Syllabus Entrance
Printer Friendly
Email Syllabus

MBA 695 Business Policy & Strategy
Adeinat, Iman 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

MBA 695 Business Policy & Strategy

Semester

S2P 2013 MB

Faculty

Iman Adeinat, PhD

Title

Adjunct Faculty

Office Location

Kansas City

E-Mail

iman.adeinat@park.edu

Semester Dates

March 18, 2013 - May 12, 2013

Class Days

----R--

Class Time

5:30 - 9:50 PM

Prerequisites

MBA 515, MBA 526, MBA 527, MBA 615, MBA 630, MBA 633 and MBA 674. or equivalent approved by Program Director

Credit Hours

3


Textbook:
Textbook: Strategic Management: Text and Cases (6th edition)

 
Authors: Gregory G. Dess, University of Texas at Dallas
            G. T. Lumpkin, Syracuse University
            Alan B. Eisner, Pace University
            Gerry McNamara, Michigan State University
Copyright year: 2012 McGraw Hill
ISBN: 0078029317

Additional Resources:

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:
MBA 695 Business Policy and Strategy: This course covers the integration of applied research for managerial decisions and actions that determine the long-urn performance of a corporation. Focus includes strategy formulation, implementation, evaluation, and control. Topics covered are: development of an integrated operations strategy, analysis of cases and completion of a major project involving research and investigations. Prerequisites: MBA 515, MBA 526, MBA 527, MBA 615, MBA 630, MBA 633 and MBA 674. or equivalent approved by Program Director. (Formerly MG 695)

Educational Philosophy:
Late work will NOT be accepted and no credit will be earned, unless a plausible and documented excuse is presented. Please contact me by email regarding any emergency.

Learning Outcomes:
  Core Learning Outcomes

  1. Define the term strategy.
  2. Explain the relation between mission, vision, strategy, goals, objectives, and tactics.
  3. Identify the variables in Porter's model for competitive advantage.
  4. Identify two alternative generic strategies for competitive advantage.
  5. Identify the stages in the development of international business.
  6. Identify the stages of the product life cycle.
  7. Identify the stages of the organization life cycle.
  8. Identify the classifications for products and services by the Boston Consulting Group (BCG) model.
  9. List and describe the classification of types of businesses in accordance with Miles and Snow's model.
  10. Perform financial analysis of a balance sheet and income statement to determine the liquidity, financial leverage, and return on investment.
  11. Develop three alternative strategies for the future direction of an organization.
  12. Analyze the use of human resources within the organization.
  13. Perform SWOT (Strengths, Weaknesses, Opportunities, and Threat) analysis of a business.
  14. Analyze an actual industry's potential for growth and expansion.


  Instructor Learning Outcomes
  1. Through critical thinking, make recommendations in case studies based on analyses using business theories and principles of strategic management.
  2. Learn how to manage an international manufacturing company in a simulated competitive environment through the use of a computer simulation.
Core Assessment:

Class Assessment:

Weekly Readings

Each week chapter(s) and case(s) from the text will be assigned as required reading. Each case offers the opportunity to evaluate strategic management concepts in a variety of real-world situations. Students are asked to read the case before class and participate in the case discussion.

Class/Case discussion

You are expected to be an active participant and contribute to the quality of the class discussion. Your participation will be evaluated based on attendance, quantity and quality of participation.

BSG Simulation

The class will be self-formed into teams. Each team will represent the top management team of a hypothetical company. The team will be responsible for operating an athletic footwear company that produces and markets both branded and private-label footwear and competes head-to-head against footwear companies run by other members of the class.

Each team is also responsible for a written report on interim situation analyses and a final oral presentation on the activities of your company. The interim paper you hand in should be an indication of your effort, understanding, and accomplishment of the assignment. Specific guidelines for the report and presentation are provided separately. Your grade for this simulation will be scored in terms of your company’s ending performance on key business measures (EPS 20%, ROE 25%, Stock Price 20%, Credit Rating 20%, and Image Rating 15%). 
 

Quizzes

After reading the assigned chapter(s) before the class meeting, each student is required to take a self-study quiz for that week’s readings. Each quiz contains multiple choice or true-false open-book questions. Be sure to complete the quiz before the class meeting when the chapter is scheduled to be discussed to earn credit for the quiz. All quizzes will be administrated on eCompanion. Late quizzes will not be accepted after its due date and time (NO exceptions are made).

ETS Major Field Test

The ETS Major Field Test is comprehensive outcomes assessments designed to measure the critical knowledge and understanding obtained by students in the business MBA major field of study. The ETS® Major Field Test for the MBA consists of 124 multiple-choice questions, 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 marketing, management, finance and managerial accounting, or a combination of these.

Grading:

 
 

Assessment

Weight

Participation

10%

BSG Simulation (total of 55%)

Simulation 

20%

Interim Report

20%

 BSG Quiz(s)

5%

Final Presentation

10%

Self-Study Quizzes

30%

ETS Major Field Test

5%

Total

100%

Late Submission of Course Materials:

Late submissions are NOT allowed, unless a plausible and documented excuse is presented. In cases of emergency - contact me by email as soon as possible.

Classroom Rules of Conduct:
 

You are expected to attend all class meetings and be there ON TIME.

Contributions to class discussion are strongly encouraged.
 

During classroom discussions please treat other students with courtesy, civility and respect.

No ringing cell phones or texting on cell phones during class, please turn your cell phones off and put them away.

Please allocate sufficient time for this class during the semester. Keeping track of the course schedule and sticking to it are very important.

Course Topic/Dates/Assignments:

This Course outlines a general guideline. Deviation may be necessary. Students are responsible for all announcements made in class or posted on eCompanion Course site.

 

Week: Date

Chapter(s)

Week 1: Mar 21

Week 2: Mar 28

1: Strategic Management: Creating Competitive Advantages

Week 3: Apr 4

2: Analyzing the External Environment of the Firm

Week 4: Apr 11

3: Assessing the Internal Environment of the Firm

Week 5: Apr 18

4: Recognizing a Firm’s Intellectual Assets: Moving beyond a Firm’s Tangible Resources

5: Business-Level Strategy: Creating and Sustaining Competitive Advantages

Week 6: Apr 25

ETS Exam

Week 7: May 2

6: Corporate-Level Strategy: Creating Value through Diversification

7: International Strategy: Creating Value in Global Markets

Week 8: May 9

8: Entrepreneurial Strategy and Competitive Dynamics

9: Strategic Control and Corporate Governance

Academic Honesty:
As a learning community, the University upholds the highest standards of academic integrity in all its academic activities, by faculty, staff, administrators and students. Academic integrity involves much more than respecting intellectual property rights. It lies at the heart of learning, creativity, and the core values of the University. Those who learn, teach, write, publish, present, or exhibit creative works are advised to familiarize themselves with the requirements of academic integrity and make every effort to avoid possible offenses against it, knowingly or unknowingly. Park University 2012-2013 Graduate Catalog Page 21-22

Plagiarism:

Plagiarism is the appropriation of another person's ideas, interpretation, words (even a few), data, statements, illustration or creative work and their presentation as one's own. An offense against plagiarism constitutes a serious academic misconduct.  Although offenses against academic integrity can manifest themselves in various ways, the most common forms of offenses are plagiarism and cheating. Plagiarism goes beyond the copying of an entire article. It may include, but is not limited to: copying a section of an article or a chapter from a book, reproduction of an art work, illustration, cartoon, photograph and the like and passing them off as one's own. Copying from the Internet is no less serious an offense than copying from a book or printed article, even when the material is not copyrighted.

Plagiarism also includes borrowing ideas and phrases from, or paraphrasing, someone else's work, published or unpublished, without acknowledging and documenting the source. Acknowledging and documenting the source of an idea or phrase, at the point where it is utilized, is necessary even when the idea or phrase is taken from a speech or conversation with another person.

Park University 2012-2013 Graduate Catalog Page 21


Attendance Policy:

Students must participate in an academically related activity on a weekly basis in order to be marked present in an online class. Examples of academically-related activities include but are not limited to: contributing to an online discussion, completing a quiz or exam, completing an assignment, initiating contact with a faculty member to ask a course related question, or using any of the learning management system tools. Park University 2012-2013 Graduate Catalog Page 26

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 .

Copyright:

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

Last Updated:3/9/2013 4:38:58 PM