MG495 Business Policy

for S2B 2013

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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.


MG 495 Business Policy


S2B 2013 BL


Becraft, Michael B.


Assistant Dean of the School of Business and Assistant Professor of Management


Doctorate of Management
Master of Arts in Financial Economics for Public Policy
Bachelor of Arts in Economics

Office Location

Park University at Fort Bliss, Building 616, Office 10-C

Office Hours

Monday/Wednesday, 1:00 - 4:45 P.M.

Daytime Phone

(816) 729-3210


Semester Dates

18 March 2013 - 12 May 2013

Class Days


Class Time

5:00 - 7:30 PM


EC 141, EC 142, EC 315, EN 306B, FI 360, MG 260, MG 352, and MK 351 or permission of instructor.

Credit Hours



Wheelen, T.L., & Hunger, J.D. (2011). Strategic management and business policy: toward global sustainability (13th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall. (ISBN 10: 0-13-215322-X, 13: 978-0-13-215322-5).

Note: There is also an eText of the book that can be obtained from:

Do NOT Purchase Any Textbook Version or Edition Not Stated Above as you will not have the proper cases to complete the class. Remember, it is solely your responsibility to obtain the correct textbook for this course before the course begins.

Textbooks can be purchased through the MBS bookstore

Additional Resources:
Advising - Park University would like to assist you in achieving your educational goals. Please contact your Campus Center for advising or enrollment adjustment information.

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 or call 800-927-3024
Resources for Current Students - A great place to look for all kinds of information

Course Description:
MG495 Business Policy: A series of business cases and materials dealing with a variety of problems confronting general management selected to illustrate the major areas of managerial concern: environmental opportunities and constraints, formulation of business policy, organization for business activity and marshalling of resources for achieving of the firm. 3:0:3 Prerequisites: EC141, EC142, EC315, EN306B, FI360, MG260, MG352, and MK351 or permission of instructor

Educational Philosophy:
The facilitator's educational philosophy recognizes each student individually addresses workforce-related problems  with varying pre-existing internal schema, skill-sets, and learning styles. Class activities and examples are generated to engage each of these learning styles and assess growth. Students are challenged on existing knowledge, latent knowledge is exposed, and new connections are derived.

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. Implement the components of the Strategic Management Model.
  2. Apply common tools in formulating business strategy.
  3. Incorporate stakeholder analysis in decision making processes.
  4. Effectively choose among the tools available to evaluate organizational performance.
Core Assessment:

All Park University courses must include a core assessment that measures the course's Core Learning Outcomes. The purpose of this assessment is to determine if expectations have been met concerning mastery of learning outcomes across all instructional modalities.  

For this course, the core assessment is a Comprehensive Final Examination to be administered in all sections of MG495.  This exam is worth at least 30 percent of the student's final grade and will test students' mastery of the Core Learning Outcomes (as listed on this syllabus) through definitions, essay, and/or multiple choice questions. 

 This core assessment is a CLOSED BOOK, CLOSED NOTES comprehensive examination that must be administered and proctored in the classroom and may not be given as a take-home examination. Students should not have access to the exam or its questions before it is administered. The duration of the exam can be no longer than two hours. 

 No calculators, computers, or materials other than a writing instrument may be used for the exam; this applies to all students, regardless of whether the exam is for on-line or face-to-face students. Completion of the exam is strictly individual; students may not work in groups to complete the exam. 

Link to Class Rubric

Class Assessment:

The class assessments will be comprised of eight weekly homework assignments, two case analyses, a midterm exam, the required senior exit exam, a required final exam, and class attendance/participation. The final exam will assess knowledge of the core learning outcomes and the instructor-added learning outcomes, including the ability to apply your knowledge of these outcomes.

Please note the Senior Exit Exam and Final Exam are two different required assessments. Students must take both.
The final exam in MG 495 is mandatory; failure to take the exam will result in a failure for the course.

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. Your weekly homework assignments will help you develop skills appropriate to understanding how to implement strategic management in your organization.

  • Your textbook includes descriptions of various tools:
    • Porter's Five Forces – pp. 110-113
    • Miles & Snow's Strategic Types – p. 117
    • The Strategic Audit – pp. 163-165
    • The TOWS Matrix – pp. 182-185
    • The Boston Consulting Group Growth Share Matrix – pp. 221/22
    • The General Electric Business Screen Matrix – pp. 223-25
    • Miles & Snow's Cellular Organization – p. 288
    • Financial Analysis – pp. 366-369
Preparing Policy Cases - When writing a Business Policy case report, you are required to follow the Park University Management Case Format. This format is clearly spelled out in the Case Analysis documents we'll discuss in class. Please consult these documents and use them in preparing every case study.

Senior Exit Exam - 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.

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.

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.

Attendance/Participation - Attendance is recorded daily in accordance with Park University policy. In addition to routine attendance, active participation in class is expected. Further, some points are based upon "attendance quizzes" that will be randomly given throughout the course.

Extra Credit -
The instructor will provide one opportunity for extra credit (optional) within the 8-week term; the opportunity for extra credit will be announced once with a strict due date. The extra credit assignment will require exploring a precise concept in more depth than within our other class activities.






Weekly Homework Assignments



See course schedule & overview

Written Case Analyses (2)



See course schedule & overview

Midterm Examination 



Week 4

Senior Exit Exam (MFT or CPC)



Weeks 5 or 6

Final Examination



Week 8

Attendance and Participation



Every week




Grading Scale
90% - 100% = A
80% - 89%  = B
70% - 79%  = C
60% - 69%  = D
< 60%         = F

The course grade for students will be based on the overall average of homework and tests taken during the course in accordance with the weighting of the various requirements as stated in the syllabus.

All final exams in all School of Business courses will be comprehensive and will be closed book and closed notes. They will constitute 30% of the total course grade and will not be a take-home exam. They will be completed during the test week in the period designated by the registrar or by the Proctor in the case online courses. If calculators are allowed, they will not be multifunctional electronic devices that include features such as: phones, cameras, instant messaging, pagers, and so forth. Electronic Computers will not be allowed on final exams unless an exception is made by the Dean of the School of Business.

Late Submission of Course Materials:

Late assignments will not be accepted unless documentation has been submitted and approved by the instructor in advance. Recall that in our compressed eight-week schedule, students have limited time periods to complete each weekly assignment and early submissions are allowed. Delaying classwork until the deadline creates many opportunities for work, personal, or technology issues to interfere in your class success. Failure to complete the final examination will result in failure of the course per class policy.

Classroom Rules of Conduct:

  • Adhere to all components of the Park University Student Code of Conduct.
  • Follow all rules set by the Army for use of our classrooms (parking, food/beverage, etc.).
  • Class starts at 5:00 and ends at 7:30 p.m. Monday and Wednesday of each week; attendance is based upon the entire class period.
  • Always be prepared for class, bringing any materials needed for note-taking or class activities.
  • Students are responsible for maintaining an environment free of distraction. Cell phones, computers, and other technology should have sound turned off or to a mode that will not disturb other students. Phones cannot be used inside the classroom.
  • When using technology such as computers or tablets in class, stay on class-related tasks only. 

Course Topic/Dates/Assignments:

 Dates Reading
Due Dates

 March 18/20
 Chapter 1 - Basic Concepts of Strategic Management
 Chapter 12 - Suggestions for Case Analysis
 March 20 - Homework 1
 Register for Senior Exit Exam

 March 25/27
 Chapter 2 - Corporate Governance
 Chapter 3 - Social Responsibility & Ethics in Strategic Management
 March 25 - Homework 2
 Register for Senior Exit Exam

April 1/3
 Chapter 4 - Environmental Scanning and Industry Analysis
 Chapter 5 - Internal Scanning: Organizational Analysis
 April 1 - Homework 3
 April 3 - Case Study 1
April 8/10
 Chapter 6 - Strategy Formulation: Situation Analysis and Business Strategy

 April 8 - Homework 4
 April 10 - Midterm Assessment
April 15/17
 Chapter 7 - Strategy Formulation: Corporate Strategy
 Chapter 8 - Strategy Formulation: Functional Strategy and Strategic Choice 
 April 15 - Homework 5
 April 15 - April 26
Senior Exit Exam

April 22/24
 Chapter 9 - Strategy Implementation: Organizing for Action
 Chapter 10 - Strategy Implementation: Staffing and Directing
 April 22 - Homework 6
 April 15 - April 26
Senior Exit Exam
April 29,
May 1
 Chapter 11 - Evaluation and Control  April 29 - Homework 7
 May 1 - Case Study 2
May 6/8
 Final Exam and Preparation
 May 6 - Homework 8
 May 8 - Final Exam

Student Survey: Please complete the student survey when available. It can be found by clicking on Student Survey on the Park University homepage. It is very important that we hear from you concerning your suggestions for improving this course.


Academic Honesty:
Academic integrity is the foundation of the academic community. Because each student has the primary responsibility for being academically honest, students are advised to read and understand all sections of this policy relating to standards of conduct and academic life. Park University students and faculty members are encouraged to take advantage of the University resources available for learning about academic honesty ( or Park University 2012-2013 Undergraduate Catalog Page 97

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 2012-2013 Undergraduate Catalog Page 95
Documents you have prepared for (or submitted in) other classes or previous attempts at this course are not permitted in this class as "non-original work". In all assignments be sure to provide the proper citations and sources following the APA Manual requirements.

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 2012-2013 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: .
NOTE: Accommodations made under the ADA are not retroactive and instructors cannot provide accommodations without authorization; please request accommodations immediately if medically necessary.

Additional Information:
This course requires the use of the APA (American Psychological Association) format, as have your previous School of Business courses at Park University. There are two common resources used by students when learning and practicing APA format:

APA Manual 6th Education (book):

American Psychological Association (2009). Publications manual of the American Psychological Association (6th ed.). Washington, DC: Author.

Purdue's OWL (Online Writing Lab) website:

The Writing Lab. (2013). The Purdue OWL: APA style. Retrieved from

Requirements for all MG 495 Business Policy classes


CompetencyExceeds Expectation (3)Meets Expectation (2)Does Not Meet Expectation (1)No Evidence (0)
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 
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. 
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. 
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. 
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 
*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                                                                                                                                                                                                                                             
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 
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 


This material is protected by copyright and can not be reused without author permission.

Syllabus components may change under exceptional circumstances during the term.

Last Updated:2/15/2013 2:42:13 PM