Topics: Strategic management, Management, Strategic planning Pages: 18 (2749 words) Published: March 5, 2013
University of Illinois at Urbana-Champaign
College of Business
Department of Business Administration
Spring 2013

Joseph T. Mahoney
Professor of Strategy & Entrepreneurship
Caterpillar Chair of Business
Department of Business Administration

Wohlers Hall 140C
Office Hours: Wednesday 4:30PM- 5:30PM
(Or by appointment)


Click on the course link:


BADM 544

6:00PM – 8:50PM

3041 Business Instructional Facility

Strategic management deals with decisions that fundamentally influence the direction of the organization and effective implementation of the direction chosen. Strategic management examines the organizational structure, resources & capabilities, and the strategic positioning of the organization to identify, create, capture, and sustain competitive advantage. In addition to economic value creation, management also must make decisions concerning the distribution of this economic value.

In BADM 544, Strategic Management, you will develop your skills at: •

Understanding how firms gain and sustain competitive advantage;

Analyzing strategic business situations and formulating strategy; and

Implementing strategy and organizing the firm for strategic success.

Success depends not only on the soundness of the formulated strategy, but also on effective implementation through appropriate organizational choices. This course focuses on strategic decisions, and with both the content of those decisions and the processes by which general managers position the businesses and allocate resources under conditions of uncertainty and competition. This course utilizes various tools, concepts, and analytical frameworks that enhance our ability to define and analyze strategic problems and to identify sources of competitive advantage from both an industry and firm-level perspective.


This course focuses on key issues in formulating and implementing strategies to create and sustain competitive advantage. Emphasis is given to developing pragmatic and action-oriented general management skills. Extant theory in the fields of strategy, accounting, economics, finance, international business, marketing, political science and organization theory have important implications for general management. Thus, this course emphasizes cases and lecture/ discussions. THE RELATIONSHIP OF STRATEGIC MANAGEMENT TO OTHER BUSINESS COURSES

Up until this time, most of your education within the College of Business has emphasized a specialized, functional perspective of business situations. For example, in Accountancy, you have concentrated on how to both identify and produce the information necessary to manage and guide organizations effectively. In Finance, you have been concerned with how capital markets work and, in turn, affect the financing of a company’s on-going operations. In Marketing, the focus has been on how to analyze, shape and respond to the needs of consumers as well as how to manage a company’s marketing efforts. In Operations Management, the focus has been organizing the production activities of a firm so it is able to produce quality goods and services at an attractive price. Finally, courses on Human Resource Management have been concerned with the effective development and management of a company’s human assets. All of these functional disciplines play a critical role in the success of a company, but how do they fit together? In this course we integrate these views by taking the unique perspective of the situational problems of the general manager. The general manager's primary responsibility is to diagnose the critical factors that require attention in complex business situations and to find workable solutions to strategic and organizational problems. To solve such problems, the general manager must...
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