《企业战略管理》教学大纲(英文).doc

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1、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 courses that concentrate narrowly on a particular function or piece of the businessaccounting, finance, marketing, production, human resources, or

2、 information systems, strategic management is a big picture course. It cuts across the whole spectrum of business and management. The center of attention is the total enterprise-the industry and competitive environment in which it operates, its long-term direction and strategy, its resources and com

3、petitive capabilities, and its prospects for success. Throughout the course, the spotlight will be trained on the foremost issue in running a business enterprise: “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 th

4、e 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 good management. The mission of the course is to explore why good strategic management leads to good business performance, to present the basic co

5、ncepts 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 on to probe, question, and evaluate all aspects of a companys external and internal situation. Youll grapple with sizing up a companys standing

6、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 become more skilled in spotting ways to improve a companys strategy or its execution.In the midst of all this, another purpose is accomplished: to h

7、elp 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 strategic management an integrative, capstone course in which you reach back to use concepts and techniques covered in previous courses. For perhaps th

8、e 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 harmony for the organization to operate in winning fashion.The Next Weeks Will Be Exciting, Fun, Challenging, and Filled with Learning Opportuni

9、ties. 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 about business, holding your interest from beginning to end, and enhancing your powers of business judgment. As you tackle the subject matter, p

10、onder 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 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

11、 instrumental in making you “competitively superior,” successful in your career, and much wiser about the secrets of first-rate management.COURSE OBJECTIVES1. To develope your capacity to think strategically about a company, its present business position, its long-term direction, its resources and c

12、ompetitive capabilities, the caliber of its strategy, and its opportunities for gaining sustainable competitive advantage.2. To build your skills in conducting strategic analysis in a variety of industries and competitive situations and, especially, to provide you with a stronger understanding of th

13、e competitive challenges of a global market environment.3. To give you 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 t

14、asks associated with implementing and executing company strategies, drill you in 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 companys strategy-implementing team.5. To integrate the kno

15、wledge gained in earlier core courses in the business school curriculum, show you how the various pieces of the business puzzle fit together, and demonstrate 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

16、 your powers of managerial judgment, help you learn how to assess business risk, and improve your ability to make sound decisions and achieve effective outcomes.7. To help you become more proficient in using personal computers to do managerial analysis and managerial work.8. To make you more conscio

17、us about the importance of exemplary ethical principles, sound personal and company values, and socially responsible management practices. GRADING PLAN/PERFORMANCE EVALUATIONSYour course grade will be based on the following components and percentage allocation:1Atendance at all class sessions necess

18、ary2Participation in class discussion of cases and satisfactory completion of case assignments 30%3Final exam 70% 100%THE APPROACH TO TEACHING/LEARNING1.Lectures by the instructor65% of in-class hrs.2.Practicing the tasks of managerial analysis and decision-making via use of actual case studies-anal

19、ysis/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” exercise.Out-of-class POLICIES REGARDING CLASS ATTENDANCE, PARTICIPATION IN CLASS DISCUSSIONS OF ASSIGNED CASES, AND COMPLETION OF ASSIGNED CASE EXER

20、CISESAttendance 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 discussion days is a serious matter and should be discussed with your instructor, since roll is taken on case discussion days and more than one absen

21、ce 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 overall grade in the course, each student MUST contribute significantly to in-class analysis and discussion of the cases. Each student is expected

22、 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 class participation is something to be earned by contributing your assessments and judgments to the discussion. Merely coming to class and listenin

23、g to the discussion of assigned cases is not sufficient; attendance is not participation.SCHEDULE OF CLASS ACTIVITIES and ASSIGNMENTS (48 class meetings of 45 minutes,2 class/each day)Class Assignment/Activity1-2 Orientation and course previewLecture on Chapter 1Chapter One explores the concepts sur

24、rounding organizational strategy. It begins with an explanation of the term, strategy. Next, it explores the importance of striving for competitive advantage in the marketplace. This is followed by a discussion on methodology for identifying an organizations current strategy. The chapter then explor

25、es 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 is taken. The chapter proceeds forward with a look at what the strategy-making, strategy-executing process entails. It provides an in-depth exp

26、loration of the five interrelated and integrated tasks of this process: developing a strategic vision, setting objectives, crafting a strategy, implementing and executing the strategy, and initiating corrective adjustments. The chapter then provides insight into the role of the Board of Directors in

27、 the strategy-making, strategy-executing process. It concludes with a discussion on the importance of strategy to organizations.3-4Continued lecture on Chapter 15-6Continued lecture on Chapter 16-8Case discussion 19-10 Lecture on chapter 2Chapter Two presents the concepts and analytical tools for as

28、sessing a single-business companys external environment. It will focus attention on the specific industry and competitive arena in which a company operates. Additionally, the chapter will explore other pertinent technological, societal, regulatory, and demographic influences in the larger macro-envi

29、ronment that can act to reshape or influence the organizations future market arena.11-12 Continued lecture on Chapter 213-14 Continued lecture on Chapter 215-16 Case discussion 2 17-18 Lecture on chapter 3Chapter Three discusses the techniques of evaluating a companys resources capabilities, relativ

30、e cost position, and competitive strength versus rivals. Sizing up the pros and cons of a companys resources and competitive position paves the way for matching strategy to the companys resource capabilities and its competitive position versus key rivals. The analytical spotlight will be focused on

31、five questions: (1) How well is the companys present strategy working? (2) What are the companys resource strengths and weaknesses and its external opportunities and threats? (3) Are the companys prices and costs competitive? (4) Is the company competitively stronger or weaker than key rivals? (5) W

32、hat strategic issues and problems merit front-burner managerial attention? Four analytical tools SWOT analysis, value chain analysis, benchmarking, and competitive strength assessment will be used to derive responses to the five questions. These analytical tools are valuable techniques for revealing

33、 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 Four focuses on a companys quest for competitive advantage the strategy options for competing successfully in a particular industry and securi

34、ng 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 competitive conditions and to its own resources and competitive circumstances that holds good prospects for competitive advantage. Chapter Four beg

35、ins 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 strategic actions the company can take to complement and flesh out its choice on a basic competitive strategy approach. The chapter contains section

36、s 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 a companys business to support its basic competitive strategic moves. The chapter concludes with a brief look at the competitive importance of

37、 timing strategic moves.Case discussion：Kmart: Striving for a Comeback27-28 Continued lecture on chapter 429-30 Continued lecture on chapter 431-32 Case discussion 433-34 Lecture on chapter 5Chapter Five focuses on a companys strategy options for expanding beyond its domestic boundary and competing

38、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 introduce a number of core concepts including multicountry competition, global competition, profit sanctuaries, and cross-market subsidization

39、. Chapter Five is structured around sections on the special features of doing business in foreign markets, the different strategies for entering and competing in foreign markets, the growing role of alliances with foreign partners, the importance of locating operations in the most advantageous count

40、ries, and the special circumstances of competing in such emerging country markets as China, India, and Brazil.35-36Case discussion 537-38 Lecture on chapter 6Chapter Six moves up one level in the strategy-making hierarchy, from strategy-making in a single business enterprise to strategy-making in a

41、diversified enterprise. The chapter begins with a description of the various paths through which a company can become diversified, an explanation of how a company can use diversification to create or compound competitive advantage for its business units, and how surveying the strategic options an al

42、ready diversified company has to improve its overall performance. Chapter Six concludes with an examination of the techniques and procedures for assessing the strategic attractiveness of a diversified companys business portfolio.39-40 Case discussion 641-42Lecture on chapter 7Chapter Seven examines

43、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 chapter explores how executing strategy is an operations-driven activity that revolves around the management of people and business processes.

44、It denotes that successfully executing a strategy depends on doing a good job of working with and through others, building and strengthening competitive capabilities, motivating and rewarding people in a strategy-supportive manner, and instilling a discipline of getting things done. Chapter Seven de

45、fines executing strategy as an action-oriented, make-things-happen task that tests a managers ability to direct organizational change, achieve continuous improvement in operations, create and nurture a strategy-supportive culture, and consistently meet or beat best performance targets.Case discussio

46、n 643-44Case discussion 745-46Lecture on chapter 8Chapter Eight discusses five additional managerial tasks that determine the success of a companys strategy execution efforts. These include (1) steering ample resources into value chain activities critical to strategic success, (2) ensuring that poli

47、cies and procedures facilitate rather than impede strategy execution, (3) instituting best practices and pushing for continuous improvement in how value chain activities are performed, (4) installing information and operating systems that enable company personnel to better carry out their strategic

48、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 format at 参考资料：1、明茨伯格，战略历程：纵览战略管理学派，机械工业出版社，2001。2、弗雷德R戴维，战略管理（第六版），李克宁译，经济科学出版，1999。3、黄丹，战略管理，清华大学出版社，2004。4、项保华，战略管理，华夏出版社，2002。5、罗伯特D.巴泽尔、布拉德利T.盖尔著，战略与绩效PIMS原则，THE PIMS PrinciplesLinking Strategy to P