Presentation of Apple

Topics: Strategic management, Case study, Business ethics Pages: 10 (2127 words) Published: April 22, 2014

MGT 488 Strategic Management: The Capstone

Credit hours: 3
Term & year: Spring 2014
Delivery Mode: Tuesdays, 6-8:30 p.m., UHB 1002, Lecture/Discussion

Instructor:

Carolee Rigsbee
Office:
UHB 4077
Office Hours:
By appointment
Phone:
217.206.8254
Email:
crigs2@uis.edu
Fax:
217.206.7543

Course Description (per catalog)

“This course integrates concepts from CBM core courses to study key issues facing top managers and management teams. Students will analyze industry environments, evaluate sources of competitive advantage and develop business and corporate level strategies using case studies”. Course information: Prerequisites: All college core courses and within 12 hours of graduation or during the student’s last semester. 3.000 credit hours.

Required Text & Materials

1. Textbook: Strategic Management – Concepts and Cases by Hitt, Ireland, Hoskisson, 10th edition ISBN-10: 1-111-82587-4

2. Class website: Please check Blackboard site regularly.

3. Highly recommended: Wall Street Journal

Course Requirements

All college core courses and within 12 hours of graduation or during the student’s last semester.

Course Objectives/Learning Outcomes

This course has been designed to achieve the following cognitive and behavioral outcomes (standard across MGT 488):

Cognitive learning outcomes - things that students should know upon completion of this course – include the following:

1 The value of organizational vision, mission, goals and objectives. 2 The role of stakeholders and their ability to influence organizations. 3 The role of external environment and internal environment on a firm’s competitiveness. 4 The concept of competitive advantage and the role of functional competencies in the strategic management process. 5 The different levels of organizational strategies (functional level, business level, corporate level strategies). 6 The strategies for international markets and the importance of cooperative strategies. 7 The role of strategic leadership and corporate governance. 8 The role of ethics in the success of an organization and awareness of moral and ethical business practices, as well as a firm’s social responsibility.

Behavioral learning outcomes – what students should be able to do – include the following: Students will:

1 Improve analytical writing skills and make logical oral arguments in presenting situation and case analyses. 2 Strengthen analytical management skills by demonstrating the ability to understand and analyze business operating data. 3 Strengthen ability to manage and work in groups.

4 Demonstrate ability to analyze industry and the macro environment. 5 Demonstrate ability to conduct an analysis of firm level strategies and provide recommendations for gaining and sustaining competitive advantage. 6 Demonstrate ability to integrate concepts from functional areas such as finance, accounting, marketing and operations and incorporate the important linkages with overall direction of the organization. 7 Develop an ethical perspective in managing the firm.

8 Develop a global perspective of business.

College of Business and Management Assurance of Learning Assessment of students is included as part of this course. The rubrics to be used are available on Blackboard.

COURSE GUIDELINES & POLICIES

UIS Academic Integrity Policy

I support the UIS policy on Academic Integrity, which states, in part: “Academic integrity is at the heart of the university’s commitment to academic excellence. The UIS community strives to communicate and support clear standards of integrity, so that undergraduate and graduate students can internalize those standards and carry them forward in their personal and professional lives. Living a life with integrity prepares students to assume leadership roles in their communities as well as in their chosen profession. Alumni can be proud of their education and the larger society will benefit from the...
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