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MGT 4315/70/Strategic Management Fall/2020

Steve Sellars

This course is online. It opens on August 24 @ 8am.

Office Location: CC113 in the Career Services office

Office Hours: Virtual office via course mail. I do my day job (Internship Coordinator) from 8-5; however, I

check course mail daily. Course mail is my preferred method of communication. In-person appointment times are by appointment.

Office Phone: (806) 651-2349-- This line reaches me between 8-5. Cell phone: (806) 282-3162- I typically

don’t answer calls but I will respond to texts. If it isn’t an emergency, course mail is my preferred communication method

Email: Preference is through WTClass. My other WT email address is ssellars@wtamu.edu

Social Media: Keep up with the latest happenings of your COB on Facebook and Twitter, connect with us on

LinkedIn, and check out COB videos on YouTube.

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.

WTAMU Paul and Virginia Engler College of Business Mission Statement The mission of the Paul and Virginia Engler 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.

Learning Objectives of the WTAMU Paul and Virginia Engler College of Business Programs The Paul and Virginia Engler College of Business (COB) at West Texas A&M University (WTAMU) seeks to prepare students in the Bachelor of

Business Administration (BBA), Master of Business Administration (MBA), Master of Professional Accounting (MPA), Master of Science in Computer Information Systems and Business Analytics (MSCISBA) and the Master of Science Finance and Economics (MSFE) degree programs for careers in business and to foster their professional growth

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and advancement via key learning goals and objectives. The learning objectives of the Paul and Virginia Engler College of Business are as follows:

Leadership

Communication

Critical Thinking

Business Integration

Core Business Knowledge

Global Business Environment

Business Ethics and Corporate Governance

Course Description

Prerequisite(s): FIN 3320, MGT 3330 and MKT 3340; senior standing. Capstone course utilizing cases as the means of integrating all aspects of business administration from the viewpoint of analyzing and formulating decisions under conditions of uncertainty relative to administrative policies of the firm.

As a capstone course you tie together all that you have learned up until this point to try and fit all the pieces together. Working in teams using the case analysis method, you’ll integrate all the business disciplines. You’ll develop an appreciation of how all parts of a business work together to make it successful (or sometimes not so successful). Analyzing cases takes an extensive amount of work including team coordination, writing, editing, etc.

Through chapter quizzes, you gain an understanding of the concepts of strategic management along with an introduction to the tools, techniques and vocabulary. I’ll also most likely introduce material that isn’t covered in the book. I want to provide you with broad exposure to various ideas and examples in the discipline. I also have the goal of helping you apply strategic management concepts to assist in your job search or career advancement.

You’ll learn about strategic management through discussion questions and monitoring the business news. You will participate in frequent discussions about the chapters along with bringing relevant business news to class that makes a connection to strategic management. I want you to become well-versed in what is happening in the field today.

Strategic management, especially strategic planning, is usually thought of as a top level management function. However, you’ll learn that strategic management is valuable for you as a new graduate as well. Understanding strategic management can help you evaluate a company in terms of career potential and also better understand your role as a new employee. Also, many of you are likely to work for small firms and will likely be involved in strategy sooner rather later.

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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 you should be able to demonstrate a sufficient command of the subject matter so you can 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.

Map from COB Learning Objectives to Specific Course Objectives

- Course objective #1 ties into the COB learning objectives of critical thinking, core business knowledge and business ethics and corporate governance. - Course objective #2 ties into the COB learning objectives of critical thinking, core business knowledge and global business environment - Course objective #3 ties into the COB learning objective of critical thinking. - Course objective #4 ties into the COB learning objectives of leadership, communication and business integration.

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- Course objective #5 ties into the COB learning objective of business integration. - Course objective #6 ties into the COB learning objectives of critical thinking, communication.

Course Materials

Strategic Management, Fifth Edition. Frank T. Rothaermel The bookstore sells online access that costs $133.50. Access includes the eText and cases. Order the access card on http://www.wtbookstore.com. Here is the screen shot of our book information from wtbookstore.com

Course Grading Policies

Your grade will consist of the following components:

Element Quantity Points

Chapter Tests

(100 points each) 3 300

Class Participation

- Discussion Boards (10 points each) - Strategic Management in the News Discussion Board (10 points each)

10 3 posts

130

Group Cases

(100 points each) 2 200

Individual Case Response Papers

(50 points each) 3 150

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Chapter Quizzes

(10 points each) 12 120

Final- Video Career Analysis 1 100

TOTAL POINTS 1000

A= 900- 1000 points B= 800- 899 points C= 700- 799 points D= 600- 699 points F= 0- 599 points

Grades will NOT be curved at the end of the term, nor at any other time. The grade you receive is the direct result of your efforts and results. There are some extra credit opportunities embedded throughout the course and there may be additional extra credit opportunities throughout the semester. Make sure you take full advantage of these. They don’t seem like much but just a few points can make a big difference at the end of the semester!

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Course Assignment, Examination, and or Project Policies

Chapter Tests (Individual) 300 points available

Our book is broken into 3 parts. We’ll take a test on each of those parts. Tests are comprised of true false, multiple choice and short answer questions. I open up the test at the end of each part.

My advice is to stay up with the reading. Reading the chapters at least twice helps you get

much more from them. Also, make sure you read the ChapterCases and the Implications for Strategic Leaders, features within each chapter. These are interesting and help you understand the concepts better.

Also, the end-of-the chapter problems are excellent ways to better understand the concepts. I highly recommend them.

Chapter Quizzes (Individual) 120 points available

There are 12 chapter quizzes over the course of the semester. The quizzes are not heavily weighted (although you want to make sure you do all of them) but designed to give you the opportunity to ensure you are grasping the concepts presented in the chapters. Chapter Quizzes open once you go through the lecture and complete a practice quiz embedded within the lecture.

Chapter Quizzes must be completed by the end of the week we are studying them. For example, the Chapter Quiz for Chapter 1 closes on August 31. So, you must go through the Chapter 1 Lecture and complete the embedded practice quiz to open the Chapter 1 Quiz and then complete it by August 31.

Also embedded within some lectures are extra credit opportunities. It could be a quick analysis, a

short answer question, etc. Go thoroughly through the lectures so you don’t miss any of these.

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Class Participation / Discussion Boards (Individual) 130 points available Class Discussion Boards (10 @ 10 points each for a total of 100 points) Starting in week 1, I’ll post a discussion question/activity for you to comment on or complete using our Class Discussion Board. There are 10 discussion boards and each is worth 10 points.

I’m looking for well thought-out comments. The point of these discussions is to help us all learn the chapter concepts better. You should respond to my initial question and comment on posts from your classmates. Our discussion boards are “post-first” discussion boards. This means you see and can respond to other student posts only after your make your original post. In oder to facilitate a good discussion, I require your original post be made by the Thursday prior to the discussion board deadline.

For example, our first class discussion board opens on August 24 and closes on August 31. You need to make your first post to this discussion board by Thursday, August 27. I deduct 10% from your discussion grade if you fail to do so. The reason for this rule is to make sure there are plenty of prompts to respond to before the deadline. Also, I want to encourage you not to make all of your posts immediately prior to the deadline.

I highly value interaction with your peers. Responding to your peers with thoughtful value-added

comments is what I’m looking for. Value added comments are insightful astute questions, additional insights or information that connects back to our text.

Here are some guidelines to keep in mind when you post: * I expect proper English in your posts and respnses. * Don’t expect that 1-2 sentences will count for much. I want you to post well thought-out comments, so plan on writing more. * I love a lot of interaction with your peers. You learn a lot by responding to others. However, make sure your responses are value-added. Value added means original ideas and insightful questions. A discussion post with the potential (not guarantee) of full credit consist of a quality, thoughtful initial response along with value added responses to a minimum of 5 peers. The grade you receive depends on the quality and quantitiy of your posts.

I’ll grade the discussion boards as quickly as I can. Be sure to participate in each board.

Strategic Management in the News Discussion Board (3 posts @ 10 points each for a total of 30 points) I’ll task you with finding items in the news that relate to what we’re learning about in the chapters. Some of my favorite places for finding business news (but definitely not all the places) are in the Student Resources section of our class.

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I expect you to find 3 news articles throughout the semester that tie into some concept of strategic management. Articles and stories should be from reputable sources. Post these on our “Strategic Management in the News” Discussion Board.

Your post should provide a link to the story (insert link or attach article), a very thorough summary of the story and quality explanation of how it ties into the strategic management concepts we are studying. I want you to very clearly and specifically identify how the news item you selected connects to the content we studied during the semester. For example: “In chapter 1 we studied the importance of a company mission statement… . This article addresses this issue because…”

I’m looking for well thought-out, thorough comments. I’ll grade this discussion board at the end of the semester. My advice is to collect articles of interest throughout the semester and then post your 3 best toward the end.

Each news article you post, summarize and explain is worth 10 points. You can comment on what classmates post (and I encourage this) but I only grade the 3 original news items you post and comment on.

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Group Cases (Team) 200 points available (2 cases @ 100 points each for a total of 200 points)

Teams are formed at the beginning of the semester. Teams write up business cases using the case method. The case method is where students are asked the sort of questions a senior executive might ask in a staff meeting---questions that typically require serious preparation, effective communication, and critical thinking. Poorly thought-out and or communicated answers, poor preparation, and ongoing silence are not good 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 focus is on addressing critical issues and problems, or developing alternative courses of action or strategy. A primer on case preparation and other resources are in Student Resources.

We’ll analyze the following group cases this semester. 1. Tesla, Inc.

2. Nike, Inc.

Both cases are available in Connect, the online platform our book offers. Look for and click on the following icon in Connect to access the cases.

The graded cases are worth 100 points each. These cases are put through a rubric to determine the grade.

I expect you and your group to demonstrate your understanding and mastery of the case by synthesizing the material. I will give you a maximum length limit for your case analysis. I expect group case write-ups to be

extremely well written, readable and clear. Here are my tips for writing a group case:

Read the case more than once. There is typically a lot of material to take in so reading it multiple

times is needed for most students.

Look for connections between the case and concepts in the material we are studying.

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Start working with your group early. It takes longer than you think to reach a consensus, coordinate

schedules, write parts, proofread, etc.

While I encourage teams to go beyond simply answering guiding questions I provide, don’t neglect

fully answering these questions.

Finding outside sources is fine; however, it isn’t required. All the information you need is contained in

the case and in the book chapters we are studying. If you do use outside sources, make sure you cite

them correctly using MLA or APA format.

These cases are done in your groups. Each group submits only one case analysis. You 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 in the designated drop box in WTClass.

Case Response Papers (Individual) 150 points available (3 @ 50 points each for a total of 150 points)

I’ll assign three additional cases or additional assignments for you to read, study and analyze individually. Each student will answer multiple choice and essay questions addressing some facets of the case. These assignments are designed to help you apply concepts and frameworks in an abbreviated case analysis.

Final- Video Career Analysis Using Strategic Management Concepts (Individual) 100 points available

The final for this course is to develop a job search or career advancement strategy using strategic management concepts studied over the course of the semester. You complete this analysis individually. However, instead of writing your strategy, you will video your presentation and upload it to YouTube.

This assignment is designed to help you practice your verbal communication skills as well as formulate a job search or advancement strategy.

Detailed instructions on what I expect and how to do this will be provided as we get closer to the assignment.

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Teams You will form teams within the first (1) week of the semester. I provide a “Team Recruitment Board” discussion board to introduce yourself and recruit team members. Students not on a team by the end of the first week will be randomly assigned a team.

I know that working with a team can be a challenge. I remember some of the teams I worked with during school . However, the truth is the world is a place where things get done when we give and receive aid, rather than withholding or rejecting it. In other words, teamwork is a requirement in the workplace. Studies show 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, e-mail and texting, or in group meetings---working with their team. One purpose of our team assignments is to hopefully prepare you to be an effective team member in the workforce.

I expect your strong participation on your team. Your fellow team members will complete a peer evaluation 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.

Make sure you exchange all contact information; all phone numbers, email addresses, etc., with each member of the team to assure you can reach each other.

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Tentative Calendar and Due Dates

Class Schedule The class is divided into 15 weeks of work. Each week consists of some or all of the following--required reading, an online lecture to study (including taking the practice quiz embedded in the lecture), completing a chapter quiz, and participating in our discussion boards. There are 2 team cases and 3 individual case analysis to complete. There are three tests throughout the semester and you submit a final video at the end of the course. Below is the tentative calendar for the semester. I’ll use the calendar in WTClass and/or communicate changes via course mail.

Notice that due dates are typically Mondays. I didn’t want weekend due dates since my availability is limited then. Hopefully, I can answer last minute questions on Monday mornings/afternoons to help you get things turned by the end of the day.

Week Assignments What Is Due

1 (Aug. 24- 31) Chapter 1, Lecture, Quiz Review syllabus; Read How To Conduct A Case

Analysis (Pg. 460); Introduce self on “Getting To Know You” discussion board and recruit team

members Discussion Board #1

*Ch. 1 Quiz Team charters due

Discussion Board #1

2 (Sept. 1-7) Chapter 2, Lecture, Quiz Discussion Board #2

*Ch. 2 Quiz Discussion Board #2

3 (Sept. 8- 14) Chapter 3, Lecture, Quiz Discussion Board #3

Start prep for Individual Case Response Paper #1

*Ch. 3 Quiz Discussion Board #3

4 (Sept. 15- 21) Individual Case Response Paper #1 Chapter 4, Lecture, Quiz

Individual Case Response Paper #1 * Ch. 4 Quiz

5 (Sept. 22- 28) Discussion Board #4, Chapter 5, Lecture, Quiz Start studying for Test #1

*Ch. 5 Quiz Discussion Board #4

6 (Sept. 29- Oct. 5) Chapter 6, Lecture, Quiz Discussion Board #5

Start working with team for Team Case #1

Test #1 (covers chapters 1-5) *Ch. 6 Quiz

Discussion Board #5

7 (Oct. 6- 12) Work with team to finish Group Case #1

**Team Case #1

8 (Oct. 13- 19) Chapter 7, Lecture, Quiz

Discussion Board #6 *Ch. 7 Quiz

Discussion Board #6

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9 (Oct. 20- 26) Chapter 8, Lecture, Quiz Start prep for Individual Case Response Paper #2

Discussion Board #7

* Ch. 8 Quiz Discussion Board #7

10 (Oct. 27- Nov. 2) Chapter 9, Lecture, Quiz ,

Prepare Individual Case Response Paper #2 Start studying for Test #2

* Ch. 9 Quiz

Individual Case Response Paper #2

11 (Nov. 3- 9) Chapter 10, Lecture, Quiz Continue studying for Test #2

Discussion Board #8

Start prep for Individual Case Response Paper #3

*Ch. 10 Quiz Test #2 (covers chapters. 6-10)

Discussion Board #8

12 (Nov. 10- 16) Chapter 11, Lecture, Quiz Prepare Individual Case Response Paper #3

Start studying for Test #3

Individual Case Response Paper #3

*Ch. 11 Quiz

13 (Nov. 17- 23) Chapter 12, Lecture, Quiz, Discussion Board #9

Work with team and prepare Team Case #2

* Ch. 12 Quiz Discussion Board #9

Test #3 (covers chapters 11-12)

14 (Nov. 24- 30) THANKSGIVING

WEEK

Discussion Board #10

Continue working w/team on Team Case #2

Discussion Board #10

15 (Dec. 1-3) Work with team and prepare Case #2

Finish Strategic Mgt. in the News DB posts **Team Case #2

Strategic Mgt. in the News DB posts

FINAL- Dec. 7 FINAL Video Submitted by Dec. 7

* Chapter Quizzes open once you go through the lecture and complete a practice quiz embedded within that lecture. Chapter Quizzes must be completed by the end of the week we are studying them. For example, the Chapter 1 quiz closes on August 31. So, you must go through the Chapter 1 Lecture and complete the embedded practice quiz (with an 80% score or better) before Aug. 31. Once you do this, the graded Chapter 1 quiz

appears in the Week 1 module.

**All written case submissions must be submitted via the designated Drop Box in WTClass on the due date. Name your

submissions as follows:

MGT4315_<team Number>_<Case Number>

i.e.

MGT4315_Team1_Case1

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Classroom Conduct I encourage lots of interactions on discussion boards but always communicate in a respectful manner, even if you disagree with a particular point of view. I also expect full participation on your team. Share contact information, be proactive, and responsive to your other team members.

WTAMU Paul and Virginia Engler 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.

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. This includes posting, sharing, and otherwise distributing the course materials outside of this course without expressed permission of the faculty, college, university, or system.

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 participation in

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student organizations sponsored by the COB and for recognition for College academic honors, awards, and scholarships.

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. Additionally, WTAMU has developed an Academic Study Skills information site to assist students (e.g., study habits, supplemental instruction, tutoring, writing and math skills), which can be found on the WTAMU Website. For WTAMU Writing Center information (for students needing writing assistance, guidance, and feedback), please visit their website.

COB Communications Component The Paul and Virginia Engler College of Business Communication Component requires students to demonstrate knowledge of communication skills. The COB communications component is a requirement in the following courses: ACCT 4373 (Accounting Communications), BUSI 1304 (Business Communication), BUSI 3320 (Digital Collaboration and Communication), BUSI 4333 (Cross-Cultural Issues in Business Communications), BUSI 4350 (Current Issues in Management Communications), BUSI 4375 (Healthcare Communication), BUSI 4380 (Conflict Resolution and Negotiation), BUSI 4382 (Emerging Media Law), CIDM 3320 (Digital Collaboration and Communication), ECON 4370 (Economics of Health Care), FIN 3350 (Personal Financial Planning), FIN 4320 (Investments), FIN 4321 (Portfolio Theory), MGT 3335 (Organizational Behavior), MGT 4380 (Conflict Resolution and Negotiation), or MKT 3342 (Consumer Behavior).

Student Travel Opportunities In multiple business courses, there may be opportunities for student travel supplemented by student fees. If you have an interest in such opportunities as they become available, please notify a faculty member.

Dropping/Repeating 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. 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

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responsible for being familiar with the University's Academic Integrity Code, as well as the COB Student Code of Ethics listed in this document.

Academic Integrity All work must be completed individually unless otherwise stated. Commission of any of the following acts shall 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 exam is given in any 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. For more information, see the Code of Student Life.

Viewpoints/External Websites 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. 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.

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.

Technology Requirements All technological requirements for the successful completion of this course are the responsibility of the student, including access to a working computer and/or to a device with secure broadband Internet connection, data storage and retrieval, 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 Blackboard Learning Management 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.

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Students must contact the IT Service Center at 806-651-4357 or itsc@wtamu.edu if they have problems accessing and/or using the WTClass environment. Students are also encouraged to consult the Student Technology Support Portal at students.wtamu.edu for help with WTClass.

Physical or Educational Access - ADA Statement 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; phone 806-651-2335.

Title IX Statement West Texas A&M University is committed to providing a learning, working, and living environment that promotes personal integrity, civility, and mutual respect in an environment free of sexual misconduct and discrimination. Title IX makes it clear that violence and harassment based on sex and gender are Civil Rights offenses subject to the same kinds of accountability and the same kinds of support applied to offenses against other protected categories such as race, national origin, etc. Harassment is not acceptable. If you or someone you know has been harassed or assaulted, you can find the appropriate resources

here:

WTAMU Title IX Coordinator- TitleIX@wtamu.edu or call 806.651.3199

WTAMU Counseling Services – Classroom Center 116, or call 806.651.2340

WTAMU Police Department – 806.651.2300, or dial 911

24-hour Crisis Hotline – 800.273.8255, or 806.359.6699, or 800.692.4039

Visit the Notalone website For more information, see the Code of Student Life.

WT Attendance Policy for Core Curriculum Classes For the purposes of learning assessment and strategic planning, all students enrolled in Core Curriculum or developmental courses at West Texas A&M University must swipe their Buff Gold cards through the card reader installed in the classroom/lab for each class/lab meeting.

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.

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Copyright All original content in this document, all web-based course materials (be they text, audio, and/or video), and/or classroom presentations are subject to copyright provisions. No distribution without the express written consent of the author. Students are prohibited from selling (or being paid for taking) notes during this course to or by any person or commercial firm without the express written permission of the professor.

* Syllabus template approved by COB Curriculum Committee July 2020. Annual review of the syllabus is a formal part of the COB continuous improvement process.