Select Page
  

I need about 10 or more pages, double space. Can you follow the last page in the Syllabus, “Final CSU Strategic Plan Research Project Outline & Format”, I have downloaded. I need Cover Page, Table of Contents, Case Abstract. I did the Introduction portion you can read and piggy back from there. Then, Mission & Vision, External Audit/Assessments, Internal/Assessments, Strategy Formulation, Strategy Implementation, Strategy Evaluation and Conclusion.
management_syllabus.docx

strategic_management_final_paper.docx

Don't use plagiarized sources. Get Your Custom Essay on
MGMT4890 CSU Chicago State University Strategic Plan Assignment
Just from $10/Page
Order Essay

Unformatted Attachment Preview

CHICAGO STATE UNIVERSITY
COLLEGE OF BUSINESS: DEPT OF MANAGEMENT, MARKETING & INFO SYSTEMS
SYLLABUS – MANAGEMENT 4890.51: BUSINESS POLICY & STRATEGY. ONLINE SPRING 2019
Course Number: MGMT 4890 Title: BUSINESS POLICY & STRATEGY
Semester Hours: 3.0
Term/Year: SPRING 2019
Instructor: Dr. Wolanyo Kpo
Office: BHS 409/435 Office Phone: 773-995-3946 Main Office: 773-995-3978
Office Hours: Open On-Line interactions/consultations CSU Email: [email protected]
Communication: (1) Email (2) Moodle (3) mymanagementlab
Certification: Opportunities to prepare & take certification exams available. Discuss your career interests with instructor.
COURSE PREREQUISITES: Admitted major or minor; Completion of business core courses; senior standing ONLY;
or consent of department chairperson.
COURSE DESCRIPTION: BUSINESS POLICY AND STRATEGY (MGMT 4890; 3.0 Credits). This is the
capstone course of the business curriculum. It integrates knowledge of all business functional areas and focuses on
industry analysis, company analysis, global competition, and the design and implementation of business/corporate
strategy to meet environmental challenges.
CLASS FORMAT: This course is an online (MGMT 4890.51) course. An on-line course implies computer and on-line
access. You must avail yourself of both. Taking an on-line course via distance learning is experientially different from
your orthodox classroom experience although the learning outcomes are comparable and consistent. This course is
designed to provide you with various tools to meet course objectives and acquire the requisite skills. All readings,
activities, and assignments are designed to meet the student learning outcomes of this course. Students will interact: (1)
with the instructor; and (2) peers/classmates, jointly or severally from the comfort of your individually designed
study/workspace.
NOTE: Each student must (1) logon; (2) sign onto Mymanagementlab; and, (3) post your resume to the instructor within
first week of class, else the student is marked as “non-attending student” and may be dropped from the course.
To receive a final grade in this course requires students to show proficiency in the following ways:
(1) DISCUSSIONS: Under direction of instructor, participate in discussions (theory, application, and case analyses);
(2) TESTS: Take all chapter on-line tests in the available test windows. No extensions granted!
(3) CSU CASE STUDY: Submit a final report (WRITTEN ONLY) outlining a 5-year strategic plan for Chicago
State University to address current challenges in enrollment, retention, graduation, graduate/professional school
enrollment, and professional certification rates. Mandatory format and outline are presented at the end of this
syllabus.
STUDENT LEARNING OUTCOMES (SLOs): Students have the final opportunity to review, practice, & recap the
principles and skills acquired based on learning outcomes in Accounting, Finance, Management, Marketing, &
Management Information Systems (MIS) in this capstone course. Students get assessed using an independent external
standardized national outcome standard – the ETS MFT-Business Exam.
Based on AACSB & ACBSP standards, industry advisory board members, human resources professionals, alumni, and
using comparable institutions of higher learning as benchmarks, students will demonstrate the following competencies:
SLO 1: Apply knowledge of business strategic concepts and operations in making strategic corporate decisions.
SLO 2: Apply knowledge of the activities of business (for profit and non-profit organizations), and of the global
environment (the major economic, legal, political, social and cultural forces and their influences) in which they operate.
SLO 3: Identify problem areas in global settings and solve them by applying appropriate business strategies.
SLO 4: Identify, discuss/defend organizational decisions effectively through written and oral communication.
SLO 5: Interpret quantitative & qualitative data for purpose of decision making.
Page 1 of 11
COURSE OBJECTIVES:
After this course, the final student project, Strategic Plan for Chic ago State Uni versit y, should reflect the
student’s ability to:
1) Identify internal/external stakeholders.
2) Research historical data on a subject.
3) Monitor progress towards goal attainment.
4) Evaluate progress towards goal attainment.
5) Analyze an organization’s external and internal environments.
6) Develop a strategic plan and strategy implementation process for a business organization.
7) Evaluate complex situations, identify key issues, make a decision concerning issues, and defend each decision.
8) Evaluate development and implementation of a strategic plan for CSU through the use of cases.
9) Demonstrate communication through a professional presentation by integrating concepts CSU courses.
LEARNING METHODS: Six-learning methods will create the framework for learning that integrates student
experiences and contemporary issues. Led by the instructor, students will individually and collectively through teamwork,
utilize all six levels of learning identified by empirical research:
1.
Knowledge – recall and memorization.
2.
Comprehension – ability to paraphrase and interpret information in one’s own words.
3.
Application – use knowledge in a new situation.
4.
Analysis – break down knowledge into parts and show interrelationships.
5.
Synthesis – bring together parts of knowledge to form a whole.
6.
Evaluation – make judgments on the basis of given criteria.
ASSUMED TECHNICAL COMPETENCIES: By enrolling in this on-line course, it is assumed that students already
have the competency to do the following at a minimum:
1) Use links to access information on the world wide web (internet).
2) Have capacity to text information using smartphone.
3) Navigate Moodle, navigate mymanagementlab and use discussion boards.
4) Send and receive attachments by e-mail
5) Create and submit files using Microsoft Word processing, PDF, and Excel spreadsheets
6) Create, edit, and present using PowerPoint
EVALUATION/ASSESSMENT MEASURES: No make-ups, No late assignments, No closed tests will be reopened. Official class withdrawal is a student responsibility, else an automatic F grade is awarded otherwise. Progress
report grades may be submitted at University-determined/required time intervals during the semester. Cheating &
plagiarism has serious CSU disciplinary consequences. All the following assessment indexes will be used in both
formative and summative evaluations. All assessment components must be attempted for final class grade, F grade
otherwise.
(1) DISCUSSIONS: Participate in discussion forum (theory, application, and case analyses);
(2) MYMANAGEMENTLAB ON-LINE TESTS (50%): Take all chapter on-line tests on time. That means tests will
NOT be reopened for any personal reasons. All tests are available in mymanagementlab ONLY!
(3) CSU CASE STUDY WRITTEN REPORT (50%): Submit a final written report outlining a 5-year strategic plan for
Chicago State University to address recruitment/enrollment, retention, graduation, graduate/professional school
enrollment, and professional certification rates. Late reports will not be graded.
MYMANAGEMENTLAB ON-LINE TEST & CSU CASE STUDY GRADING SCALE:
SCORES PERCENT (%)
GRADE
GRADE POINT
80-100
A
4.0
70-79
B
3.0
60-69
C
2.0
50-59
D
1.0
< 50 F 0.0 Page 2 of 11 (i). Final Grade is the average of all evaluation/assessments above. (ii) Final Grades will be posted according to CSU schedule. No email or phone grades will be provided. INCOMPLETE GRADES: An incomplete grade is not considered unless all of the following 3 criteria are met: 1) An approved request in writing is submitted to instructor prior to last two weeks of class, 2) At the time of request, all assignments, tests, and homework were completed; 3) At the ti me of request, t he student has a grade of C (70%) or higher. STATEMENT FROM ABILITIES OFFICE: Students with a disability who require reasonable accommodations to fully participate in this course should notify the instructor within the first two weeks of the semester. Such students must be registered with the Abilities Office which is located in the Cordell Reed Student Union Building, Room 198. The telephone number is 773.995.4401. Accommodations may be requested at any time, but they are not retroactive. PLAGIARISM AND ACADEMIC MISCONDUCT : ‘Academic misconduct includes but is not limited to cheating, encouraging academic dishonesty, fabrication, plagiarism, bribes, favors, threats, grade tampering, nonoriginal work, and examination by proxy. Procedures regarding academic misconduct are delineated in “Student Policies and Procedures” article X, section 2. If an incident of academic misconduct occurs, the instructor has the option to notify the student and adjust grades downward, award a failing grade for the semester, or seek further sanctions against the student.’ Any opportunity for resubmission of a rejected work is at the sole discretion of the instructor based on the circumstances. Cases of academic dishonesty may be reported to the Judicial Affairs Office for resolution. Please note the following common types of academic dishonesty: Cheating: Students receiving or giving unauthorized assistance on a quiz, test, exam, paper, or project or unauthorized use of materials to complete such; collaborating with another person(s) without authorization on a quiz, test, exam, paper, or project; taking a quiz, test, or exam for someone else or allowing someone else to do the same for you. Plagiarism: Students submitting work in which words, facts, or ideas from another source are used without acknowledging that the material is borrowed whether from a published or unpublished source. For specific information on how to document information from other sources, students should check with their instructors, academic departments, or a recognized writing manual, such as the APA. Instructor may use Turnitin.com (http://www.turnitin.com/static/index.html) to assist in determining the originality of a disputed student submission. Fabrication: Students listing sources in a bibliography that one did not actually use in a written assignment; presenting false, invented, or fictitious data/evidence in a written assignment. ACADEMIC WARNINGS: Student progress is monitored throughout each semester, and progress indicators are posted to Moodle / CSU X-Press during the 5th, 9th, and 13th weeks of the semester, as listed in the Academic Calendar. Instructors and academic advisors usually communicate with students if problems arise, but it is the responsibility of the student to check, and to take immediate action when necessary to improve the grade. If you receive “SP” (satisfactory progress), you are on track to successfully complete the course. Otherwise, if there are issues related to, missing assignments, exams, and/or limited progress, please contact the instructor and your academic advisor as soon as possible. REQUIRED TEXTBOOK & READINGS TEXTBOOK: David, F.R. & David F. (2017) Strategic Management: A Competitive Advantage Approach, Concepts & Cases. 16th Ed. Pearson, Upper Saddle River, NJ. The required textbook is BUNDLED (although can be purchased separately) with a companion student development/learning/study guide. It is an absolute requirement to have this textbook bundle for readings, preparation and on-line test taking. You must purchase textbook with accompanying mymanagementlab by end of week #1 of class for success. 14-Day trial use is available (See below). Page 3 of 11 READINGS: 1. www.strategyclub.com templates and links for preparing and performing professional case analyses and reports. 2. David, F.R. & David, F.R. (2010). “What are Business Schools Doing for Business Today”? Are Business Students Learning What Employers Need? http://www.checkmateplan.com. 3. Eileen Ambrose (2015). “Kick-Start Your Career. Consider These Not-So-Common Paths To New Beginnings”.
AARP Bulletin. September 2015 Vol.56 No.7
4. McIntosh, C.R., Perrine, S.T., & Cirruzzo, C (2018). Great Second Careers. Good News: You can find success,
Security and Happiness After 50 with a New Job. AARP Bulletin. January-February 2018. Vol.59 No.1
PS:
Use available simulations (MyLab), mediashare, videos, cases pre-tests, post-tests, YouTube, and other support
materials in mymanagementlab for each chapter/section in your learning even if unassigned. They can only help you!
Although readings, assignments, and supplemental materials are not graded, they provide you with a holistic learning and
capstone experience for (i) personal development in business policy and strategy; (ii) preparation towards chapter tests;
(iii) preparation towards your final/capstone CSU report; (iv) developing ability to follow instructions, organize and
perform multiple and related tasks in a timely manner, even under pressure;
PPS: Your successive and cumulative drafts for each section (chapter) of your final report after textbook chapter reading
and tests should help you build (develop) your final report more comfortably. Prepare each draft as you complete the
textbook chapter and test. Else you will get confused, frustrated, and overwhelmed if you did not, but waited to write a
report at the end of the semester!
PEARSON MYMANAGEMENTLAB LOG-IN: Course ID = kpo65564
You must purchase access before you can use the course ID. Please follow instructions on the access card from publisher
as instructed below. You may miss a significant number of tests if you fail to purchase the bundled text book with
mymanagementlab by the first week of class. Purchase your package right away!
To register for MGMT 4890.51: POLICY & STRATEGY – SPRING 2019:
1. Go to www.pearsonmylabandmastering.com.
2. Under Register, select Student.
3. Confirm you have the information needed, then select OK! Register now.
4. Enter your instructor’s Course ID: kpo65564, and Continue.
5. Enter your existing Pearson account username and password to Sign In.
You have an account if you have ever used a Pearson MyLab & Mastering product, such as MyMathLab, MyITLab,
MySpanishLab, MasteringBiology or MasteringPhysics. If you don’t have an account, select Create and complete the
required fields.
6. Select an access option. Enter the access code that came with your textbook or was purchased separately from the
bookstore. Buy access using a credit card or PayPal account. If available, get temporary access by selecting the link near
the bottom of the page.
7. From the You’re Done! page, select Go To My Courses.
8. On the My Courses page, select the course name MGMT 4890.51: POLICY & STRATEGY – SPRING 2019 to start
your work.
To sign in later:
1. Go to www.pearsonmylabandmastering.com.
2. Select Sign In.
3. Enter your Pearson account username and password, and Sign In.
4. Select the course name MGMT 4890.51: POLICY & STRATEGY – SPRING 2019 to start your work.
To upgrade temporary access to full access:
1. Go to www.pearsonmylabandmastering.com.
2. Select Sign In.
3. Enter your Pearson account username and password, and Sign In.
4. Select Upgrade access for MGMT 4890.51: POLICY & STRATEGY – SPRING 2019.
5. Enter an access code or buy access with a credit card or PayPal account.
Page 4 of 11
WEEKLY COURSE SCHEDULE: MGMT 4890.51
WEEK
#
1
2
ISSUES/WHAT IS DUE?
REVIEW:
1. Syllabus
2. Mymanagementlab
Chapter 1: The Nature of Strategic Management
1. Send Resume to Instructor via Email. This must
be completed within 72 hrs (3days) into the
semester.
2. Complete Test 1
3. Draft Chapter 1 of CSU Case Study: Chapter
1: Introduction
Brief history of CSU. Set all the specific goals of
this report (based on the 6 CSU challenges). List
and provide a brief introduction to each specific 6
challenges faced by Chicago State University with
empirical data. You may reference these challenges
throughout the report/matrices where applicable.
3
4
Chapter 2: The Business Mission & Vision
1. C o m p l e t e T e s t 2
2. D r a f t C S U M i s s i o n & V i s i o n :
Chapter 2: Mission & Vision
Present the official mission and vision statements.
Analyze the Mission statement, identifying and
using the “9 criteria” for good mission statements.
Provide CSU Organizational structure
Chapter 3:External Assessment
Chapter 4: Internal Assessment
1. C o m p l e t e Test 3 (MyLab)
2. C o m p l e t e Test 4 (MyLab)
Draft Chapter 3 and Chapter 4 of CSU Case
Study:
ASSIGNMENTS
1. Download syllabus and
familiarize yourself with course
& related Pearson website
content.
2. Buy Textbook &
mymanagementlab
3. Signups: mymanagementlab
1. Complete the “Getting Started
with MyManagementLab” on the
Pearson MyLab Web site
2. Organize and plan your time
for the semester. Mark your
calendar with all due dates. Tests
will close as scheduled and will
not be reopened for any personal
reasons.
3. Complete Chapt.1 Simulation
on: “Organizational Structure”
(MyLab).
4. Video: Sykes Oral and Online
Presentations MC2
1. Read chapter
2. Complete Chapter 2 Video
(MyLab)
3 . Post any questions and
challenges/discussion on
CSU’s Mission/Vision
1. Read chapter(s)
2. Complete Chapter 3
Simulation: Adapting to the
Economic Environment
(MyLab)
3. Complete the Chapter 4
Video: Domino’s Pizza:
LEARNING OUTCOMES &
METHODS
Enrollment verification
Syllabus receipt validation
Enrollment Confirmation
Learning Outcomes
Expectations & introduction
SLO 1: Apply knowledge of
business strategic concepts and
operations in making strategic
corporate decisions.
SLO 3: Identify problem areas
in global settings and solve them
by applying appropriate business
strategies.
METHODS:
1. Knowledge – recall and
memorization.
2. Comprehension – ability to
paraphrase and interpret
information in one’s own words.
3. Application – use knowledge
in a new situation.
4. Analysis – break down
knowledge into parts and show
interrelationships.
5. Synthesis – bring together
parts of knowledge to form a
whole.
6. Evaluation – make judgments
on the basis of given criteria.
SLO 1: Apply knowledge of
business strategic concepts and
operations in making strategic
corporate decisions.
SLO 2: Apply knowledge of the
activities of business (for profit
and non-profit organizations),
Page 5 of 11
Chapter 3: External Audit/Assessments
Identify the major external Opportunities and
Threats of CSU. Construct the competitive profile
matrix (CPM) using 2 other
comparable/comparative universities.
Construct the external factor evaluation (EFE)
matrix.
Chapter 4: Internal Audit/Assessments
Identify the internal strengths and weaknesses of
CSU. Financial position (Only CSU budget,
appropriations, and expenditures are sufficient
here).
Construct the internal factor evaluation (IFE)
matrix. Prepare SWOT – advantages and
disadvantages of alternative strategies.
Provide SPACE, Grand Strategy, IE matrices.
Managing Marketing
Information (MyLab)
4. Review #2 – CSU External
Analysis
5. R e v i e w #3 – CSU Internal
Analysis
PS: If is sufficient to review only the Operating
Budget of CSU under “Financial Position” of your
report.
5
Chapter 5:Strategies in Action
Chapter 6: Strategic Analysis & Choice
1. Complete Test 5 (MyLab)
2. Complete Test 6 (MyLab)
Draft Chapter 5 and Chapter 6 of CSU Case
Study:
Chapter 5: Strategy Formulation
Recommend specific strategies and their specific
objectives/tactics for CSU. Develop the QSPM.
Make strategy choice/decision based on relevant
matrices and factors.
Chapter 6: Strategy Implementation
Describe for each of the following years, what
actions will be taken to meet annual goals and
approximate 5-year goal.
Year 1: What actions and will be taken and
implemented by whom, and when? What are the
policies to guide implementation?
Year 2: What actions and will be taken and
implemented by whom, and when? What are the
policies to guide implementation?
Year 3: What actions and will be taken and
implemented by whom, and when? What are the
policies to guide implementation?
1. Read the chap …
Purchase answer to see full
attachment

Order your essay today and save 10% with the discount code ESSAYHSELP