Course Syllabus

MGT 6318 – 70– Strategic Management

Instructor: Marc Sollosy

Class Formats:

All sections course material accessible on WTClass as of

Friday, January 14, 2013

Section 70: Online format – Note this class concludes on April 18, 2013

Office Location: Classroom Center, 213C - Canyon

Office Hours:

Tuesdays and Thursdays: 11:00am – 12:00pm and 1:30pm – 4:30. Any other time by

appointment

Virtual Office: Via course mail and University email. I usually check email 2 or 3 times a day

and typically respond in 24 hours or less.

Office Phone: 806-651-2494

Cell Phone: 806-236-2958

Home Office: 806-622-8808

WTAMU E-Mail: mailto:msollosy@mail.wtamu.edu

Personal E-Mail: mailto:mdsollosy@suddenlink.net

Last Updated: January 8, 2013. This Syllabus is a dynamic document. Elements of the course

structure (e.g., dates and topics covered, but not policies) may be changed at the discretion of the

professor. Students will learn of any changes through changes to the calendar at the end of this

syllabus and/or through Instructor course email messages. Check both regularly.

IMPORTANT INFORMATION and NOTICES

Course workload and expectations: This course requires an extensive amount of work,

including team coordination and writing. You are required to do the written case analyses and

the Online Simulation, in teams, to successfully complete this course. Additionally, you are

required to individually complete proficiency quizzes at the end of each chapter of the text.

Please note that while these quizzes are directly related to reading and understanding the material

in the text, I will often discuss topics and approaches not necessarily covered in the text. I do this

to provide you with a broad exposure to some of the various thoughts and theories utilized in the

discipline.

Assignment Due dates: All assignment due dates are indicated in the syllabus. Additionally,

there will be a series of announcements posted on WTClass as well as emails regarding

©2012-13 =====Marc Sollosy =====. All rights reserved.

assignments. As such, I accept no excuse for late or missed assignments. To that end, I

encourage you to plan your time accordingly

Read and make sure you understand: This syllabus is an integral component of the course. It

is very important that you read it in its entirety. A great deal of the material you will need for

this class, including power point presentations, exams and case material are only accessible via

WTClass. As such, you need to go to the Welcome to MGT6318 folder in the lesson section of

the course and follow the instructions provided there. Failure to do so will adversely impact

your ability to perform in this class. Thank you for your attention in this matter.

Communications: I am available through a variety of means. The best and most reliable way to

reach me is through the course mail option in WTOnline (WTClass) or my other E-mail

addresses listed above. As to telephonic communications, the following options will work the

best:

My WT Office: (806) 651-2494

My cell number: (806) 236-2958 – Please note that I DO NOT keep the cell phone on at

all times. As such, I may not actually get your message until the following day.

My home office number: (806) 622-8808 - Please respect the fact that this is a home

number. As such, please do not call before 7:00AM or after 10:00PM and limit weekend

calls to emergencies only. Also, please be mindful that you may get either my wife or an

answering machine. Leave a message and I will get back to you as soon as I can. While

I make every attempt to respond to you as soon as possible, usually within 24 hours, there

may be times when my response may take longer.

When I communicate with the class as a whole, a group or an individual student, I will do so via

E-mail. As such, you are advised to check either course mail on WTClass or your WTAMU

BUFF account E-mail.

WTAMU College of Business (COB) Mission Statement The mission of the College of Business is to provide high quality undergraduate and graduate

business education with a global perspective and ethical awareness. We accomplish this through

emphasis on excellence in teaching, which is strengthened by faculty scholarship and supported

by professional service

Terms of Use A student's continued enrollment in this course signifies acknowledgment of, and agreement with

the statements, disclaimers, policies, and procedures outlined within this syllabus and elsewhere

in the WTClass environment. This Syllabus is a dynamic document. Elements of the course

structure (e.g., dates and topics covered, but not policies) may be changed at the discretion of

the professor

Learning Goals of the BBA Program: The College of Business at West Texas A&M University seeks to prepare students in the BBA

degree program for careers in business and to foster their professional growth and advancement

via the key learning goals. Each learning goal is accompanied by an operational definition for the

goal.

©2012-13 =====Marc Sollosy =====. All rights reserved.

Goal 1: Communication: Graduates of the BBA program will be effective

communicators.

Goal 2: Critical Thinking: Graduates of the BBA program will be critical thinkers.

Goal 3: Business Environment: Graduates of the BBA program will be knowledgeable

of ethical, global, and social environmental factors and how they relate to business

decisions.

Goal 4: Functional Business Analyses and Applications: Graduates of the BBA program

will be knowledgeable in the functional areas of business and their integration.

Course Description

The purpose of this course is to provide you with an understanding of the concepts of strategic

planning and strategy implementation. These topics, particularly strategic planning, are generally

thought of as falling in the province of top management. The central theme of strategic

management is that a company's chances of sustained success are greatly improved when

managers (1) develop an astute, timely strategic "game plan" for running the company and then

(2) implement and execute the plan with great proficiency. These abilities are increasingly

critical, particularly in times of increased uncertainty and turmoil, be it economic, social or

political.

Knowledge of these topics is important to your near-term future for two reasons. First, lower

levels of management need to understand a firm's strategy and the resulting implementation

issues, even if they don't have much (any?) say in the formulating that strategy. Many of the

day-to-day decisions you will make in lower - or middle - management - the kinds of decisions

involved in putting a strategy into action - can be made more effectively if you are fully

conversant with the basic logic underlying your firm's strategy. Second, many of you will work

at smaller firms after graduation. This means that even at the beginning of your professional

careers you will be interacting closely with top management and may be able to have some real

impact on corporate strategy. You will, at least, be expected to have a role in strategy

implementation.

There is a dangerous tendency among students to think that strategic thinking is something that

only occurs at large corporations such as Ford, Motorola or Microsoft. Not true! A restaurant, a

bank with three branch offices, and a 12 employee manufacturing firm needs strategic planning,

followed by effective implementation, just as much as major corporations do. In fact, the need is

often more critical for smaller organizations, in that their tolerance for error is so much less

given their more meager resources.

MGT6318 focus is to integrate the various functional disciplines of business so that you acquire

an understanding and appreciation of how each function works with each other function.

The course also introduces students to the tools, techniques, and vocabulary of strategic

management. For a while, the student gets a chance to see a business through the eyes of the

organization’s, CEO, vice presidents, and Chairman.

©2012-13 =====Marc Sollosy =====. All rights reserved.

The case method is used in this course. Students get asked the sort of questions a senior

executive might ask in a staff meeting. Such questions would typically require serious

preparation, effective communication, and critical thinking. Poorly thought-out and or

communicated answers, poor preparation, and ongoing silence are most unwelcomed in an

executive staff meeting. The case method is meant to give you practice in conducting yourself

effectively within a general manager’s staff meeting where the participants are focusing on

addressing critical issues and problems, or developing alternative courses of action or strategy.

Course Objectives The overriding objectives of this course are to sharpen your abilities to

"think strategically", to evaluate a company's situation from the perspective of its

competitiveness and performance prospects, and to draw sound conclusions about what action(s)

a company's management needs to take in light of all relevant circumstances. To this end, upon

completion of the course the student should be able to demonstrate a sufficient command of the

subject matter such as to meet the following objectives:

1. To develop your capacity to think strategically about a company, its present business

position, its long-term direction, its resources and competitive capabilities, the caliber of

its present strategy, and its opportunities for gaining sustainable competitive advantage.

2. To build skills in conducting strategic analysis in a variety of industries and competitive

situations and, especially, to provide you with a stronger understanding of the

competitive challenges of a global market environment.

3. To give hands-on experience in crafting business strategy, reasoning carefully about

strategic options, using what-if analysis to evaluate action alternatives, and making sound

strategic decisions.

4. To acquaint you with the managerial tasks associated with implementing and executing

company strategies familiarize you with the range of actions managers can take to

promote competent strategy execution, and give you some confidence in being able to

function effectively as part of a company’s strategy-implementing team.

5. To help you integrate the knowledge gained in earlier core courses and demonstrate how

the various pieces of the business puzzle fit together, and why the different parts of a

business need to be managed in strategic harmony for a company to operate in winning

fashion.

6. To develop your powers of managerial judgment, build skills in assessing business risk,

and improve your ability to create results-oriented action plans.

7. To become more proficient in using personal computers to do managerial analysis and

managerial work.

8. To raise your consciousness about the importance of exemplary ethical principles, sound

personal and company values, and socially responsible management practices.

9. Given a complicated business case, with conflicting, diffuse, and otherwise complex

information, students should be able to:

a. Identify the critical facts present in the case,

b. Identify the stakeholders involved,

c. Identify the main problem(s) faced by decision makers,

d. In the case of multiple such problems, identify the lesser problems and rank them

according to importance,

e. Devise more than two, plausible solutions to the main problem,

©2012-13 =====Marc Sollosy =====. All rights reserved.

f. Recommend one of those solutions,

g. Provide credible, persuasive support for the recommendation made,

h. Identify potential challenges to the recommendation made,

i. Develop effective counter-arguments for each such challenge,

j. Devise a reasonable approach for dealing with the lesser problems, which can

sometimes be handled merely by referral to departments or the organization, and

k. Answer those questions which reasonably flow from the analysis.

In addition to the primary objective of developing your awareness and understanding of the

various aspects of Management, there is an increasing need for you to develop and refine your

communication skills. To this end, this course also requires you to demonstrate your ability to

communicate in a variety of forms. As such, you will be required to submit all work in the form

of standard business communications, i.e., letters, memoranda, and reports. All electronic

communication (e-Mail) with your instructor must be written in acceptable English. Instant

Messaging (IM) constructs are not considered acceptable. See the Grading Rubric for Written

Exercises below.

Students will demonstrate their knowledge and understanding of Strategic Management and

Policy by their scores on the various grading elements comprising this course. The end objective

is to assist in preparing you for future managerial roles.

Map from COB Learning Goals to Objectives for this course

COB BBA

Learning Objectives

Related Course

Learning Goals

1 1, 2, 3, 4, 5, 6, 7, & 9

2 7 & 9

3 1, 2, 3, 4, 5, 6, 7, 8, & 9

4 1, 2, 3, 4, 5, 6, 7, & 9

TECHNIQUES OF INSTRUCTION

Lectures Notes and Power Point material

Proficiency Quizzes

Simulation Exercise

Written Case Analysis

Class, and or online, Discussion of course Material and Current Management Topics

COURSE GRADING:

I do not “Curve” grades. You get what you deserve based upon what you actually do in the

course. I strictly adhere to the grading formula presented in the course syllabus. There will be no

free points, no free grade adjustments, and no leniency.

If you are having trouble with the course during the semester you need to get with me

immediately. We will discuss whether you should consider dropping the course. Should you

decide to abandon the course, for any reason, you must actually withdraw from it. Do not ask for

©2012-13 =====Marc Sollosy =====. All rights reserved.

a “withdrawn-passing” grade at semester’s end. Any student for who there is missing data (tests,

exams, papers, etc.) with no indication that the course was officially dropped will receive a

failing grade for the course (or whatever grade is appropriate given their cumulative total).

The Chapter Proficiency Quizzes are your individual responsibility and must be taken in order

for the material, contained on WTClass, for the next chapter to become available to you.

All other exams and cases, unless otherwise stipulated, are to be done in self-directed groups.

Students are provided with the opportunity to voluntarily form teams of 4 to 6 members. There is

a discussion board entitled Introduction and Bio Posting where you are encourage to introduce

yourself to your classmates and to solicit team members. I suggest you use this forum to

comment about what you are looking for in team members, what you are willing to contribute as

a team member (any special skills, i.e., strong editor, etc.), and when you are available to work as

a part of the team.

When you feel you have assembled a team of 4 to 6 members, send me a course email containing

the names of the team members. Each student being listed should have agreed in advance to

work as a member of the team and should receive a copy of the email sent to the instructor.

You need to have formed your teams within the first (1) week of the semester. Should you have a

problem forming a group, you must let me know within the stipulated timeframe. Those students

who do not have a team affiliation by the end of the first week will be randomly assigned a team

by the computer.

Most people will agree with the pragmatic observation that the world in which actual work is

accomplished requires that we give and receive aid, rather than withholding or rejecting it. In

studies on how managers spend their time, Mintzberg found that typical managers spend about

20% of their time working alone. The Remaining 80% is spent talking with others on the

telephone, in face-to-face meetings with other individuals, e-mail and IM, or in group meetings.

Non-participation in any group related activities will not be tolerated. Your fellow students will

be completing peer evaluation forms at the end of the semester and if it is apparent that you have

abandoned your responsibilities to the group, your grade will be lowered! I strongly recommend

that you exchange all contact information; all phone numbers, email addresses, etc., with each

member of the team so as to assure you can reach each other. I do not take responsibility for

your intra-team communications.

While I actively encourage collaboration within a group, I do not tolerate any form of cheating,

which can take the form of copying from others during exams, plagiarizing, etc. For any

assignment or exam for which it has been determined that you might have cheated you will

receive the maximum penalty available under university rules. At a minimum, this will result in a

zero for the particular assignment. The burden of proof to defend your position will lie with you!

While I do not respond to pleas for additional points, extra consideration, extra credit, etc. at the

end of the semester, you should contact me should you feel that an error has been made

regarding the posting of your grades so that we can investigate the matter. I will not, under any

circumstances, adjust your grade simply for your benefit.

©2012-13 =====Marc Sollosy =====. All rights reserved.

In closing, if you are having difficulty completing the course because of health problems (yours

or an immediate family member), or other personal problems, it is your responsibility to meet

with me to discuss your options. This also applies to special requirements, i.e., disabilities, etc.

COURSE GRADE STRUCTURE:

Your grade will be determined in the following manner:

Element Quantity Points

Group Case @ 250 pts

You will be assigned 8 cases during the

semester. However, I will only grade 4 for each

team, but you must submit each case at the

assigned time.

4 1,000

Final Group Case @ 400 pts 1 400

Simulation Exercise 1 400

Chapter Proficiency Quizzes @ 200 pts Total of all Quizzes 200

Course Total 2,000

The grade will NOT be curved at the end of the term, or at any other time. The grade you will

receive is the direct result of your efforts and output in this class. All students MUST read the

Grading Policy Statement in this document regarding grades, cheating and classroom procedures

and participation.

Grade Points

A 2,000 – 1,800

B 1,799 – 1,600

C 1,599 – 1,400

D 1,399 – 1,300

F 0 -1,299

Chapter Proficiency Quizzes:

You may elect to take these quizzes at any time at you convenience (as a reminder, these quizzes

are taken alone NOT in a group). However, you must take all of them by the end of the semester.

I recommend you take them on a regular basis that corresponds with the course material as it is

being covered. These quizzes comprise 10% of your total grade for the course (the actual grade

is calculated as the total score received on all of the quizzes throughout the semester. Quizzes not

taken will receive a grade of 0). The actual quizzes are accessible on WTClass in the Lessons

tab. There is one (1) quiz per chapter.

Case Analysis:

There are 9 written cases due during the semester (8 during the semester and the final). Each

team must submit all 9 of the semester cases. However, only 4 of the cases will be graded

for each team, plus the Final which is graded for all teams. The actual cases being graded

will vary from team to team. These cases are either in the text or will be provided online, and as

©2012-13 =====Marc Sollosy =====. All rights reserved.

a result allow you to avail yourself of a myriad of external resources. I have provided a primer on

how to do cases analysis for your review in the Case Analysis Info section. I expect you and your

group to demonstrate your understanding and mastery of the material by synthesizing the

material. I also expect your responses to be coherent and grammatically correct. Please note:

These cases will be done in your Groups and each group will submit only one case analysis. You

will need to communicate between your group’s members, work independently, and then bring it

all together electronically to submit one case analysis for the group. Each assigned case will be

submitted as a PDF via a designated drop box in WTClass.

Simulation Exercise:

The simulation exercise is a rich, complex business simulation designed to teach strategy,

competitive analysis, finance, cross-functional alignment, and the selection of tactics to build a

successful and focused company.

Entering the simulation exercise experience, you, and classmate team members, will face a

complex and rapidly evolving scenario in which business acumen is tested and enhanced through

modeling, analysis and strategic planning. The challenge is to turn around a poor- performing,

$100 million company, with five average products, in very different market segments, while

satisfying customer demands for better, faster and cheaper products. With five to eight years to

build success, there is immediate pressure for the management team to develop a strategy and

implement it thoroughly with every decision.

Each round is a year in the company’s life and decisions are made in research and development,

production, marketing and finance. At the end of each round, comprehensive reports are

provided on each company’s individual performance. There is also an industry report with

extensive detail –such as product value chains for each company, inventory on hand, and

production capacities – providing ample opportunity for competitive analysis.

The simulation exercise provides the rare opportunity to experience running a complete business,

with the benefit of reports that show clear correlations between management decisions and

outcomes. Faced with a full range of strategy-based decision-making options, you and your

teammates have the opportunity to try new tactics, test unfamiliar strategic paradigms and take

risks in a risk-free environment.

Grading Rubric: Written Exercises

I believe it is important to incorporate both the academic component of the course, the textbook,

with real world applications and additional business-related resources. As such, for all

information you submit, I will look for examples of all of these.

Category Insufficient Sufficient Exemplary

Writing 0 – 15.79% 15.8 – 18.59% 18.6 – 20%

Business Style; one voice; third-person

Grammar 0 – 15.79% 15.8 – 18.59% 18.6 – 20%

Syntax, spelling, punctuation, etc.

©2012-13 =====Marc Sollosy =====. All rights reserved.

Content 0 – 31.59% 31.6 – 37.19% 37.2 – 40%

Is the problem or purpose clearly

identified? Is the background analysis

sufficient? Are alternatives clearly

identified and analyzed? Is a position,

recommendation, answer, or action plan

made? Is it supported sufficiently?

Sources 0 – 15.79% 15.8 – 18.59% 18.6 – 20%

Does each reply have a reference, if

appropriate? Are Title, Author, and

Date available, as well as complete

URLs? Are source materials used

correctly, such as quotes as needed?

Plagiarism -100% 0% 0%

Has any of the paper, exam or answer

been copied from external sources

without proper documentation? Has the

paper, exam, etc. been recycled from

another class? Has the paper, exam, etc.

been purchased from an external

provider?

Total 0 – 78.99% 79 – 92.99% 93 -100%

Grading Rubric: Teamwork

The following table presents the grading rubric that will be used for evaluating your teamwork

on the group exams and cases. Each student must complete a Peer Evaluation form, provided at

the end of the semester, using the criteria below. Each student will then be evaluated by the

Instructor based on the Peer Evaluations submitted by the other group members. While this

evaluation is on a point scale, please note that points are NOT awarded for teamwork. Rather,

downward adjustments may be made to a student's grades based on the evaluation of his/her

peers, and upon the final assessment made by the Instructor. Your rating by your fellow group

members will affect your final grade.

Category Insufficient Sufficient Exemplary

Team Commitment 0 – 31.59% 31.6 – 37.19% 37.2 – 40%

Attendance at meetings (physical,

virtual, email, discussion boards, etc.),

preparation, group goals before

individual goals, meeting deadlines

(within the group or in relation to the

course).

Task Orientation 0 – 31.59% 31.6 – 37.19% 37.2 – 40%

Amount and quality of intellectual

contributions (ideas, alternatives,

©2012-13 =====Marc Sollosy =====. All rights reserved.

analysis of contribution of peers, etc.).

Conflict Resolution 0 – 15.79% 15.8 – 18.59% 18.6 – 20%

Collegiality, ability to work with others,

willingness to deal with intergroup and

interpersonal conflict, etc.

Total 0 – 78.99% 79 – 92.99% 93 -100%

COURSE and SOURCE MATERIALS

Strategic Management and Business Policy - 13th edition

Wheelen, T.L. and Hunger, J.D.

Publisher: Prentice Hall

Copyright: 2012

ISBN13: 978-0132153287

ISBN10: 0132153289

Published: 2012

1. Cases

2. Internet / Library

3. Websites

You are expected to have access to the text. While much of the course material is address via

WTClass, there is a great deal of material you will need to utilize in your analysis of the cases,

the exams, and the like, that may only be accessible through the selected text.

All students are expected to keep abreast of contemporary developments in global business by

reading the New York Times, Wall Street Journal, Washington Post, or other major daily, as well

as selectively reading various journals such as The Economist, Forbes, Fortune, Business Week,

Foreign Affairs, Foreign Policy, and other journals.

Prerequisites

Please refer to the student handbook to insure that you have met all prerequisites for enrollment

in this class. If you do not meet these requirements the Dean’s Office will administratively

withdraw you from this course.

COURSE SCHEDULE

A detailed schedule of course related responsibilities will be made available at the beginning of

the semester. Additionally, I extensively utilize the WTClass announcement function as a means

of providing reminders of pending due dates.

Copyright All original content in this document, all web-based course materials (be they text, audio, and/or

video), and/or classroom presentations are © by Marc Sollosy. No distribution without the

express written consent of the author. Students are prohibited from selling (or being paid for

©2012-13 =====Marc Sollosy =====. All rights reserved.

taking) notes during this course to or by any person or commercial firm without the express

written permission of the professor.

COB Student Resources Link

The COB has developed a Student Resources repository (e.g., APA writing style information,

business core reviews, facilities, and other helpful supplements) which can be found on the COB

Website: http://www.wtamu.edu/academics/college-business-facilities-and-resources.aspx

Dropping the Course:

Should a student decide to drop the course, it is the student’s responsibility to be aware of the

final drop dates and adhere to the WTAMU Add/Drop policy. Any student participating in the

course after the WTAMU posted drop date will be considered active and a grade will be

administered at the end of the course for that student.

Repeating Course Work Students are charged a fee for any course attempted for a third or subsequent time at WTAMU

other than a non-degree credit developmental course or exempted courses.

Scholastic Dishonesty It is the responsibility of students and instructors to help maintain scholastic integrity at the

University by refusing to participate in or tolerate scholastic dishonesty. Commission of any of

the following acts shall constitute scholastic dishonesty. This listing is not exclusive of any other

acts that may reasonably be said to constitute scholastic dishonesty: acquiring or providing

information for any assigned work or examination from any unauthorized source; informing any

person or persons of the contents of any examination prior to the time the examination is given in

subsequent sections of the course or as a makeup; plagiarism; submission of a paper or project

that is substantially the same for two courses unless expressly authorized by the instructor to do

so; submission of a paper or project prepared by another student as your own. You are

responsible for being familiar with the University's Academic Integrity Code, as well as the COB

Student Code of Ethics below.

Acceptable Student Behavior

Classroom behavior should not interfere with the instructor’s ability to conduct the class or the

ability of other students to learn from the instructional program (Code of Student Life).

Unacceptable or disruptive behavior will not be tolerated. Students engaging in unacceptable

behavior may be instructed to leave the classroom. Inappropriate behavior may result in

disciplinary action or referral to the University’s Behavioral Intervention Team. This prohibition

applies to all instructional forums, including electronic, classroom, labs, discussion groups, field

trips, etc.

WTAMU COB Student Code of Ethics

Each student enrolled in COB courses accepts personal responsibility to uphold and defend

academic integrity and to promote an atmosphere in which all individuals may flourish. The

COB Student Code of Ethics strives to set a standard of honest behavior that reflects well on

students, the COB and West Texas A&M University. All students enrolled in business courses

are expected to follow the explicit behaviors detailed in the Student Code of Ethics.

©2012-13 =====Marc Sollosy =====. All rights reserved.

Code of Ethics:

Do not use notes, texts, solution manuals, or other aids for a quiz or exam without

instructor authorization.

Do not copy the work of others and/or allow others to view your answers or copy your

work during a quiz, exam, or on homework assignments.

Do not allow other parties to assist in the completion of your quiz, exam, homework,

paper, or project when not permitted.

Do not work with other students on projects or assignments without authorization from

the course instructor.

Properly cite and specifically credit the source of text, graphic, and web materials in

papers, projects, or other assignments.

Do not forge the signature of an instructor, advisor, dean, or another student.

Provide truthful information for class absences when asking faculty for excused

absences or for a make-up for a quiz, exam, or homework.

Provide truthful information on your resume including work history, academic

performance, leadership activities, and membership in student organizations.

Respect the property, personal rights, and learning environment of all members of the

academic community.

Live up to the highest ethical standards in all academic and professional endeavors.

Students violating the Student Code of Ethics will be reported to the Dean’s office and are

subject to penalties described in the West Texas A&M University Code of Student Life, which

may include suspension from the University. In addition, a violator of the Student Code of

Ethics may become ineligible for the following:

Participation in student organizations sponsored by the COB.

Recognition for College academic honors, awards, and scholarships.

Technology Requirements All technological requirements for the successful completion of this course are the responsibility

of the student, including access to a working computer with broadband internet connection and

state-of-the-art security. The student is responsible for all technological problems not related to

WTAMU, including but not limited to equipment failures, power outages, and internet

breakdowns. Furthermore, students are responsible for all necessary technical and operational

skills for completing this course, and for being familiar with WTClass (the Angel Learning

System) both in a general sense and in a specific sense as pertaining to this course and any

materials stored within. The professor is not responsible for any technical matters related to

WTClass. Students must contact WTClass if they have problems accessing and/or using Angel.

Viewpoints Disclaimer The views expressed in this document, web-based course materials, and/or classroom

presentations and discussions are those of the professor and do not necessarily represent the

views of West Texas A&M University, its faculty and staff, or its students. Views expressed by

students are likewise those of the person making such statements. It is understood and expected

that each individual within this course will respect and allow individual difference of opinion.

©2012-13 =====Marc Sollosy =====. All rights reserved.

External Websites Disclaimer Neither the professor, the COB, nor WTAMU are responsible for the content of external

websites discussed in the classroom and/or linked to via online course materials, emails, message

boards, or other means. Referred websites are for illustrative purposes only, and are neither

warranted nor endorsed by the professor, COB, or WTAMU. Web pages change frequently, as

does domain name ownership. While every effort is made to ensure proper referencing, it is

possible that students may on occasion find materials to be objectionable for reasons beyond our

control.

Physical or Educational Access West Texas A&M University seeks to provide reasonable accommodations for all qualified

persons with disabilities. This University will adhere to all applicable federal, state and local

laws, regulations and guidelines with respect to providing reasonable accommodations as

required to afford equal educational opportunity. It is the student's responsibility to register with

Student Disability Services (SDS) and to contact faculty members in a timely fashion to arrange

for suitable accommodations. Contact Information: Student Success Center, CC 106;

www.wtamu.edu/disability; phone 806-651-2335.

Evacuation Statement If you receive notice to evacuate the building, please evacuate promptly but in an orderly

manner. Evacuation routes are posted in various locations indicating all exits, outside assemble

area, location of fire extinguishers, fire alarm pull stations and emergency telephone numbers

(651.5000 or 911). In the event an evacuation is necessary: evacuate immediately do not use

elevators; take all personal belongings with you; report to outside assembly area and wait for

further information; students needing assistance in the evacuation process should bring this to the

attention of the instructor at the beginning of the semester.

Chemical and Equipment Safety Statement Safety is everyone's responsibility. Material Safety Data Sheets (MSDSs) are provided for all

chemicals used in this class. MSDSs provide information about physical properties, health risks,

fire explosion data, and other important information associated with these chemicals. Before

handling or using a chemical, you should refer to the MSDS for that chemical. It is your

responsibility to inform the instructor in writing of any health conditions that may prevent you

from safely using a chemical (pregnancy, auto immune deficiency, etc.). It is also the

responsibility of the student to report any spill or problems found while storing or using a

chemical. If you are unsure about a chemical, always ask. If you see any unsafe condition, notify

your instructor immediately. If you are unsure about the proper and safe operation of any piece

of equipment, ask your instructor for proper instruction. All injuries, spill of materials and unsafe

conditions must be reported to the instructor immediately.

* Syllabus template approved by COB Curriculum Committee. Annual review of the syllabus is a formal part of the COB continuous improvement process.