Instructor: Office: Office Hours: Class Time: Text: Dr. Jeffrey E. McGee Phone: 817-272-3866 (office) CBA 229 E-Mail: firstname.lastname@example.org 1:00-2:00 (Monday through Friday) Website: http://management.uta.edu/Dr.McGee/ M-F 8:00-11:50 Room: COBA 251 Dess, G.G., Lumpkin, G.T., Eisner, A., & McNamara, 2012. Strategic Management 6th edition. McGraw-Hill Irwin. You do not need the cases. Foundation® Business Simulation (on line registration)
Course Overview The primary thrust of this course is general management. It will be different from most of the courses you have had in functional areas (e.g., accounting, marketing) because you will be required to use a wide range of business knowledge and exhibit diverse skills. Therefore, it will be demanding and challenging because you must perform in topic areas where you have both strengths and weaknesses. This course has historically been called “business/organizational policy,” and its sole purpose was to help the student “integrate” the knowledge he or she had developed in other courses in the undergraduate business program. Business policy traditionally had little content of its own. However, in recent years it has become increasingly apparent that all managers not only must apply knowledge from a variety of functional areas (e.g., accounting, marketing, finance), but also perform activities that require knowledge and skills not addressed in those areas. Some of the trends that reinforce this need include downsizing, delayering, empowerment, and intensified global competition. Therefore, it has become acknowledged that there is a unique body of knowledge that is not taught in functional business courses that should be taught in a course such as this. Topics such as the nature of managerial work, strategy formulation and implementation, and organization design are examples. Also the development/refinement of skills in oral and written communication and conceptual/integrating ability is a major objective of the course. Course Objectives The course has multiple objectives which include the following: 1. 2. Developing a general management orientation; becoming able to analyze broad, organization-wide problems. Integrating the business skills you have already developed and knowledge you have obtained. In the immediate future this should give you a better understanding of how your position(s) relate(s) to the overall performance of your organization. Also, much of this course is structured to simulate the job that many of you may have or will have in the near future -- a staff manager responsible for helping to develop recommendations on the strategic issues that face your organization. Developing skills to solve the actual problems that today’s organizations are experiencing.
Learning Objectives for the course 1. 2. 3. 4. 5. Develop and reinforce a general management point of view that recognizes overall long-term and short-term organizational goals and multiple stakeholders. Synthesize the diverse strands of functional disciplines learned in earlier courses into one integrative perspective. Explain the three major strategic management elements: strategy analysis, strategy formulation, and strategy implementation. Demonstrate the influence of global competition on firm strategy and performance. Develop the ability to analyze internal and external environments of the business using tools such as five forces analysis, value chain analysis, and resource-based analysis. McGee – Winter 2012/2013 -- 1
6. 7. 8.
Develop the ability to communicate the results of one’s analysis as well as to develop specific actionable recommendations. Develop sensitivity to the ethical and social dimensions of corporate actions. Assess a firm’s ability to develop and sustain a competitive advantage over its rivals.
Student Learning Outcomes By the end of this course, you should be able to (1) analyze a particular business situation, (2)...
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