《战略管理》教学大纲英文.docx

1、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/CFIN311Course DescriptionStrategic management is a challenging and exciting capstone course that will allow students to function as the owner or chief executive officer of different organizat

2、ions. Their major task in this course will be to make strategic decisions and to justify those decisions through oral and written communication. Strategic decisions determine the future direction and competitive position of an enterprise for a long time. Decisions to expand geographically or to dive

3、rsify are examples of strategic decisions.In this course, students can look forward to making strategic decisions both as an individual and as a member of a team. No matter how hard employees work, an organization is in real trouble if strategic decisions are not made effectively. Doing the right th

4、ings (effectiveness) is more important than doing things right (efficiency). Learning ObjectivesTo complete this course successfully, students should have the fully understanding of:1.The nature of strategic management2.The business vision and mission3.The external assessment4.The internal assessmen

5、t5.Strategies in action6.Strategy analysis and choice7.Implementing strategies: management and operations issues8.Implementing strategies: marketing, finance/accounting, R&D, and MIS issues9.Strategic review, evaluation, and control10.Business ethics/social responsibility/environmental sustainabilit

6、y11.Global/international issues12.How to prepare and present a case analysisTeaching MethodThis course contains lectures, class discussions, homework, quizzes, presentation and exams. Textbook content will be introduced first. Then real case and practice questions will be delivered to students as a

7、way to test their understanding of the knowledge. This will require individual or group assignment in or after class.Oral testAll students will be tested orally in class and they will be marked accordingly.Group studyStudy groups should be formed by students so as to boost their study. Group discuss

8、ions of the course material are an important part of the learning process in this course. Students are expected to make a meaningful contribution to the class, whether by asking questions, responding to questions, delivering presentations or contributing in other ways to class discussion. Homework A

9、ssignmentsIf you do not attempt to complete the assigned homework, it is likely that your performance in the course will suffer. Homework assignments are taken from the Exercises in the textbook. It is expected that homework assignments will be completed prior to the start of class. The answers need

10、 not be correct. Homework will be evaluated as complete if all parts of the assignment have been attempted and all work is shown. Assignments will be collected at the beginning of class and late assignments will not be accepted.PresentationEach student is expected to give a presentation. The topic c

11、an be selected from the textbook or lectures. A summary relating to the topic is required before your presentation. Quizzes and ExaminationsThere will be at least 2 quizzes during the semester. Quizzes may or may not be announced in advance. Quizzes will test your knowledge of both concepts and the

12、application of those concepts. Midterm exam and final exam may be composed of multiple-choice questions, short answer questions, essay questions, problems, and preparation of financial statements. Students should rely primarily on homework assignments to give them a sense of what they may see for ma

13、terial on exams.Course EvaluationMidtermFinalTotalAttendance5%5%10%Participation5%5%10%Homework5%5%10%Quiz5%5%10%Presentation20%20%Midterm Examination20%20%Final Examination20%20%Total40%60%100%Course OutlineWeek 1:Chapter 1Week 2:Chapter 2Week 3:Chapter 3Week 4:Chapter 4Week 5:Chapter 5Week 6:Chapt

14、er 6Week 7:Chapter 12Week 8:Review & Quiz 1Week 9:Midterm examWeek 10:Chapter 7Week 11:Chapter 8Week 12:Chapter 9Week 13:PresentationWeek 14:PresentationWeek 15:Review & Quiz 2Week 16:Final examCourse contents:CHAPTER 1THE NATURE OF STRATEGIC MANAGEMENTCHAPTER OVERVIEWChapter 1 provides an overview

15、of strategic management. A practical, integrative model of the strategic-management process is introduced. Basic activities and terms in strategic management are defined. The benefits of strategic management are presented. This chapter also introduces the notion of boxed inserts. A boxed insert in e

16、ach chapter showcases excellent strategic management under harsh economic conditions. CHAPTER OBJECTIVESAfter studying this chapter, you should be able to do the following:1.Describe the strategic-management process.2.Explain the need for integrating analysis and intuition in strategic management.3.

17、Define and give examples of key terms in strategic management.4.Discuss the nature of strategy formulation, implementation, and evaluation activities.5.Describe the benefits of good strategic management.6.Discuss the relevance of Sun Tzus The Art of War to strategic management.7. Discuss how a firm

18、may achieve sustained competitive advantage. CHAPTER OUTLINEWhat is Strategic Management?Key Terms in Strategic ManagementThe Strategic-Management ModelBenefits of Strategic ManagementWhy Some Firms Do No Strategic PlanningPitfalls in Strategic PlanningGuidelines for Effective Strategic ManagementCo

19、mparing Business and Military StrategyThe Cohesion Case: McDonaldsA Cohesion Case (P.27-P.36)Doing Great in a Weak Economy McDonaldsDespite the fact that most firms were struggling in 2008, McDonalds increased its revenues in 2008 and nearly doubled its net income. Fortune Magazine in 2009 rated McD

20、onalds as the 16th “Most Admired Company in the World”. McDonalds low prices and expanded menu items have attracted millions of new customers. CHAPTER 2THE BUSINESS VISION AND MISSIONCHAPTER OVERVIEWChapter 2 focuses on the concepts and tools needed to evaluate and write business vision and mission

21、statements. A practical framework for developing mission statements is provided. Actual mission statements of large and small organizations and profit and nonprofit enterprises are presented and critically examined. The process of creating a vision and mission statement is discussed. The global econ

22、omic recession has resulted in many firms changing direction, thereby altering their entire vision and mission in order to survive. CHAPTER OBJECTIVESAfter studying this chapter, you should be able to do the following:1.Describe the nature and role of vision and mission statements in strategic manag

23、ement.2.Discuss why the process of developing a mission statement is as important as the resulting document.3.Identify the components of mission statements.4.Discuss how clear vision and mission statements can benefit other strategic-management activities.5.Evaluate mission statements of different o

24、rganizations.6.Write good vision and mission statements.CHAPTER OUTLINEWhat Do We Want to Become?What is Our Business?Importance of Vision and Mission StatementsCharacteristics of a Mission StatementMission Statement ComponentsWriting and Evaluating Mission StatementsCHAPTER 3THE EXTERNAL ASSESSMENT

25、CHAPTER OVERVIEWChapter 3 examines the tools and concepts needed to conduct an external strategic-management audit (sometimes called environmental scanning or industry analysis). An external audit focuses on identifying and evaluating trends and events beyond the control of a single firm, such as in

26、creased foreign competition, population shifts to the Sun Belt, an aging society, consumer fear of traveling, and stock market volatility. An external audit reveals key opportunities and threats confronting an organization, so managers can formulate strategies to take advantage of the opportunities

27、and avoid or reduce the impact of threats. This chapter presents a practical framework and guidelines for gathering, assimilating, and analyzing environmental information. The Industrial Organization (I/O) view of strategic management is introduced.CHAPTER OBJECTIVESAfter studying this chapter, you

28、should be able to do the following:1.Describe how to conduct an external strategic-management audit.2.Discuss 10 major external forces that affect organizations: economic, social, cultural, demographic, environmental, political, governmental, legal, technological, and competitive.3.Identify key sour

29、ces of external information, including the Internet.4.Discuss important forecasting tools used in strategic management.5.Discuss the importance of monitoring external trends and events.6.Explain how to develop an EFE Matrix.7.Explain how to develop a Competitive Profile Matrix.8.Discuss the importan

30、ce of gathering competitive intelligence.9.Describe the trend toward cooperation among competitors.10.Discuss market commonality and resource similarity in relation to competitive analysis.CHAPTER OUTLINEThe Nature of an External AuditThe Industrial Organization (I/O) ViewEconomic ForcesSocial, Cult

31、ural, Demographic, and Natural Environment ForcesPolitical, Governmental, and Legal ForcesTechnological ForcesCompetitive ForcesCompetitive Analysis: Porters Five-Forces ModelSources of External InformationForecasting Tools and TechniquesIndustry Analysis: The External Factor Evaluation (EFE) MatrixThe Competitive Profile Matrix (CPM)Homework: Developing a competitive Profile Matrix for McDonalds Corporation CHAPTER 4THE INTERNAL ASSESSMENTCHAPTER OVERVIEWChapt