Rubric Assessment
Rubric Name: MBA/MSHRM/MSL Discussion Grading Rubric - Timeliness v1
Criteria
Level 4 - Excellent Level 3 - Proficient Level 2 - Developing Level 1 - Emerging
4 points
Quality of Initial
Posting (first
discussion only)
Initial posting
reveals a clear
understanding of all
aspects of the
threaded discussion
question; uses factual
and relevant
information;
and demonstrates full
development of
concepts.
6 points
Responded to the
required number of
Quality of Responses
students and to the
to Classmates
professor, if
appropriate, for
every discussion.
Demonstrated
analysis of others’
3 points
2 points
1 point
Initial posting
demonstrates
legitimate reflection
and answers most
aspects of the
threaded discussion
question; full
development of
concepts is not
evidenced.
Initial posting
demonstrates some
reflection and
answers some aspects
of the threaded
discussion question;
Limited development
of concepts is
evident.
5 points
4 points
Responded to
almost all of the
required students
and to the professor,
if appropriate, for
every discussion.
Provided comments
and new
3 points
Responded to some
students and to the
professor, if
Did not respond to
appropriate, for every
any student or the
discussion. Little
professor.
depth in response;
agreed or
acknowledged one
1
Initial posting was
not on topic; the
response was
unrelated to
threaded discussion
question; and post
demonstrated only
superficial thought
and poor
preparation.
posts; extends
meaningful
discussions by
building on previous
peer posts and
offering alternative
perspectives.
3 points
Reference to
Refers to and
Supporting
properly cites either
Readings/Information
course and/or outside
Literacy
readings in both
initial posting and
responses to peers.
4 points
Critical Thinking
Demonstrates
mastery
conceptualizing the
problem; viewpoints
and assumptions of
experts are analyzed,
synthesized, and
evaluated; and
conclusions are
logically presented
information to other other classmate’s
posts; not all
initial posting.
responses promote
further discussion of
the topic.
2 points
1 point
0 points
Refers to and
properly cites
course and/or
outside reading in
initial posting only.
Makes some
reference to assigned
readings with some
citations or cites
questionable sources.
Makes no reference
to assigned readings
without citations or
cites questionable
sources.
3 points
Demonstrates
considerable
proficiency
conceptualizing the
problem; viewpoints
and assumptions of
experts are
analyzed,
synthesized, and
evaluated; and
conclusions are
2 points
Demonstrates partial
proficiency
conceptualizing the
problem; viewpoints
and assumptions of
experts are analyzed,
synthesized, and
evaluated; and
conclusions are
somewhat consistent
2
1 point
Demonstrates
limited or poor
proficiency
conceptualizing the
problem; viewpoints
and assumptions of
experts are
analyzed,
synthesized, and
evaluated; and
conclusions are
with appropriate
rationale.
3 points
Timeliness
Overall Score
presented with
with the analysis and either absent or
necessary rationale. findings.
poorly conceived
and supported.
1 point
2 points
0 points
Initial post occurs
Initial post occurs in Initial post occurs
substantially late (6-7
a timely manner (1 – later (4 – 5 days into
days into module)
Initial post occurs
3 days into module) module) allowing
allowing minimal to after the first week
allowing ample time limited time for
no time for
of the module.
for classmates to
classmates to
classmates to respond
respond and engage. respond and engage.
and engage.
Level 4
18 or more
Level 3
16 or more
Level 2
14 or more
3
Level 1
0 or more
Strategic Management: Vision, Mission, and
Stakeholders
For this Discussion assignment, we will focus on General Mills, a
multinational food manufacturing
company: http://www.generalmills.com/. Answer both questions
separately minimum 1 page each.
Question 1:
Research General Mills, you may want to compare and contrast that
company with the other food service retailers – such as Kraft Foods,
Nestle, Tyson Foods, ConAgra, and Kellogg.
Please visit the General Mills site, and identify the company's mission
and vision, as well as their major stakeholders (you may need to
interpret and/or make assumptions here, as all mission and vision
statements are not crystal clear - nor are they always explicitly stated.
You should note that the stakeholders aren't simply the shareholders.
"Stakeholders" include everyone and anyone who is affected by the
success or failure of the company).
Requirement:
1 Page Minimum, Double Space, Cite credible reference in APA format
Question 2:
Analyze how General Mills represents and advances the goals of its
stakeholders.
Requirement:
1 Page Minimum, Double Space, Cite credible reference in APA format
Note: I want you to reflect on the above—and I also want you to analyze
critically though you will want to consult the library, some websites, and
other resources. Cite your sources, and do not copy-and-paste material
directly from those resources. Use direct quotations sparingly, if at all.
Module 1 - Background
STRATEGIC MANAGEMENT PROCESS/VISION, MISSION,
GOALS AND OBJECTIVES
The Strategic Management Process: Vision, Mission, Values, Goals,
Stakeholders
Strategic management is a company-wide process that
includes the development of a long-term plan of action that
assists an organization in achieving its objectives and
fulfilling its company vision.
This course is focused on the steps and stages of preparing
and implementing a strategic plan. Although we do not have
time in one short course to go through the entire process in
detail, by the end of the course you will know what you
would need to do, and you will have the tools to develop a
plan if you need to participate in the process. The following
two readings and PowerPoint presentation are intended to
provide you with an overview of the planning process. They
also serve as an introduction and overview of the course.
McNamara, C. (2009). Developing your strategic plan.
Retrieved on November 6, 2012,
from http://www.managementhelp.org/np_progs/sp_mod/str_plan.ht
m
The strategic planning process. (2007). Retrieved on
November 6, 2012,
from http://www.quickmba.com/strategy/strategic-planning/
Click on the link for a PowerPoint presentation
summarizing Strategic Management ( See attached PP) by
Professor Anastasia M. Luca.
Mission, Vision, Values, and Goals
We will begin by studying the first step of the strategic
planning process. This is the step that informs the rest of the
process. It is also the step that ensures that all parties to the
strategic plan are in agreement as to why the company
exists, what the company does, where the company should
go, and how it should get there. Those who run an
organization should continually be asking the following two
questions: "What business are we in?" and "What business
should we be in?" Why? Because the answers may not
necessarily be the same, in which event the strategic course
must be corrected.
Mission statements are explicit statements concerning the
reason(s) for an organization's existence. At the most basic
level, mission statements articulate what the company is,
why it exists, and what it does. The mission statement sets
up the long-term direction of the company, reflects the goals
of its major stakeholders (i.e., shareholders, customers,
suppliers, and employees), and should be capable of
standing the test of time.
The mission statement should be the first consideration for
anyone engaged in the strategic planning process, or in
decisions which have strategic implications. Any action
taken by the organization must be compatible with its
expressed mission. Following are several mission
statements:
The Elephant Sanctuary: "A natural refuge where sick, old
and needy elephants can once again walk the earth in
peace and dignity." This is one powerful statement that
evokes emotion and instant attachment to the cause of this
organization.
Sun Microsystems: "Solve complex network computing
problems for governments, enterprises, and service
providers." This is a simple mission statement identifying the
company's market and what the company does.
Ben & Jerry’s Ice Cream: A product mission is stated as:
"To make, distribute and sell the finest quality all natural ice
cream and euphoric concoctions with a continued
commitment to incorporating wholesome, natural ingredients
and promoting business practices that respect the Earth and
the Environment." This mission inspired Ben & Jerry’s to
build a cause-related company.
Joe Boxer: "JOE BOXER is dedicated to bringing new and
creative ideas to the marketplace, both in our product
offerings as well as our marketing events. We will continue
to develop our unique brand positioning, to maintain and
grow our solid brand recognition, and to adhere to high
quality design standards. Because everyone wants to have
fun every day, JOE BOXER will continue to offer something
for everyone with fun always in mind."
Some mission statements are epic in scope. Here are some
examples of mission statements from the past that promised
nothing less than revolutionizing an industry:
The Ford Motor Company (early 1900s): "Ford will
democratize the automobile."
Sony (early 1950s): "Become the company most known for
changing the worldwide poor-quality image of Japanese
products."
Boeing (1950): "Become the dominant player in commercial
aircraft and bring the world into the jet age."
Wal-Mart (1990): "Become a $125 billion company by the
year 2000."
Vision statements are similar to mission statements in the
sense that they also define the organization's purpose.
However, they do so by focusing on the organization's core
beliefs as to how things should be done, and they establish
an image of a future that the organization aspires to create.
Vision statements are meant to be inspiring. They give
direction to employees concerning how they should carry out
their jobs, and they signal customers about the values of the
organization.
Examples of vision statements:
Heinz: "The world's premier food company, offering
nutritious, superior tasting foods to people everywhere."
Being the premier food company does not mean being the
biggest, but it does mean being the best in terms of
consumer value, customer service, employee talent, and
assuring consistent and predictable growth.
Chevron: “At the heart of The Chevron Way is our vision ...
to be the global energy company most admired for its
people, partnership and performance."
Pfizer: "To become the world's most valued company to
patients, customers, colleagues, investors, business
partners, and the communities where we work and live."
Value statements identify the ethos of a company—or the
ethics under which an organization plans to conduct
business. Every mission and vision is inherently based on
the organization's core values. Some organizations
articulate those values (often, they do so in rather lengthy
treatises), while others simply depend on their mission and
vision to communicate their values.
Goals and objectives parcel out the vision into achievable
units that are further subdivided into smaller and smaller
units. Goals are quantifiable and measurable, they are
important, and they are attainable. Goals can include
deadlines, and are expressed in terms of market share,
revenue, and profit for the organization as a whole.
The following short articles will give you a better idea about
the functions and content of mission and vision statements:
The business vision and company mission statement.
(2007). QuickMBA. Retrieved on August 27, 2014,
from http://www.quickmba.com/strategy/vision/
McNamara, C. (2009). Basics of developing mission, vision
and values statements. Retrieved on November 6, 2012,
from http://www.managementhelp.org/plan_dec/str_plan/stmnts.ht
m
Heathfield, S. M. (2009). Build a strategic framework:
mission statement, vision, values. Retrieved on November 6,
2012,
from http://humanresources.about.com/cs/strategicplanning1/a/strat
egicplan.htm
Organizational Stakeholders
Organizational stakeholders are all of the individuals and
groups of individuals who have an interest in (give-and-take
relationship with) the firm. Many people think only of
shareholders when they think about stakeholders. However,
we will see that shareholders are only one of many groups
of stakeholders. It may be helpful to remember what you
learned in elementary school about the relationships
between squares and rectangles. That is, "All squares must
be rectangles but not all rectangles are squares." Similarly,
all shareholders are stakeholders, but not all stakeholders
are shareholders.
Classification of Stakeholders
Internal Stakeholders
External Stakeholders
Stockholders
Customers
Employees
Suppliers
CEO and executives
Government
Managers and supervisors Unions
Board members
Communities (local and beyond)
The general public
The following resources provide a very good overview of
organizational stakeholders:
Hammonds, K. (2007). Michael Porter's big ideas, Fast
Company, 44, Retrieved on November 6, 2012,
from http://www.fastcompany.com/magazine/44/porter.html
Luca, A. M. (2007). Organizational Stakeholders. Power
Point presentation.
Stakeholder analysis. Assessing who or what really counts.
(2009). 12manage: The executive fast track. Retrieved on
November 6, 2012,
from http://www.12manage.com/methods_stakeholder_analysis.ht
ml
Welch, J., & Welch, S. (2008). State your business: Too
many mission statements are loaded with fatheaded jargon.
Play it straight. Bloomberg. Retrieved
from http://www.bloomberg.com/bw/stories/2008-01-02/state-yourbusiness
Background on the SLP
The SLP for this course requires that you participate in a
simulated business exercise. Simulations are interactive,
allowing you to see – and learn from – the results of your
decisions. Moreover, you are able to repeat the simulation,
improving the quality of your decisions, learning from past
mistakes.
Speaking of mistakes, Joe Thomas had been the V.P. of
Marketing for the Wonder Company during the five-year
period of 2012 through 2016 inclusive. Suffice it to say that
the pricing and R&D strategy used by Joe Thomas
throughout his tenure has been a disaster. Indeed, yearover-year, the company’s performance has declined
significantly. The inevitable result: Joe is fired on December
31, 2016.
On the same day (December 31, 2016), you are hired to
replace Joe – and this, just as the company faces the
prospects of another dismal new year. Mysteriously,
however, you are caught up in a Time Warp, and you are
taken back to January 1, 2013. While you find these
circumstances to be very strange, you recognize that they
do give you the opportunity to erase the financial history
from 2013 through 2016, by redoing the unfortunate
decisions that have been made by Joe Thomas over this
four-year period. As a recent MBA graduate, you are excited
by the opportunity, because you know that you have the
requisite knowledge and the skill set required to vastly
improve the performance of the Wonder Company.
In this simulation, you will be examining income statements
and marketing reports to assist you in making decisions
about pricing, product development (R&D expenditures),
and product life cycles.
Following is a brief summary of what you will do in each
SLP:
1. SLP1: In the first SLP, it is January 1, 2017. You have just
replaced Joe Thomas. You are getting ready to create a
marketing strategy for 2017. Before doing so however, you
need to review the performance of the company over the last
four years. You review the financial, marketing, and product
data to determine how well your products have fared against
the competition during the years 2013 through 2016 inclusive.
Confident that you are familiar with the 4-year history of your
products, you are ready to move forward into 2017.
2. SLP2: At the beginning of SLP2, you have mysteriously been
caught in a Time Warp, in which you have been taken back to
January 1, 2013. You recognize that you now have the
opportunity to redo the decisions made by Joe Thomas during
2013, 2014, 2015, and 2016. Of course, you know that you can
do better than Joe Thomas. You work your way through each
of the four years, making better decisions than Joe along the
way, trying to generate more profit and an overall better
performance than your predecessor. As you do so, you
methodically keep track of your decisions (noting the reasons
you have made each decision), and you document the results
of your decisions. You write a final report that demonstrates
why you made each decision – and the results of your
decisions.
3. SLP3: Alas, in SLP3, the Time Warp has struck again, taking
you back once more to January 1, 2013. You realize that you
had forgotten to use CVP analysis to support your decisionmaking process. Using CVP, you evaluate your pricing strategy
for the past four years. You have confidence that the use of
CVP has helped you to develop a new (and hopefully, a vastly
improved) product, pricing, and R&D strategy.
4. SLP4: In SLP4, you run the simulation using the CVP-related
strategy you developed in SLP3. Once again, at the end of
each year, you document each decision, and you document
your results. Hopefully, your use of CVP has helped to improve
your SLP2 results.
NEED TO BRUSH UP ON CVP ANALYSIS?
You were introduced to CVP analysis in your previous
courses. The following link will provide a refresher:
Peavler, R. (2017, February 02). How to do Cost-VolumeProfit analysis: An introduction. The Balance. Retrieved
from https://www.thebalance.com/how-to-do-cost-volume-profitanalysis-an-introduction-393475
BECOME FAMILIAR WITH THE SIMULATION
When you log into the simulation (you will find the simulation
link in the Module 1 SLP), you will see the simulation
interface, which provides you with information about the
Wonder Company, as well as the input interface to
implement your strategy (pricing decisions and R&D budget
allocations).
Explore the interface, and become familiar with it and the
information it provides. The left-hand menu includes these
options:
•
•
•
Introduction – Background about the company and its three
products; how to play the simulation.
Financials – Provides the financial results of the current year
and the previous year. Clicking on the tabs at the top of the
chart will allow for the display of different company data, as
well as data for each of the three products.
Market Info – Provides the market results of the current year
and the previous year. When you click on the tabs at the top of
the chart, different company data and data for each of the
three products will be displayed.
•
•
•
Make Decisions – This is where you input your pricing and
product development budget (R&D %) strategy decisions.
View Summary – This provides a summary of important
information for each round (year) of the simulation. Here, you
can determine your personal score. An advisor will tell you how
you are doing.
Get Help – This provides additional information about the
simulation and some theory that it is based on. You should
click on each of these links to gain an understanding: Glossary
of Financial Terms; Product Life Cycle (some theory you can
use), and Feedback. In this last link, notice the Systems
Feedback connections.
Each time you open the simulation (or when you reset it to
play again), you will begin on January 1, 2013, and the data
you see will show the results for 2012 (the previous year).
When you run the simulation, you will always run it for the
four-year period of 2013, 2014, 2015, and 2016. At the end
of each year, you will see the results for that year and the
previous year.
Remember that in preparing the assignments for this
module, you must demonstrate that you know how to use
the appropriate business tools for such an analysis. This will
require you to integrate what you have learned throughout
the MBA program.
OTHER USEFUL RESOURCES:
Useful Internet Sites:
You may access some useful Internet and other resources
relating to such matters as financial ratios and processes for
measurement of organizational resources (both tangible and
intangible) at:
http://www.investopedia.com/university/ratios/#axzz2JNe7QCr3
or
http://www.sveiby.com/files/pdf/intangiblemethods.pdf
COURSE MATERIALS/BIBLIOGRAPHY
Module 1
Required Reading
The business vision and company mission statement.
(2010). QuickMBA. Retrieved on August 27, 2014,
from http://www.quickmba.com/strategy/vision/
Garmon, M. (2014). Tablet Development Sim. Retrieved on
November 4, 2014
from https://forio.com/simulate/michael.garmon/tablet-developmentsim/simulation/
Guidelines for writing the executive summary. (n.d.). High
End Finance. Retrieved on August 27, 2014,
from http://www.highendfinance.com/CommercialLoans/Docs/074%20ES%20Guidelines.doc
Hammonds, K. (2001). Michael Porter's big ideas, Fast
Company, 44, Retrieved
from https://www.fastcompany.com/42485/michael-porters-bigideas
Heathfield, S. M. (2009). Build a strategic framework:
mission statement, vision, values. About. Retrieved on
August 27, 2014,
from http://humanresources.about.com/cs/strategicplanning1/a/strat
egicplan.htm
Luca, A. M. (2007). Organizational Stakeholders. Power Point
Presentation.
Luca, A. M. (2007). Strategic Management. Power Point
Presentation.
McNamara, C. (2009). Basics of developing mission, vision
and values statements. Free Management Library.
Retrieved on August 27, 2014,
from http://www.managementhelp.org/plan_dec/str_plan/stmnts.ht
m
McNamara, C. (2009). Developing your strategic plan. Free
Management Library. Retrieved on August 27, 2014,
from http://www.managementhelp.org/np_progs/sp_mod/str_plan.ht
m
Peavler, R. (2017, February 02). How to do Cost-VolumeProfit analysis: An introduction. The Balance. Retrieved
from https://www.thebalance.com/how-to-do-cost-volume-profitanalysis-an-introduction-393475
Stakeholder analysis. (2014). 12 Manage. Retrieved on
August 27, 2014
from http://www.12manage.com/methods_stakeholder_analysis.ht
ml
The strategic planning process. (2010). Quick
MBA. Retrieved on August 27, 201,
from http://www.quickmba.com/strategy/strategic-planning/
Kenny, G. (2016). Thinking Clearly About Your Company's
Purpose. Harvard Business Review Digital Articles, 2-4
https://hbr.org/2016/09/thinking-clearly-about-yourcompanys-purpose?autocomplete=true
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