管理戰(zhàn)略與公司治理課程介紹與教學(xué)大綱

管理戰(zhàn)略與公司治理課程簡(jiǎn)介課程編號(hào)12MGT382課程名稱管理戰(zhàn)略與公司治理課程性質(zhì)選修學(xué) 時(shí)72學(xué) 分4.5學(xué)時(shí)分配授課：72實(shí)驗(yàn)：上機(jī)：實(shí)踐： 實(shí)踐（周）：考核方式閉卷考試，平時(shí)成績(jī)占50% ,期末成績(jī)占50%。開課學(xué)院國(guó)際教育學(xué)院更新時(shí)間適用專業(yè)財(cái)務(wù)管理（中澳合作）先修課程管理學(xué)，市場(chǎng)營(yíng)銷，經(jīng)濟(jì)學(xué)等課程內(nèi)容:本課程在最后一個(gè)學(xué)年開設(shè)。通過學(xué)習(xí)這門課程能整合現(xiàn)代組織所需要的多種知識(shí)和技能，重點(diǎn)仍在戰(zhàn)略方面。在學(xué)習(xí)本課程之前，學(xué)生需要有一定的經(jīng)濟(jì)學(xué)基礎(chǔ)。另外，課程是中澳合作的課程，課程的設(shè)計(jì)是針對(duì)中方學(xué)生而定，選用的教學(xué)資料既涉及中國(guó)的案例也有其他地區(qū)的合適案例。課程內(nèi)容方面涵蓋了公司戰(zhàn)略的多個(gè)方面，鼓勵(lì)學(xué)生從更廣泛的角度思考戰(zhàn)略的相關(guān)問題。對(duì)某些學(xué)生來(lái)說，課程的某些方面可能定義不清晰，因?yàn)楸菊n程跟傳統(tǒng)的教學(xué)過程不同。通過學(xué)習(xí)本課程，學(xué)生們將更加適應(yīng)今后中國(guó)企業(yè)以及在華投資的外國(guó)企業(yè)的求職要求。Brief IntroductionCode12MGT382 TitleStrategy and Corporate GovernanceCourse natureOptionalSemester Hours72 Credits 4.5Semester HourStructureLecture： 72 Experiment：Computer Lab：Practice：Practice (Week)：AssessmentClosed book examination, usually results accounted for 50%, the final gradeaccounted for 50%.Offered byInternational Education CollegeDateforFinancial Management (Sino-Australian cooperation)PrerequisiteManagement, Marketing Management, EconomicsCourse Description:The purpose of these subjects is to build on the skills already developed in previous subjectsof your studies. The subject is a final year subject and is designed to bring together a range ofskills and awareness*s which are needed to function in a modern organisation. Particular emphasisis placed on strategic approaches. There are no specific prerequisites, however students areassumed to have completed a level one subject in both micro and macroeconomics and at least oneeconomics subject at level 2. The subject material has been designed with the Chinese students inmind but with the expectation that the students will, as they pursue their careers, be involved incommercial activities in both China and in other parts of the world. The subjects are broad rangingacross several areas connected with corporate strategy. Above all else, the courses are designed toencourage students to think more broadly about the issue of strategy. To some students thesubjects will seem ill defined. This is because it removes the student from their traditional learningprocess. The students are encouraged to follow the course materials set out in the study guide inthe expectation that this will prepare them to pass the subjects. It is expected that once thesestudents have completed the course, they will be better equipped to seek employment in anorganisation based in China or in a foreign company based outside their homeland.管理戰(zhàn)略與公司治理課程教學(xué)大綱課程編號(hào)12MGT382課程名稱管理戰(zhàn)略與公司治理課程性質(zhì)選修學(xué) 時(shí)72課程性質(zhì)選修學(xué)時(shí)分配授課：72實(shí)驗(yàn)：上機(jī)：實(shí)踐： 實(shí)踐（周）：考核方式閉卷考試，平時(shí)成績(jī)占50% ,期末成績(jī)占50% o開課學(xué)院國(guó)際教育學(xué)院更新時(shí)間適用專業(yè)財(cái)務(wù)管理（中澳合作）先修課程管理學(xué)，市場(chǎng)營(yíng)銷，經(jīng)濟(jì)學(xué)等一、教學(xué)內(nèi)容Chapter 1 What is strategy and why is it important1.1 What is strategy?1.2 Four strategic approaches1.3 Why a company' s strategy evolves over time1.4 The strategic process.1.5 reading 1.1 and reading 1.2Difficulties： understand the need for strategic decision making in terms of the Churchill andLewis modelKey points: the nature and scope of strategic management; the basic processes of strategicmanagement.Chapter 2 The external strategic environment2.1 What Is Situation Analysis?2.2 Assessing the company' s industry and competitive environment(7 questions)Difficulties： explain the factors in the company' s external environmentKey points: the nature and strength of competitive forces; the external drivers of change andthe potential impacts.Chapter 3 The internal strategic environmentFive question for the internal situation analysisDifficulties： understand why a given company might perform some activities internally andhave others performed externally by suppliers;Key points: a company' s competitive strengths relative to its competitors; internal situationin the organisation and identify the strategic issues which managers must address.Chapter 4 Strategy implementation strategies4.1 The Five Generic Competitive Strategies4.2 other competitive strategiesDifficulties： the major techniques for achieving competitive advantage based on lower costs;by differentiating the company' s product or service;Key points: five generic competitive strategies; how strategic alliances may improve acompany' s competitive ability; the benefits of mergers and acquisitions; why a company mightconsider vertical integration as a strategic strategy for achieving corporate goals.Chapter 5 Strategies for international competition5.1 Factors shaping strategic choices in international markets5.2 Strategy options for entering and competting in foreign markets5.3 Localized multicounty strategies or a global strategy?Difficulties： explain how and why differing market conditions in countries will influence acompany' s strategic choices;Key points: explain the differing strategic options for entering into and competing in foreignmarkets; explain how multinational companies build competitive advantage in foreign markets;and discuss the issues of competing in emerging markets.6.1 Two related but different circumstances when making strategic decision6.2 Actor models6.3 Three Categories of Management MoralityDifficulties: the likely consequences of a 'black swan' and the strategic consequences;Key points: the significance of ethical behaviour as a factor in business strategy; the majortheories of ethical behaviour; the difference between the ethics of fraud and the ethicalrequirements consequent upon events.Chapter 7 Corporate decision making, liability and responsibility7.1 issues about "duty of care”7.2 readings 7.1, readings 7.2 and readings 7.4Difficulties: how the law relating to the ethics of companies is changing and the obligationsthat might be placed upon your company; professional liability;Key points: how changes in the concept of corporate responsibility are changing the natureof strategy; in practical terms third party product liability and of consequential damages.Chapter 8 Ethics and corporate social responsibility8.1 Fraud and strategy8.2 Strategy and social responsibility8.3 Conflict of interest8.4 Chinese wallDifficulties: the potential for Chinese wall violation;Key points: the concept of conflict of interest; discuss the potential scope and nature ofcorporate fraud; corporate fraud potential within an organisation; insider trading and the likelyconsequences.二、教學(xué)基本要求In this chapter, the students will know the nature and scope of strategic management and also thebasic processes of strategic management. Also in this chapter, we will discuss some other issues ofstrategy such as why the strategy will evolve over time, and the need of strategy decision makingconsidering the stages of business growth.Chapter 2 The external strategic environmentIn this chapter, the students will learn the main external factors shaping the company's strategy,especially the famous Five-Force Model. The students should be able to discuss the major drivingforces in special industry and also the key success factors and opportunities.Chapter 3 The internal strategic environmentIn this chapter, the students should know how to analyze the internal situation of a company, andalso must understand why contingent strategy is very important. Especially the student must knowhow to use the value-chain analysis.Chapter 4 Strategy implementation strategiesIn this chapter, the students should learn the five generic competitive strategies and othercompetitive strategies, such as mergers, vertical integration, strategic alliances and acquisitions.And the student should know when and why some generic strategies will work better in someindustry types than other industry types as a strategic strategy for achieving corporate goals.Chapter 5 Strategies for international competitionIn this chapter, the student should master how to make a company's international strategic choices.Understand the primary reasons why companies choose to enter international markets; and canexplain how and why differing market conditions in countries will influence a company's strategicchoices, and the differing strategic options for entering into and competing in foreign markets.And also should know the issues of competing in emerging markets.Chapter 6 Strategy, responsibility and decision makingIn this chapter, the students should understand the significance of ethical behavior as a factor inbusiness strategy and know the major theories of ethical behavior. And understand both the socialand potential corporate costs of irresponsible decision making. Understand the likelyconsequences of a "black swan' and the strategic consequences. And also the students shouldunderstand the difference between the ethics of fraud and the ethical requirements consequentupon events and can explain how the consequences of unethical behavior can impact on a businessand the stake holders in the business.In this chapter, the student should understand the basic issues of liability. And they shouldunderstand the changes in the concept of corporate responsibility are changing the nature ofstrategy, and understand the third party product liability and of consequential damages in practicalterms.Chapter 8 Ethics and corporate social responsibilityThe objective of this topic is to introduce you to the scope of corporate fraud. This is part of bothgovernance and strategy. The topic is closely related to strategy because fraud in an organisationwill not only reflect very badly on the internal governance of the organisation but may wellinvolve legal proceedings, the outcome of which may put the company out of business.三、章節(jié)學(xué)時(shí)分配早次總課時(shí)課堂講授實(shí)驗(yàn)上機(jī)實(shí)踐備注188288312124121251212688788866總計(jì)7272四、教材與主要參考資料教材lGamble. J. E，& Thompson, A.A. Jr.; (2009) Essentials of Strategic Management TheQuest for Competitive Advantage, (2nd Ed.)., McGGraw-Hill. ISBN: 9780078137143執(zhí)筆:審核:批準(zhǔn):