Strategic Management And Business Policy Test Bank And-Books Pdf

Strategic Management and Business Policy Test Bank and
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SUGGESTIONS FOR TEACHING STRATEGIC MANAGEMENT, The Case Method 1. Possible Course Syllabus and Outlines 1, Sample Course Syllabus with MyManagementLab 3. CHAPTER NOTES, Chapter One Basic Concepts of Strategic Management 8. Chapter Two Corporate Governance 13, Chapter Three Social Responsibility and Ethics in Strategic Management 19. Chapter Four Environmental Scanning and Industry Analysis 23. Chapter Five Internal Scanning Organizational Analysis 29. Chapter Six Strategy Formulation Situation Analysis and Business Strategy 33. Chapter Seven Strategy Formulation Corporate Strategy 37. Chapter Eight Strategy Formulation Functional Strategy and Strategic Choice 44. Chapter Nine Strategy Implementation Organizing for Action 49. Chapter Ten Strategy Implementation Staffing and Directing 56. Chapter Eleven Evaluation and Control 61, Chapter Twelve Suggestions for Case Analysis 66.
INSTRUCTOR RESOURCES, Understanding Financial Statements 75. The Strategy Wizard 91, SUGGESTIONS FOR TEACHING, STRATEGIC MANAGEMENT. SUGGESTIONS FOR TEACHING STRATEGIC MANAGEMENT, Strategic management Business policy Strategy Whatever its name it s typically considered a capstone course. in most business schools Its primary job is to examine a business firm as a whole and to integrate the various. functional disciplines It generally includes industry analysis and competitive strategy with a healthy dose of SWOT. analysis It may also include corporate governance and or social responsibility and ethics depending upon the. instructor The course is generally expected to take a practical view of how business corporations actually function. in the real world Nevertheless there are many ways to teach strategic management Some people are strong. proponents of the case method Others argue that simulations are the best method of giving students a hands on. understanding of strategic decision making A number of instructors also use experiential exercises group projects. and audio visual presentations Very few if any argue for a straight lecture discussion type of strategy course at the. undergraduate and master s level Each approach however has its strengths and weaknesses. Lecture discussion for example is a good way to communicate a lot of information and to critically analyze. theoretical concepts In a strategy course however the emphasis is typically on developing integrative and. problem solving skills This is a weakness of the lecture discussion approach. The simulation in contrast is an excellent method to develop these skills and to put learning in the hands of the. student rather than in the hands of the instructor It also emphasizes strategy implementation an aspect of strategic. management often receiving little emphasis in most strategy courses Its weaknesses include turning the instructor. from a teacher into an administrator If teams are used there is a strong tendency for students to let the computer. geeks take charge of decision making as the objective turns from strategy making to playing the game. The Case Method, The most popular as well as the most perceived effective approach to teaching strategic management is the case. method Its strengths include a real world orientation believed to generate student involvement and the ability to. focus on developing decision making skills by taking an integrative and conceptual yet action oriented approach. This method may not go well however if the instructor is inexperienced in the use of cases and or the students are. not motivated to do more than a superficial reading of the cases A capable case instructor must be able to force the. typical student to go beyond satisficing at a very low level e g In my opinion they ought to fire the CEO. If given a free rein the average undergraduate tends to Monday morning quarterback the case For example if. everyone knows that Hershey Foods successfully developed and marketed a new type of sugar free candy this year. there is a strong tendency to recommend this solution rather than other alternative courses of action As a result an. instructor new to the case method must ensure that students truly understand that the best solution to any case. problem is not a the one the instructor mentions b what the company actually did or c the most obvious. solution The best solution comes from the best analysis This means that the instructor must work hard to ensure. that students don t take the easy route by merely stating the symptoms as if they were underlying problems and. going immediately to their desired solution without regard for other alternatives. Possible Course Syllabus and Outlines, A number of policy instructors including us have a strong bias in favor of 75 minute classes meeting twice a week.
Open class discussion or oral presentations of complex strategy cases usually require at least an hour s worth of. time Given the usual rigmarole involved in starting and ending a class it is very difficult to handle a case well in a. 50 minute period unless the case is analyzed over two class sessions The course outlines you see below have been. developed with generic activities Instructors should explore MyManagementLab to review all possible activities in. which students can participate, One other variable which complicates the development of a course outline is the decision concerning the timing of. the lectures on strategic management Some instructors choose to spend the first part of their course lecturing over. the book while the students quickly read the chapters Others attempt to intersperse lectures with case discussions or. presentations The key question seems to be How much information do students need before they can competently. analyze their first comprehensive strategic management case This is completely up to the instructor We believe. that a use of the strategic audit will help students to competently analyze their first comprehensive case even if they. have not gone beyond corporate strategy in Chapter 7 We have found this point to be a good time to begin oral. presentations for example The first case should however emphasize strategy formulation over implementation. and be reasonably easy to analyze with each following case increasing in difficulty. SAMPLE COURSE SYLLABUS, COURSE TITLE STRATEGIC MANAGEMENT. Class Times Location, Course Web Site, Instructor Information. Office Office Hours, COURSE DESCRIPTION, This course serves as a cohesive map for strategic management It is designed to integrate the. accepted theories in the area with real world applications to provide students with the basic. knowledge and skills needed for strategic management Lecture and class assignments given in. the course are intended to help students understand the needs of modern public and private. organizations including emerging national and international trends. COURSE OBJECTIVES, By the end of the course students should be able to understand the basic elements of planning.
and implementing strategy, TEXTBOOK Strategic Management and Business Policy Globalization Innovation and. Sustainability 14th Edition by T Wheelen J Hunger A Hoffman and C Bamford. SOFTWARE MyManagementLab This is an optional resource see. www mymanagementlab com for more information, LIBRARY INTERNET RESOURCES Students are encouraged to use the university library. and the Internet for research and to complete assignments when necessary. COURSE COMPONENTS, EXAMS A designated number of exams and a final exam will test students. understanding of the materials discussed in class and in the assigned readings. CASE ASSIGNMENTS Students will answer discussion questions from case applications. assigned in the text The goal is for students to apply the information discussed to these. real world situations to the concepts and principles presented in the course. IN CLASS EXERCISES Throughout the semester students are expected to be prepared to. discuss issues relevant to the course and to participate in team exercises For these. exercises students will be required to be actively involved to receive credit i e making. substantive comments answering questions and preparing short presentations Points. will be awarded by the instructor based on individual and group participation Students. should bring their textbook to class as part of their participation grade Material for in. class assignments can be found at the conclusion of each chapter see Ethical. Dilemmas and Team Exercises, Percentage Points, In Class Exercises Participation 10 50. Case Assignments 4 at 25 points each 20 100, Exam s 50 250.
Final Exam 20 100, TOTAL POINTS 500, Class attendance and participation in class discussion is expected and absences. will affect your final grade, The due dates for assignments are non negotiable and late work will be penalized. All assignments are to be professional in appearance and typed to receive full. COURSE POLICIES, CLASSROOM BEHAVIOR Classroom behavior that interferes with either the instructor s ability to. conduct the class or the ability of students to benefit from the instruction is not acceptable. Students engaging in improper classroom behavior may have points deducted from their total. points in the course or if the situation warrants be reprimanded to the university s committee on. student discipline, ACADEMIC HONESTY AND APPEALS Students are expected to maintain the highest standards of. academic integrity Behavior that violates these standards is not acceptable Examples are the. use of unauthorized material communication with fellow students during an examination. attempting to benefit from the work of another student and similar behavior that defeats the. intent of an examination or other class work Cheating on exams plagiarism improper. acknowledgement of sources in essays and the use of a single essay or paper in more than. one course without permission are considered very serious offences and shall be grounds for. disciplinary action as outlined in the current General Catalogue. COURSE OUTLINE 16 W EEK COURSE SEMESTER, Week Assigned Reading Generic Activities see.
MyManagementLab for actual, activities that correspond with this. Chapter 1 Basic Concepts of Strategic In class discussion Strategy Chapter 1. 1 Management, Module Management Strategy, Chapter 2 Corporate Governance In class exercise Building Constraints. Context Constraints and Challenges Chapter 2, Chapter 3 Social Responsibility and Ethics in Case 1 Chapter 3. Strategic Management, Chapter 4 Environmental Scanning and In class discussion Scanning Chapter. Industry Analysis 4, Chapter 5 Internal Scanning Organizational In class discussion Working with Apple.
Chapter 6 Strategy Formulation Situation Case 2 Chapter 6. Analysis and Business Strategy, Chapter 7 Strategy Formulation Corporate In class discussion Corporations Need. Strategy Direction Chapter 7, Chapter 8 Strategy Formulation Functional Case 1 Chapter 8. Strategy and Strategic Choice, In class exercise Developing Synergy. Chapter 9 Strategy Implementation In class exercise Team Building. Organizing for Action Chapter 9, Chapter 10 Strategy Implementation Case 2 Hiring Decisions Chapter 10. Staffing and Directing, Chapter 11 Evaluation and Control In class exercise Evaluating the.
Evaluation Chapter 11, Chapter 12 Suggestions for Case Analysis In class discussion Using Financials. Chapter 12, 15 Putting It All Together Case Presentation. Final Exam, COURSE OUTLINE 12 W EEK COURSE SEMESTER. Week Assigned Reading Generic Activities see, MyManagementLab for actual. activities that correspond with this, Chapter 1 Basic Concepts of Strategic In class discussion Strategy Chapter 1.
1 Management, Module Management Strategy, Chapter 2 Corporate Governance In class exercise Building Constraints. Context Constraints and Challenges Chapter 2, Chapter 3 Social Responsibility and Ethics in Case 1 Chapter 3. Strategic Management, Chapter 4 Environmental Scanning and In class discussion Scanning Chapter. Industry Analysis 4, Chapter 5 Internal Scanning Organizational In class discussion Working with Apple. Chapter 6 Strategy Formulation Situation Case 2 Chapter 6. Analysis and Business Strategy, Chapter 7 Strategy Formulation Corporate Exam 1.
Chapter 8 Strategy Formulation Functional In class exercise Developing Synergy. Strategy and Strategic Choice Chapter 8, Chapter 9 Strategy Implementation Case 1 Chapter 9. Organizing for Action, Chapter 10 Strategy Implementation In class exercise Team Building. Staffing and Directing Chapter 10, Chapter 11 Evaluation and Control Case 2 Developing Controls Chapter. 12 Chapter 12 Suggestions for Case Analysis Putting it All Together. Final Exam, CHAPTER NOTES, CHAPTER ONE, BASIC CONCEPTS OF STRATEGIC MANAGEMENT. This chapter sets the stage for the study of strategic management and business policy It summarizes research. supporting the conclusion that those corporations that are able to learn from their experiences and manage. strategically perform at a higher level than corporations that do not It describes a number of triggering events that. act to initiate strategic change in most organizations A normative model of strategic management is presented as. the basic structure underlying the book Key concepts are defined and explained as part of the discussion of the. model The chapter also introduces the strategic audit as a method of operationalizing strategic decision making

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