国际通识课程 22.Syllabus of Stratigic Management

SYLLABUS OF STRATIGIC MANAGEMENT

Instructor: ZHAO WANTING

Office Phone:51278249

Email:sisuwanting@126.com

REQUIRED TEXT

1. Strategic Management: Concepts and Cases by Hitt, Michael A.; Ireland, R. Duane; Hoskisson, Robert E.ISBN13： 9781305081574

DESCRIPTION

 Strategic Management is a graduate business level course that examines how companies achieve and sustain competitive advantage. The course’s primary objective is to equip students with the fundamental strategic tools and frameworks to analyze business situations rigorously and to make sound recommendations for company or clients. Strategic skills are the key for business analysis in all disciplines. The need for strategic knowledge is no longer limited to top managers. Increasingly, companies expect their mid-level managers and analysts/consultants to possess the ability to think strategically. Toward this end, the practical objective of this course is to train students to critically analyze and make theoretically-grounded, cogent recommendations for companies to compete in the market, rather than simply giving opinions based on one’s personal intuition and experiences, or on the popular press, however valuable they may be.

OBJECTIVES

This course would be taught according to the principle of “Integration of Theory with Practice”. During the courses, lectures and case discussions would be applied so as to make students to master new knowledge, analyze and solve business problems. Specific requirements are as follows:

• Understand and master business combinations, including the economic motivations, alternative forms, and accounting treatment methods.

• Master methods of preparing consolidated statements.

• Analyze industry structure to identify opportunities and threats.

• Analyze a company’s internal resources and capabilities to identify strengths and weaknesses.

• Decide a company’s strategic position to achieve sustainable competitive advantage.

• Formulate strategies in dynamic, interactive competitive environments.

• Decide if and how a company should diversify across businesses.

COURSE ASSESSMENT

• Class Attendance: 10%. Responsible attendance is expected of each individual enrolled in this course. Iwill circulate a sign-up sheet every day that we are scheduled to meet and you will forfeit one full percentagepoint for every unexcused absence beyond three. If you miss a lecture you  are responsible for obtaining anymissed notes and/or handouts on your own unless you are officially excused.

You may be officially excused from a class meeting for one of four reasons: (1) You have an illness that prevents you from attending class and a doctor's note to that effect; (2) You have a personal emergency like a death in the family and are either excused before class or can document the emergency afterwards; (3) You have a university sponsored obligation (participation in a sporting event or student organization sponsored project)and are excused before the examination or case presentation; or, (4) You have the absence officially excused in writing by the Dean of Economics & Management.

• Group/individual presentation & Class discussion: 20%. Students will be assigned presentations  on the course topics, and are encouraged to actively participate in the class discussion.

• Assignment: 20%. The students should finish the assignments such as key concepts, questions for review, problems and application in the related chapters, and hand in them on time.

• Examinations: 50%.  There will be 2  examinations (please note specific days and dates listed in the calendar) including the Midterm and Final examinations during this semester.  Midterm Exam will be worth 20%, while the Final will be worth 30%. The questions will come from the assigned reading material, the lecture notes, as well as classdiscussions and exercises. Test paper  will be presented withdefining, multiple choice, true/false,  short essay, and long essay questions.

COURSE CONTENTS