《战略管理》教学大纲英文.docx

《战略管理》教学大纲英文.docx

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《战略管理》教学大纲英文

《战略管理》

课程编号：

CMAG423

课程类型：

学科基础课

总学时：

54学时

学分：

3学分

适用对象：

工商管理专业

先修课程：

CMAG111/CACC111/CMAG213/CMAG322/CMAG112/CFIN311

CourseDescription

Strategicmanagementisachallengingandexcitingcapstonecoursethatwillallowstudentstofunctionastheownerorchiefexecutiveofficerofdifferentorganizations.Theirmajortaskinthiscoursewillbetomakestrategicdecisionsandtojustifythosedecisionsthroughoralandwrittencommunication.Strategicdecisionsdeterminethefuturedirectionandcompetitivepositionofanenterpriseforalongtime.Decisionstoexpandgeographicallyortodiversifyareexamplesofstrategicdecisions.

Inthiscourse,studentscanlookforwardtomakingstrategicdecisionsbothasanindividualandasamemberofateam.Nomatterhowhardemployeeswork,anorganizationisinrealtroubleifstrategicdecisionsarenotmadeeffectively.Doingtherightthings（effectiveness）ismoreimportantthandoingthingsright（efficiency）.

LearningObjectives

Tocompletethiscoursesuccessfully,studentsshouldhavethefullyunderstandingof:

1.Thenatureofstrategicmanagement

2.Thebusinessvisionandmission

3.Theexternalassessment

4.Theinternalassessment

5.Strategiesinaction

6.Strategyanalysisandchoice

7.Implementingstrategies:

managementandoperationsissues

8.Implementingstrategies:

marketing,finance/accounting,R&D,andMISissues

9.Strategicreview,evaluation,andcontrol

10.Businessethics/socialresponsibility/environmentalsustainability

11.Global/internationalissues

12.Howtoprepareandpresentacaseanalysis

TeachingMethod

Thiscoursecontainslectures,classdiscussions,homework,quizzes,presentationandexams.Textbookcontentwillbeintroducedfirst.Thenrealcaseandpracticequestionswillbedeliveredtostudentsasawaytotesttheirunderstandingoftheknowledge.Thiswillrequireindividualorgroupassignmentinorafterclass.

Oraltest

Allstudentswillbetestedorallyinclassandtheywillbemarkedaccordingly.

Groupstudy

Studygroupsshouldbeformedbystudentssoastoboosttheirstudy.Groupdiscussionsofthecoursematerialareanimportantpartofthelearningprocessinthiscourse.Studentsareexpectedtomakeameaningfulcontributiontotheclass,whetherbyaskingquestions,respondingtoquestions,deliveringpresentationsorcontributinginotherwaystoclassdiscussion.

HomeworkAssignments

Ifyoudonotattempttocompletetheassignedhomework,itislikelythatyourperformanceinthecoursewillsuffer.HomeworkassignmentsaretakenfromtheExercisesinthetextbook.Itisexpectedthathomeworkassignmentswillbecompletedpriortothestartofclass.Theanswersneednotbecorrect.Homeworkwillbeevaluatedascompleteifallpartsoftheassignmenthavebeenattemptedandallworkisshown.Assignmentswillbecollectedatthebeginningofclassandlateassignmentswillnotbeaccepted.

Presentation

Eachstudentisexpectedtogiveapresentation.Thetopiccanbeselectedfromthetextbookorlectures.Asummaryrelatingtothetopicisrequiredbeforeyourpresentation.

QuizzesandExaminations

Therewillbeatleast2quizzesduringthesemester.Quizzesmayormaynotbeannouncedinadvance.Quizzeswilltestyourknowledgeofbothconceptsandtheapplicationofthoseconcepts.Midtermexamandfinalexammaybecomposedofmultiple-choicequestions,shortanswerquestions,essayquestions,problems,andpreparationoffinancialstatements.Studentsshouldrelyprimarilyonhomeworkassignmentstogivethemasenseofwhattheymayseeformaterialonexams.

CourseEvaluation

Midterm

Final

Total

Attendance

5%

5%

10%

Participation

5%

5%

10%

Homework

5%

5%

10%

Quiz

5%

5%

10%

Presentation

20%

20%

MidtermExamination

20%

20%

FinalExamination

20%

20%

Total

40%

60%

100%

CourseOutline

Week1:

Chapter1

Week2:

Chapter2

Week3:

Chapter3

Week4:

Chapter4

Week5:

Chapter5

Week6:

Chapter6

Week7:

Chapter12

Week8:

Review&Quiz1

Week9:

Midtermexam

Week10:

Chapter7

Week11:

Chapter8

Week12:

Chapter9

Week13:

Presentation

Week14:

Presentation

Week15:

Review&Quiz2

Week16:

Finalexam

Coursecontents:

CHAPTER1

THENATUREOFSTRATEGICMANAGEMENT

CHAPTEROVERVIEW

Chapter1providesanoverviewofstrategicmanagement.Apractical,integrativemodelofthestrategic-managementprocessisintroduced.Basicactivitiesandtermsinstrategicmanagementaredefined.Thebenefitsofstrategicmanagementarepresented.Thischapteralsointroducesthenotionofboxedinserts.Aboxedinsertineachchaptershowcasesexcellentstrategicmanagementunderharsheconomicconditions.

CHAPTEROBJECTIVES

Afterstudyingthischapter,youshouldbeabletodothefollowing:

1.

Describethestrategic-managementprocess.

2.

Explaintheneedforintegratinganalysisandintuitioninstrategicmanagement.

3.

Defineandgiveexamplesofkeytermsinstrategicmanagement.

4.

Discussthenatureofstrategyformulation,implementation,andevaluationactivities.

5.

Describethebenefitsofgoodstrategicmanagement.

6.

DiscusstherelevanceofSunTzu’sTheArtofWartostrategicmanagement.

7.

Discusshowafirmmayachievesustainedcompetitiveadvantage.

CHAPTEROUTLINE

WhatisStrategicManagement?

KeyTermsinStrategicManagement

TheStrategic-ManagementModel

BenefitsofStrategicManagement

WhySomeFirmsDoNoStrategicPlanning

PitfallsinStrategicPlanning

GuidelinesforEffectiveStrategicManagement

ComparingBusinessandMilitaryStrategy

TheCohesionCase:

McDonalds

ACohesionCase（P.27-P.36）

DoingGreatinaWeakEconomy–McDonalds

Despitethefactthatmostfirmswerestrugglingin2008,McDonald’sincreaseditsrevenuesin2008andnearlydoubleditsnetincome.FortuneMagazinein2009ratedMcDonald’sasthe16th“MostAdmiredCompanyintheWorld”.McDonald’slowpricesandexpandedmenuitemshaveattractedmillionsofnewcustomers.

CHAPTER2

THEBUSINESSVISIONANDMISSION

CHAPTEROVERVIEW

Chapter2focusesontheconceptsandtoolsneededtoevaluateandwritebusinessvisionandmissionstatements.Apracticalframeworkfordevelopingmissionstatementsisprovided.Actualmissionstatementsoflargeandsmallorganizationsandprofitandnonprofitenterprisesarepresentedandcriticallyexamined.Theprocessofcreatingavisionandmissionstatementisdiscussed.Theglobaleconomicrecessionhasresultedinmanyfirmschangingdirection,therebyalteringtheirentirevisionandmissioninordertosurvive.

CHAPTEROBJECTIVES

Afterstudyingthischapter,youshouldbeabletodothefollowing:

1.

Describethenatureandroleofvisionandmissionstatementsinstrategicmanagement.

2.

Discusswhytheprocessofdevelopingamissionstatementisasimportantastheresultingdocument.

3.

Identifythecomponentsofmissionstatements.

4.

Discusshowclearvisionandmissionstatementscanbenefitotherstrategic-managementactivities.

5.

Evaluatemissionstatementsofdifferentorganizations.

6.

Writegoodvisionandmissionstatements.

CHAPTEROUTLINE

WhatDoWeWanttoBecome?

WhatisOurBusiness?

ImportanceofVisionandMissionStatements

CharacteristicsofaMissionStatement

MissionStatementComponents

WritingandEvaluatingMissionStatements

CHAPTER3

THEEXTERNALASSESSMENT

CHAPTEROVERVIEW

Chapter3examinesthetoolsandconceptsneededtoconductanexternalstrategic-managementaudit（sometimescalledenvironmentalscanningorindustryanalysis）.Anexternalauditfocusesonidentifyingandevaluatingtrendsandeventsbeyondthecontrolofasinglefirm,suchasincreasedforeigncompetition,populationshiftstotheSunBelt,anagingsociety,consumerfearoftraveling,andstockmarketvolatility.Anexternalauditrevealskeyopportunitiesandthreatsconfrontinganorganization,somanagerscanformulatestrategiestotakeadvantageoftheopportunitiesandavoidorreducetheimpactofthreats.Thischapterpresentsapracticalframeworkandguidelinesforgathering,assimilating,andanalyzingenvironmentalinformation.TheIndustrialOrganization（I/O）viewofstrategicmanagementisintroduced.

CHAPTEROBJECTIVES

Afterstudyingthischapter,youshouldbeabletodothefollowing:

1.

Describehowtoconductanexternalstrategic-managementaudit.

2.

Discuss10majorexternalforcesthataffectorganizations:

economic,social,cultural,demographic,environmental,political,governmental,legal,technological,andcompetitive.

3.

Identifykeysourcesofexternalinformation,includingtheInternet.

4.

Discussimportantforecastingtoolsusedinstrategicmanagement.

5.

Discusstheimportanceofmonitoringexternaltrendsandevents.

6.

ExplainhowtodevelopanEFEMatrix.

7.

ExplainhowtodevelopaCompetitiveProfileMatrix.

8.

Discusstheimportanceofgatheringcompetitiveintelligence.

9.

Describethetrendtowardcooperationamongcompetitors.

10.

Discussmarketcommonalityandresourcesimilarityinrelationtocompetitiveanalysis.

CHAPTEROUTLINE

TheNatureofanExternalAudit

TheIndustrialOrganization（I/O）View

EconomicForces

Social,Cultural,Demographic,andNaturalEnvironmentForces

Political,Governmental,andLegalForces

TechnologicalForces

CompetitiveForces

CompetitiveAnalysis:

Porter’sFive-ForcesModel

SourcesofExternalInformation

ForecastingToolsandTechniques

IndustryAnalysis:

TheExternalFactorEvaluation（EFE）Matrix

TheCompetitiveProfileMatrix（CPM）

Homework:

DevelopingacompetitiveProfileMatrixforMcDonald’sCorporation

CHAPTER4

THEINTERNALASSESSMENT

CHAPTEROVERVIEW

Chapt