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MG 495 Business Policy
O'Rourke, Vincent


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

S2QQ 2013 HIH

Faculty

O'Rourke, Vincent

Title

Associate Professor of Management

Degrees/Certificates

PhD, Business Administration (Management Policy/Information Systems)
MBA
BS, Accounting

Office Location

Bldg 180 Room 105

Office Hours

Monday, Wednesday, 1:00 – 3:00 PM or by appointment

Daytime Phone

801-777-9992

E-Mail

vorourke@park.edu

Semester Dates

03/18 – 05/12/2013

Class Days

-M-W---

Class Time

4:30 - 7:15 PM

Prerequisites

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

Credit Hours

3


Textbook:

Strategic Management and Business Policy, 13e, by Wheelen and Hunger, Pearson Prentice Hall, 2011. ISBN 978-0-13-215322-5

Textbooks can be purchased through the MBS bookstore

Additional Resources:

Managerial Thinking Concepts Handbook (posted in Doc Sharing)

Supplemental readings posted in Doc Sharing
Internet
Park University Library: 
http://www.park.edu/library/index.asp
Hill AFB and public libraries

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:
I expect  you, as adult learners, to fully participate and engage in the weekly assignments, activities, and facilitated discussions, including the discussion thread on the class web page.  It is your responsibility to read the theory and foundation of the subject in the textbook, and come to class prepared to discuss the weekly chapters.  I do not expect any students to memorize the subject matter and regurgitate it back; I am more interested in you understanding and being able to use the concepts presented. Participation in discussions is required, as well as other requirements posted on the class web page. You are expected to surf online or read current articles (periodicals or newspapers) that apply to the course and be prepared to discuss them.  My responsibility is to bring my experience in real-world application of the topic to the classroom, to introduce principles and practices as they apply to the subject, to engage each student in discussion, and to introduce you to the concepts of critical thinking. Each student will be a member of a small group ‘team' for class discussions, presentations, and case analysis; I hope that each team member will ensure that all team members participate fully in the group endeavors.  These requirements will provide the student with real-world experience in problem solving, decision-making, public speaking, and written communications; all of which are valuable elements of leadership and management in today's world.  Together, we will make a great educational team, working together to both learn and have fun.

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 basic systems theory, and how to apply it to leadership and managerial situations
  2. Discuss accounting, economics, finance, marketing, business law, and management principles as associated with business.
  3. Discuss probability, statistics, and the use of them in operations management.
  4. Discuss the use of information systems in business.
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:

Core learning outcomes and instructor learning outcomes will be assessed through case study analysis, strategic business analysis presentation (oral and written with research), a comprehensive final examination, and ACTIVE class participation that may include unannounced written or oral activities.  

Participation

In-class: During weeks 1 - 6, each individual student will receive a qualitatively based score, which is determined by the value of the participation to the class discussions; 5 points per week. (30 pts)

On-line: During the term, each student will receive a score which is determined by a rubric for on-line discussions; 20 points per week [weeks 1 – 6] or 30 points per week [weeks 7 – 8]. (180 points)

Program review lessons: During week 1, each student will conduct a 5 - 10 minute review lesson of one segment of the program principles. The lesson is not intended to teach anything; it is to review the important concepts. . This does not require a written report; however, please post your speaking notes or PowerPoint (if you prepare any) in DocSharing to remind me of your talk when I assign your grade, and for your classmates to review. (100 points)

 

Chapter overviews: During weeks 2 through 6, each student will prepare and present a 5-8 minute presentation (5 minutes maximum if you have half a chapter) to highlight the most important and the most challenging concepts in the chapter that you believe merit extra attention in class. The chapter overview should be designed to stimulate class discussion. This does not require a written report; however, please post your speaking notes or PowerPoint (if you prepare any) in DocSharing to remind me of your talk when I assign your grade and for your classmates to review. (100 points)

Case study analysis presentation:  This presentation should be 8-10 minutes total for both team members, outlining the key points of a case analysis and stimulating class discussion or debate. You are not to complete the full analysis with all solutions; rather, you are to present the key facts to set up the problem(s) with one or two analytical steps completed (might be easiest to show analysis on PowerPoint). The goal is to quickly summarize what the class needs to know to proceed with a class analytical discussion of the case. You will choose one date and case from the back section of the textbook. You may work in teams of two students.   (150 points)

Strategic Business Analysis:  This should be done on a company or other organization that is interesting for you. In consultation with the professor, you will choose a company to analyze using data available to you or to the public, such as a recent annual report and other documents from the company's website. The business analysis is an opportunity to demonstrate how well you can apply the techniques studied in MG 495 to evaluate an organization, its sources of sustainable competitive advantages, and its strategy. The report and presentation should include critical analysis and action-oriented recommendations that address issues you have discovered. You may work in teams of three students. The report should be as long as it needs to be to present the information concisely. The presentation should be 12-15 minutes total for the whole team. (200 points)

Major Field Test:  If this class is selected to take one of the tests administered by ETS or Peregrine, the test will be in accordance with the explanation of testing stated in the Additional Information section below. The School of Business has established a grading matrix to correlate the raw score to an equivalent percentage of the 40 points allocated for the test. If this class is not selected, a quiz will be given during week 6 in lieu of the national test. (40 points)

Final Examination The final (core assessment) exam is to be completed in class, using a Park University laptop computer. It is a closed notes, closed book exam and is composed of a mix of question types, including a mini-case to be analyzed in an essay format. (200 pts)

Extra credit: In this course, you have the opportunity toearn extra credit through submitting optional ‘Lessons learned’ comments each week. This will be explained in detail in the first week. The extra credits will only be counted if the total credit will be enough to boost the grade to the next higher letter grade.

Grading:

Graded items:

In-class participation               3%       (30 points)
Discussion thread                 18%     (180 points)
Program review                      10%     (100 points)
Chapter overview                   10%     (100 points)
Case analysis presentation    15%    (150 points)
Strategic business analysis    20%     (200 points)
MFT (or quiz)                           4
%       (40 points)
Core assessment                   20%    (200 points)
    Total                                  100%  (1000 points)

The final letter grade will be determined using the following rubric:
900 – 1000 points = A
800 –   899 points = B
700 –   799 points = C
600 –   699 points = D
    0 –   599 points = F (or 8 unexcused absences)

Grading impacts:
Did your response indicate that you followed directions?
Were the other team members satisfied with your participation?  (As team work has a team grade, they will have no problem reporting if you don't pull your share of the load! Group case reports and presentation scores will include points based on evaluation ratings from other group members. Twenty percent of the score on each report will be based on the rating of the other group members. The ratings will be based on participation and contributions to the group report.)
Did your response reflect 400-level work?  (spelling, grammar, appropriateness, clear expression, depth of material)
Did your class and online discussion responses indicate that you prepared for the class? (read text and any other outside readings/research)?

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.

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:
 

Initial response to the weekly discussion thread must be submitted no later than midnight on Thursdays; meaningful response to other students’ initial responses must be submitted no later than midnight on Sundays. Late responses that are trivial will receive a grade of zero points; late responses that are non-trivial can receive some credit.

 

A response to the weekly ‘lessons learned’ thread is not required; however, a meaningful response received before midnight Sunday may earn extra credit. The amount of extra credit is determined by the value of the response to the class.

 

Late assignments are not accepted without prior approval of the instructor.  Even with approval, points may be deducted for late assignments.  5% loss each day and after one week, late assignments will no longer be accepted.  If students have a medical or work related absence, they may be asked to provide proper documentation if any assignments were late.

Classroom Rules of Conduct:

1. Be prepared for class.  This course will consist of class discussion, small group discussion, group work, and some lecture.  Assigned reading will always be reviewed in class.

2. In-class participation is worth points, up to a total of 30 points.

CLASS ACTIVITIES CANNOT BE MADE UP IN THE CASE OF ABSENCE.

Course Topic/Dates/Assignments:

Week 1:   Introduction to the course and case study; program review

Assignments:  Read and follow instructions for week 1 on the class web site. You will be held responsible for reading the assignments before the first class; you should be prepared to question and discuss the assignments the first afternoon of class.

Class activities:  Discuss syllabus and assignment schedule; demonstrate eCompanion; discuss instructor learning objectives (program review); case analysis methodology, including analysis tools currently in use; investigate internet research; open class discussion and critique of a mini-case (case #27); establish class groups; have group meeting to set up responsibilities of members and ground rules for writing, editing, and presentation.

Week 2:   Introduction to strategic management and business policy

Assignments:  Read and follow instructions for week 2 on the class web site. You will be held responsible for reading the assignments before the first class; you should be prepared to question and discuss the assignments the first afternoon of class.

Class activities:  Discuss principles of corporate strategy, decision-making, governance, and social responsibility; present first three chapter overviews and discuss; present and discuss case #12(Google).

Week 3:  Scanning the environment

Assignments:  Read and follow instructions for week 3 on the class web site. You will be held responsible for reading the assignments before the class; you should be prepared to question and discuss the assignments the first afternoon of class.

Class activities:  Discuss principles of corporate strategy, decision-making, governance, and social responsibility; present and discuss case #19(Harley-Davidson).

Week 4:  Strategy formulation

Assignments:  Read and follow instructions for week 4 on the class web site. You will be held responsible for reading the assignments before the class; you should be prepared to question and discuss the assignments the first afternoon of class.

Class activities:  Discuss analysis of external and internal environments; present and discuss cases #24(Best Buy) and #32(Panera).

Week 5:  Strategy implementation and control

Assignments:  Read and follow instructions for week 5 on the class web site. You will be held responsible for reading the assignments before the class; you should be prepared to question and discuss the assignments the first afternoon of class.

Class activities:  Discuss types of strategy and fit of strategy to the environmental analysis; present and discuss cases #17(Chrysler) and #31(Wal-Mart).

Week 6:  Program principles review and testing

Assignments:  Read and follow instructions for week 6 on the class web site.

Class activities: Review principles of management, marketing, finance, accounting, economics, and business law; take Peregrine test.

Week 7: Strategic-management topics

Assignments:  Read and follow instructions for week 7 on the class web site. You will be held responsible for reading the assignments before the class; you should be prepared to question and discuss the assignments the first afternoon of class.

Class activities:  Discuss organizing, staffing, directing, and controlling; present and discuss case(s) #13(Yahoo!) [and #15(Marvel), depending on student count].

Week 8:  Core assessment

Assignments:  Read and follow instructions for week 8 on the class web site.

Class activities:  Review presented topics and study guide; complete final (core assessment) exam.


* Specific dates for each of the weekly activities will be posted in the course schedule on the eCompanion web site.

* The instructor reserves the right to revise, alter, or change this schedule for unforeseen or extenuating circumstances.

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 2012-2013 Undergraduate Catalog Page 97

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 2012-2013 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 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: http://www.park.edu/disability .

Additional Information:

Guidelines for case analysis are posted as a document in the doc sharing tab on the class web site.


The Managerial Thinking Concepts Handbook posted in Doc Sharing is the textbook for week one.


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 the test your best effort.


What is the test like? The ETS-MFT and CPC tests consist of multiple-choice questions, about half of which are based on short case-study scenarios. Questions employ materials such as diagrams, graphs and statistical data. Mathematical operations do not require a calculator. Most of the questions require knowledge of specific information drawn from material delivered in courses in marketing, management, finance and managerial accounting, or a combination of these. There are sample questions available in My Park at the bottom of Request for ETS-MFT Proctor e-form.




What happens next? The Park School of Business is using a random sampling system to assign capstone courses to the major field tests. You may take one, but not both of these assessments. Your professor will know and confirm if your class is scheduled for testing within the first week of the course. The assessment may be taken via proctored examination centers, taken online, or face-to-face in our course. These are typically administered during the 5th or 6th week of the course.


If you are required to take a proctored assessment, you can access the proctor request form through My Park. Click the Student (tab), and then click Request for ETS-MFT Proctor e-form link where detailed instructions are provided.Park University’s School of Business has begun the implementation of a major field test 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.



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:2/19/2013 4:43:30 PM