MG 495 Business Policy
S1AA 2008 LC
Allen, Robert E.
Professor of Management and Human Resources
B.S. in Business Administration, SUNY at BuffaloMBA, SUNY at BuffaloPh.D. in Management, SUNY at Buffalo
8002 Corinth Drive, Corpus Christi, TX 78413
January 14 to March 9, 2008
4:45 - 7:25 PM
EC141, EC142, EC315, EN306B, FI360, MG260, MG352, and MK351 or permission of instructor
Fred David, Strategic Management: Concepts and Cases, 11th ed., Upper Saddle River, NJ: Pearson/Prentice-Hall, 2007, ISBN 0-13-186949-3
Textbooks can be purchased through the MBS bookstore
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Strategic management involves the activities of the firm intended to answer three basic questions: Where are we as an organization at the present time? Where do we want this organization to go? And, how are we going to move the organization from where we are today to where we want it to be in the future? Unlike your other classes that focused on the various functions of the organization such as accounting, finance and marketing, strategic management requires an overall organizational perspective. Strategic management takes place at the highest level of the organizational hierarchy.
A strategy is like a game plan in sports. It represents the organization’s approach to gaining and maintaining a competitive advantage. A competitive advantage is when a firm generates profits greater than the average in the industry in which it operates and then sustains this level of profitability over time. Organizations able to do this have an advantage over the other firms in their industry. Above average profits will make them more attractive in capital markets. It also helps ensure that the resources (e.g., financial, technological, R & D, human capabilities) needed to take the steps necessary to maintain their competitive position will be available. If businesses operated in a static environment, it would be necessary to establish a firm’s strategy once and then just implement it. However, the business environment today is extremely dynamic. Changes in areas such as social conditions, technology, information processing, consumer tastes, and global politics and economics shape the conditions in which businesses operate and determine what organizations need to do in order to develop a competitive advantage. As a result of these discontinuities in the business environment, today’s organizations need to be thinking strategically on an on-going basis.
The purpose of this class is to study the strategic management process. This process is implemented at the top management level of the organization. It includes the activities by which organizations determine how they are going to develop and maintain a competitive advantage. The question “where are we today” is answered by strategic analysis. Through strategic analysis, businesses review their goals, examine the industry in which they operate, and evaluate their strengths and weaknesses. To determine “where do we want to go,” organizations formulate strategy. A strategy represents a set of decision the organization makes concerning how it intends to secure its competitive advantage, or in other words, achieve its objectives. Strategy formulation involves the establishment of specific goals the organization intends to achieve and examines alternative ways of achieving those objectives. Strategy implementation addresses the “how are we going to get there” question. For strategic decisions to influence the outcomes of the organization, the must be effectively implemented. To do this, organizations need to be properly structured, resources need to be effectively allocated, compatible values need to be in place, and mechanisms for change established and made operative. The assumption underlying this course is that the likelihood that organizations will be successful will be enhanced if they systematically engage in the strategic management process by performing strategic analysis, strategy formulation, and strategy implementation activities on an on-going basis.
My intention is to offer you a rigorous course through which you will acquire the subject matter knowledge needed to be an effective manager. Because everyone does not learn in the same way, I will employ a number of different approaches. In addition to reading the textbook, we will utilize on line discussions, in class discussions, oral presentations with visual support. We will view videos, perform on-line research, and utilize computers. Because I believe that learning is best promoted by “doing,” I have designed a course that relies heavily on the use of case studies. The work we do will be handled individually and in small groups. By taking this course, your will be exposed to the up-to-date relevant information needed to perform effectively as a manager.
However, becoming an effective manager involves more than acquiring knowledge. It also involves the acquisition of attitudes and skills sets needed to effectively perform the wide range of tasks performed by managers in contemporary organizations. Although having a strong knowledge base is essential to managerial success, it is not enough. You also have to have good problem solving skills, verbal and written communications skills, a dedication to high quality work, and the ability to think critically. Therefore, it is part of my responsibility to provide you opportunities to develop these critical skills. I have designed a class that will demand your time and attention. It will push you to work hard and to develop new understanding as well as new skills.
We have a shared interest. Both you and I want you to leave this class better prepared for life, in general, and career success, in particular. I will be thorough in my review of your work and objective in its evaluation. I will be available to you in class, by telephone or by the use of e-mail. I will come to class prepared so that we don’t waste any of your time. I am committed to work hard to ensure that the objectives of the class are met.
As you well know, it takes mote than a good professor to have a good class. The commitment of students to the course’s success is also necessary. Just like you have expectations of me, I have expectations of you. I expect you to attend class, arrive on time, and to stay for the full amount of time for which it has been scheduled. I expect you to complete reading assignments prior to the class for which they have been assigned. I expect you to be rigorous in your work and thorough when completing class assignments. I expect you to pay close attention to the syllabus so that you can keep track of when we are having classes and when assignments must be submitted. I expect you to be respectful of both your classmates and me. I expect you to participate fully in classroom activities. Most of all, I expect you to THINK. Think about the meaning of the readings. Think about assignments and the learning that they have been designed to encourage. Think about what you need to do in order to take full advantage of your college experience. Think about what it means to be a successful manager. You can’t take this class on autopilot. To be successful, you need to be fully engaged in the learning process. It is your responsibility to help make this class one of the best in your college experience.
At all times you must remember that this is an eight-week course. This doesn’t mean that we will only cover one-half of the material found in a traditional sixteen-week course. It means that we have to do everything twice as fast. Double time, all of the time.
If you live up to your responsibilities and I live up to mine, we should have a great semester.
Learning Outcomes: Core Learning Outcomes
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 RubricClass Assessment:
A: 540 to 600 points
B 480 to 539 points
C: 420 to 479 points
D: 360 to 419 points
F: Fewer than 360 points
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 and Management 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 and Management.
Classroom Rules of Conduct:
Date Topics to be covered Assignments and due dates
Jan 14 The strategic management process David, Ch. 1
Jan 16 The strategic management process David, Ch. 2, and "How to
Prepare and Present a Case Analysis, David, p. 360
Jan 21 External assessment David, Ch. 3
Jan 23 External assessment
Jan 25 Internal assessment David, Ch. 4
Jan 28 Internal assessment Environmental scanning case
Feb 4 Strategic alternatives David, Ch. 5
Feb 6 Midterm examination
Feb 11 Strategic alternatives Five forces assignment
Feb 13 Strategic alternatives David, Ch. 6
Feb 18 Strategy implementation David, Ch. 7
Feb 20 Strategy implementation David, Ch. 8
Internal assessment case
Feb 25 Strategy evaluation David, Ch. 9
Feb 27 Second exam
Mar 3 Strategy evaluation SWOT analysis
Mar 5 Core competency exam
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 2007-2008 Undergraduate Catalog Page 85-86
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. Park University 2007-2008 Undergraduate Catalog Page 85
Attendance Policy:Instructors are required to maintain attendance records and to report absences via the online attendance reporting system.
Park University 2007-2008 Undergraduate Catalog Page 87-88
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 .
Last Updated:12/6/2007 10:29:29 AM