:
 
Assessment Exceeds Expectation(3) Meets Expectation(2) Does Not Meet Expectation(1) No Evidence(0)
Homework Assignments  
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
All discussion questions are completely answered with supporting textbook references.  Assignment was posted by the required due date.
 
 
 

 

Most of the discussion questions were answered correctely; however, no supporting textbook references were made. Assignment was posted by the required due date. 
 

 
 
 
Most of the discussion questions were answered however, answers some answers were incorrect or the textbook did  not support the answers provided.  Assignment was not posted by the required due date.
Most or all of the discussion questions were incorrectly answered; the assignment was not posted by the required due date.
 
 
 
 
 
 
 
Case Study
 
 
 
 
 
 
 
 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

Class Study results completely identifies the key elements of the case and provides a thorough review, and options to solve the problems of the organization.

Assignment was turned in by the required due date.
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

Case Study results nearly addresses all of the key elements of the case however, does not provide adequate options to solve the problems of the organization.

 
Assignment was turned in by the required due date.
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

 
Case study results  addresses some of the key elements of the case however, does not provide a thorough review of identify the problems facing the organization.

Assignment was not submitted by the required due date. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

Case study results does not address any of the key elements of the case, identify any of the problems facing the organization.

 
Assignment was not turned in by the required due date.
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Team Presentation (Case Study)
Outstanding presentation.  All members of the team participated, were well prepared, and demonstrated a clear understanding of the Apple, Inc. case. Exceeded the standards for all case objectives. 
Assignment was turned in by the required due date. objectvies

Good presentation.  All members participated in the presentation and demonstrated an understanding of the Apple Inc., case.  All case objectives were met.

Assignment was turned in by the required due date.

Average presentation.  Most members participated in the presentation and demonstrated some understanding of the Apple, Inc. case.  Most of the case objectives were met. 

Assignment was not turned in by the required due date.

Poor presentation.  Team members did not demonstrate a clear understanding of the Apple, Inc. case.  The presentation failed to meet the case objectives.

Assignment was not turned in by the required due date.

Class participation    Outstanding participation.  Contributions are always substantive; reflect an exceptionally well prepared student; are thought-provoking, challenging, and persusasive Good participation.  Contributions are ususally substantive; reflect a thoroughly prepared student; offers good insights and often provides direction for the class. Adequate participation.  Contributions are sometimes substantive; reflect satisfactory preparation; are generally insightful and are sometimes challenging.

Unsatisfactory participation.  There is little or no contribution by the student; reflects an unprepared student; seldome provides anything substantive, challengin or productive for the class.

 

 
 
       

Grading:


Items/Assignment Points
Homework Assignments (16) 160
Class Participation (10%) 100
Individual Case Study #2 (15%) 150
Case Study #1 (4%) 40
Case Study #3 (4%) 40
Team Presentation Case Study #7 (8%) 80
Mid-Term Examination (20%)    200
Final Examination (23%) 230


Total Points Possible = 1000

Points Grade
900-1000 A
800-899 B
700-799 C
600-699 D
<599 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:

Assignments are late if they are not posted by 11:59 pm (MST) Thursday night; the night before Friday's class session.  Late assignments receive a 10% deduction for each day they are late.  Assignments more than four days late will not be accepted unless the student/learner and instructor have negotiated and mutually agreed upon an alternate submission date in advance.  Technological issues are not considered valid grounds for late assignment submission.

Classroom Rules of Conduct:

Students are expected to attend all class meetings and be on time, being habitually late is not acceptable.  Attendance is recorded at each class meeting.  If students are going to be absent, notification to the instructor is required; otherwise the absence will be recorded as unexcused.  After two unexcused absences, one letter grade will be deducted; after three unexcused absences, two letter grades will be deducted and after four unexcused absences students will be given a final grade of "F".  Academic dishonesty will result in immediate release from the course and a failing grade.  Non-attribution policy is in effect for all class meetings.  Please ensure to put cell phones in the silent or vibrate mode.  If the instructor observes you texting or answering your phone in class you will receive a 0 for that day.  Conduct that disrupts the classroom or learning environment will not be tolerated.
 
Students missing the final examination will have to present a written excuse and gain approval from the instructor (me) before being allowed to take a make-up examination.

Course Topic/Dates/Assignments:

Instructions for each of the assignments shown below will be posted in eCompanion prior to the week the assignment is due. Students should access and follow these instructions in order to properly complete each of these assignments.  

All assignments must be submitted through the "Dropbox" in the online course shell for grading.

Week              Textbook chapter                                               Assignments due Thursday by 11:59 pm (MST)
                                                                                                       
     1                  Read Chapters 1 & 2                                       Classroom Discussion.
                                                                                                     Homework:  DQ #1 & 3 (pg. 30)
                                                                                                     Case Study #1 (Section A, pg 1-7)
                                 
     
     2                 Read Chapters 3 & 4                                       Classroom Discussion.
                                                                                                    Homework: DQ #1 & 2 (pg. 86)
                                                                                                    Case Study #3 (Section A, pg 3-1)
    
     3                  Chapters 4 and 5                                             Classroom Discussion.
                                                                                                     Homework: DQ #2  (pg. 128)

     4                  Chapters 6                                                        Mid-Term Examination              
                            
     5                  Chapters 7 & 8                                                 Classroom Discussion.
                                                                                                     Individual Case Study #2
                                                                                                     (Section A, pg 2-1)

     6          
        Chapters 9 & 10                                                Classroom Discussion.
                                                                                                      Homework DQ # 1 & 5 (pg 296)

     7                  Chapter 11                                                         Team Case Study Presentation
                                                                                                      (Section A, pg 7-1)
                                                      
                          
     8                  Chapter Review                                                  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 .

Additional Information:

ETS MAJOR FIELD TEST IN BUSINESS  



Park University’s School of Business has 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.  


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.




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 

Copyright:

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Last Updated:12/4/2012 12:26:27 PM