最新《企业战略管理》教学大纲(英文)doc.doc

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1、Four short words sum up what has lifted most successful individuals above the crowd: a little bit more.-author-date企业战略管理教学大纲(英文)。doc企业战略管理教学大纲战略管理教学大纲英文名称：Strategic:Winning in the Marketplace学分：3学分学 时：48学时先修课程：管理学、组织行为学、国际贸易、人力资源管理、市场营销、会计、经济学等适用专业：工商管理类专业COURSE DESCRIPTIONUnlike other business cou

2、rses that concentrate narrowly on a particular function or piece of the businessaccounting, finance, marketing, production, human resources, or information systems, strategic management is a big picture course. It cuts across the whole spectrum of business and management. The center of attention is

3、the total enterprise-the industry and competitive environment in which it operates, its long-term direction and strategy, its resources and competitive capabilities, and its prospects for success. Throughout the course, the spotlight will be trained on the foremost issue in running a business enterp

4、rise: “What must managers do, and do well, to make the company a winner in the game of business?” The answer that emerges, and which becomes the theme of the course, is that good strategy-making and good strategy-execution are the key ingredients of company success and the most reliable signs of goo

5、d management. The mission of the course is to explore why good strategic management leads to good business performance, to present the basic concepts and tools of strategic analysis, and to drill you in the methods of crafting a well-conceived strategy and executing it competently. Youll be called o

6、n to probe, question, and evaluate all aspects of a companys external and internal situation. Youll grapple with sizing up a companys standing in the marketplace and its ability to go head-to-head with rivals, learn to tell the difference between winning strategies and mediocre strategies, and becom

7、e more skilled in spotting ways to improve a companys strategy or its execution.In the midst of all this, another purpose is accomplished: to help you synthesize what you have learned in prior business courses. Dealing with the grand sweep of how to manage all the pieces of a business makes strategi

8、c management an integrative, capstone course in which you reach back to use concepts and techniques covered in previous courses. For perhaps the first time youll see how the various pieces of the business puzzle fit together and why the different parts of a business need to be managed in strategic h

9、armony for the organization to operate in winning fashion.The Next Weeks Will Be Exciting, Fun, Challenging, and Filled with Learning Opportunities. No matter what your major is, the content of this course has all the ingredients to be the best course youve takenbest in the sense of learning a lot a

10、bout business, holding your interest from beginning to end, and enhancing your powers of business judgment. As you tackle the subject matter, ponder Ralph Waldo Emersons observation, “Commerce is a game of skill which many people play, but which few play well.” The overriding intent of the course is

11、 to help you become a more savvy player and better prepare you for a successful business career. We sincerely hope this course will prove to be instrumental in making you “competitively superior,” successful in your career, and much wiser about the secrets of first-rate management.COURSE OBJECTIVES1

12、. To develope 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 strategy, and its opportunities for gaining sustainable competitive advantage.2. To build your skills in conducti

13、ng 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 you hands-on experience in crafting business strategy, reasoning carefully about strategic

14、 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, drill you in the range of actions managers can take to promote competent strategy executi

15、on, and give you some confidence in being able to function effectively as part of a companys strategy-implementing team.5. To integrate the knowledge gained in earlier core courses in the business school curriculum, show you how the various pieces of the business puzzle fit together, and demonstrate

16、 why the different parts of a business need to be managed in strategic harmony for the organization to operate in winning fashion.6. To develop your powers of managerial judgment, help you learn how to assess business risk, and improve your ability to make sound decisions and achieve effective outco

17、mes.7. To help you become more proficient in using personal computers to do managerial analysis and managerial work.8. To make you more conscious about the importance of exemplary ethical principles, sound personal and company values, and socially responsible management practices. GRADING PLAN/PERFO

18、RMANCE EVALUATIONSYour course grade will be based on the following components and percentage allocation:1Atendance at all class sessions necessary2Participation in class discussion of cases and satisfactory completion of case assignments 30%3Final exam 70% 100%THE APPROACH TO TEACHING/LEARNING1.Lect

19、ures by the instructor65% of in-class hrs.2.Practicing the tasks of managerial analysis and decision-making via use of actual case studies-analysis/discussion by whole class (students do most of the talking)35% of in-class hrs.3.Practicing the task of managing via the GLO-BUS “learn-by-doing” exerci

20、se.Out-of-class POLICIES REGARDING CLASS ATTENDANCE, PARTICIPATION IN CLASS DISCUSSIONS OF ASSIGNED CASES, AND COMPLETION OF ASSIGNED CASE EXERCISESAttendance at all class sessions is expected, but it is required on those days an assigned case is discussed in class. Absence from class on case discus

21、sion days is a serious matter and should be discussed with your instructor, since roll is taken on case discussion days and more than one absence will adversely affect your grade in the course. Due to the fact that participation in class discussion of cases counts as a factor in determining your ove

22、rall grade in the course, each student MUST contribute significantly to in-class analysis and discussion of the cases. Each student is expected to be an active participant in case discussions and to offer meaningful analysis and convincing arguments for the position you stake out. Your grade on clas

23、s participation is something to be earned by contributing your assessments and judgments to the discussion. Merely coming to class and listening to the discussion of assigned cases is not sufficient; attendance is not participation.SCHEDULE OF CLASS ACTIVITIES and ASSIGNMENTS (48 class meetings of 4

24、5 minutes,2 class/each day)Class Assignment/Activity1-2 Orientation and course previewLecture on Chapter 1Chapter One explores the concepts surrounding organizational strategy. It begins with an explanation of the term, strategy. Next, it explores the importance of striving for competitive advantage

25、 in the marketplace. This is followed by a discussion on methodology for identifying an organizations current strategy. The chapter then explores the idea that strategy is partly proactive and partly reactive. Next, a close look at the relationship between a companys strategy and its business model

26、is taken. The chapter proceeds forward with a look at what the strategy-making, strategy-executing process entails. It provides an in-depth exploration of the five interrelated and integrated tasks of this process: developing a strategic vision, setting objectives, crafting a strategy, implementing

27、and executing the strategy, and initiating corrective adjustments. The chapter then provides insight into the role of the Board of Directors in the strategy-making, strategy-executing process. It concludes with a discussion on the importance of strategy to organizations.3-4Continued lecture on Chapt

28、er 15-6Continued lecture on Chapter 16-8Case discussion 19-10 Lecture on chapter 2Chapter Two presents the concepts and analytical tools for assessing a single-business companys external environment. It will focus attention on the specific industry and competitive arena in which a company operates.

29、Additionally, the chapter will explore other pertinent technological, societal, regulatory, and demographic influences in the larger macro-environment that can act to reshape or influence the organizations future market arena.11-12 Continued lecture on Chapter 213-14 Continued lecture on Chapter 215

30、-16 Case discussion 2 17-18 Lecture on chapter 3Chapter Three discusses the techniques of evaluating a companys resources capabilities, relative cost position, and competitive strength versus rivals. Sizing up the pros and cons of a companys resources and competitive position paves the way for match

31、ing strategy to the companys resource capabilities and its competitive position versus key rivals. The analytical spotlight will be focused on five questions: (1) How well is the companys present strategy working? (2) What are the companys resource strengths and weaknesses and its external opportuni

32、ties and threats? (3) Are the companys prices and costs competitive? (4) Is the company competitively stronger or weaker than key rivals? (5) What strategic issues and problems merit front-burner managerial attention? Four analytical tools SWOT analysis, value chain analysis, benchmarking, and compe

33、titive strength assessment will be used to derive responses to the five questions. These analytical tools are valuable techniques for revealing a companys competitiveness.10-20 Continued lecture on chapter 321-22 Continued lecture on chapter 323-24 Case discussion 3 25-26 Lecture on chapter 4Chapter

34、 Four focuses on a companys quest for competitive advantage the strategy options for competing successfully in a particular industry and securing an attractive market position. The chapter surveys the menu of options a company has for crafting a strategy that is well-suited both to industry and comp

35、etitive conditions and to its own resources and competitive circumstances that holds good prospects for competitive advantage. Chapter Four begins with a description of each of the five basic types of competitive strategies. Next, it explores a companys menu of strategic choices on the various strat

36、egic actions the company can take to complement and flesh out its choice on a basic competitive strategy approach. The chapter contains sections discussing the pros and cons of each of the complementary strategic options offered. It discusses the need for strategic choices in each functional area of

37、 a companys business to support its basic competitive strategic moves. The chapter concludes with a brief look at the competitive importance of timing strategic moves.Case discussion：Kmart: Striving for a Comeback27-28 Continued lecture on chapter 429-30 Continued lecture on chapter 431-32 Case disc

38、ussion 433-34 Lecture on chapter 5Chapter Five focuses on a companys strategy options for expanding beyond its domestic boundary and competing in the markets of either a few or a great many countries. The chapter spotlight will be on four strategic issues unique to competing internationally. It will

39、 introduce a number of core concepts including multicountry competition, global competition, profit sanctuaries, and cross-market subsidization. Chapter Five is structured around sections on the special features of doing business in foreign markets, the different strategies for entering and competin

40、g in foreign markets, the growing role of alliances with foreign partners, the importance of locating operations in the most advantageous countries, and the special circumstances of competing in such emerging country markets as China, India, and Brazil.35-36Case discussion 537-38 Lecture on chapter

41、6Chapter Six moves up one level in the strategy-making hierarchy, from strategy-making in a single business enterprise to strategy-making in a diversified enterprise. The chapter begins with a description of the various paths through which a company can become diversified, an explanation of how a co

42、mpany can use diversification to create or compound competitive advantage for its business units, and how surveying the strategic options an already diversified company has to improve its overall performance. Chapter Six concludes with an examination of the techniques and procedures for assessing th

43、e strategic attractiveness of a diversified companys business portfolio.39-40 Case discussion 641-42Lecture on chapter 7Chapter Seven examines the process of executing an organizational strategy. It has an emphasis on the conversion of a strategy into actions and good results for organizations. The

44、chapter explores how executing strategy is an operations-driven activity that revolves around the management of people and business processes. It denotes that successfully executing a strategy depends on doing a good job of working with and through others, building and strengthening competitive capa

45、bilities, motivating and rewarding people in a strategy-supportive manner, and instilling a discipline of getting things done. Chapter Seven defines executing strategy as an action-oriented, make-things-happen task that tests a managers ability to direct organizational change, achieve continuous imp

46、rovement in operations, create and nurture a strategy-supportive culture, and consistently meet or beat best performance targets.Case discussion 643-44Case discussion 745-46Lecture on chapter 8Chapter Eight discusses five additional managerial tasks that determine the success of a companys strategy

47、execution efforts. These include (1) steering ample resources into value chain activities critical to strategic success, (2) ensuring that policies and procedures facilitate rather than impede strategy execution, (3) instituting best practices and pushing for continuous improvement in how value chai

48、n activities are performed, (4) installing information and operating systems that enable company personnel to better carry out their strategic roles proficiently, and (5) tying rewards and incentives directly to the achievement of strategic and financial targets and to good strategy execution.47-48Case discussion 8Final Exam Required texts and materialsThompson,A.,Strategy:winning in tne marketplace.清华大学出版社，2004。Case-TUTOR COMPANION software for studengts(available in downloadable file for