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1、《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，

2、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 Introduction Code 12MGT382 Title Strategy and Corporate Governance Course nature Optional Semester Hours 72 Credits 4.

3、5 Semester Hour Structure Lecture： 72 Experiment： Computer Lab： Practice： Practice (Week)： Assessment Closed book examination, usually results accounted for 50%, the final grade accounted for 50%. Offered by International Education College Date for Financial Management (Sino-Australian co

4、operation) Prerequisite Management, Marketing Management, Economics Course Description: The purpose of these subjects is to build on the skills already developed in previous subjects of your studies. The subject is a final year subject and is designed to bring together a range of skills and

5、awareness*s which are needed to function in a modern organisation. Particular emphasis is placed on strategic approaches. There are no specific prerequisites, however students are assumed to have completed a level one subject in both micro and macroeconomics and at least one economics subject at

6、level 2. The subject material has been designed with the Chinese students in mind but with the expectation that the students will, as they pursue their careers, be involved in commercial activities in both China and in other parts of the world. The subjects are broad ranging across several areas

7、connected with corporate strategy. Above all else, the courses are designed to encourage students to think more broadly about the issue of strategy. To some students the subjects will seem ill defined. This is because it removes the student from their traditional learning process. The students ar

8、e encouraged to follow the course materials set out in the study guide in the expectation that this will prepare them to pass the subjects. It is expected that once these students have completed the course, they will be better equipped to seek employment in an organisation based in China or in a

9、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

10、it important 1.1 What is strategy? 1.2 Four strategic approaches 1.3 Why a company' s strategy evolves over time 1.4 The strategic process. 1.5 reading 1.1 and reading 1.2 Difficulties： understand the need for strategic decision making in terms of the Churchill and Lewis model Key points: th

11、e nature and scope of strategic management; the basic processes of strategic management. Chapter 2 The external strategic environment 2.1 What Is Situation Analysis? 2.2 Assessing the company' s industry and competitive environment(7 questions) Difficulties： explain the factors in the company'

12、s external environment Key points: the nature and strength of competitive forces; the external drivers of change and the potential impacts. Chapter 3 The internal strategic environment Five question for the internal situation analysis Difficulties： understand why a given company might perform s

13、ome activities internally and have others performed externally by suppliers; Key points: a company' s competitive strengths relative to its competitors; internal situation in the organisation and identify the strategic issues which managers must address. Chapter 4 Strategy implementation strateg

14、ies 4.1 The Five Generic Competitive Strategies 4.2 other competitive strategies Difficulties： 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 alli

15、ances may improve a company' s competitive ability; the benefits of mergers and acquisitions; why a company might consider vertical integration as a strategic strategy for achieving corporate goals. Chapter 5 Strategies for international competition 5.1 Factors shaping strategic choices in inter

16、national markets 5.2 Strategy options for entering and competting in foreign markets 5.3 Localized multicounty strategies or a global strategy? Difficulties： explain how and why differing market conditions in countries will influence a company' s strategic choices; Key points: explain the diffe

17、ring strategic options for entering into and competing in foreign markets; 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 decision 6.2

18、Actor models 6.3 Three Categories of Management Morality Difficulties: 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 major theories of ethical behaviour; the difference between the

19、 ethics of fraud and the ethical requirements consequent upon events. Chapter 7 Corporate decision making, liability and responsibility 7.1 issues about "duty of care” 7.2 readings 7.1, readings 7.2 and readings 7.4 Difficulties: how the law relating to the ethics of companies is changing and t

20、he obligations that might be placed upon your company; professional liability; Key points: how changes in the concept of corporate responsibility are changing the nature of strategy; in practical terms third party product liability and of consequential damages. Chapter 8 Ethics and corporate soc

21、ial responsibility 8.1 Fraud and strategy 8.2 Strategy and social responsibility 8.3 Conflict of interest 8.4 Chinese wall Difficulties: the potential for Chinese wall violation; Key points: the concept of conflict of interest; discuss the potential scope and nature of corporate fraud; corpor

22、ate fraud potential within an organisation; insider trading and the likely consequences. 二、教學(xué)基本要求 In this chapter, the students will know the nature and scope of strategic management and also the basic processes of strategic management. Also in this chapter, we will discuss some other issues of

23、 strategy such as why the strategy will evolve over time, and the need of strategy decision making considering the stages of business growth. Chapter 2 The external strategic environment In this chapter, the students will learn the main external factors shaping the company's strategy, especiall

24、y the famous Five-Force Model. The students should be able to discuss the major driving forces in special industry and also the key success factors and opportunities. Chapter 3 The internal strategic environment In this chapter, the students should know how to analyze the internal situation of a

25、company, and also must understand why contingent strategy is very important. Especially the student must know how to use the value-chain analysis. Chapter 4 Strategy implementation strategies In this chapter, the students should learn the five generic competitive strategies and other competitiv

26、e 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 some industry types than other industry types as a strategic strategy for achieving corporate goals. Chapter 5 Strategies

27、 for international competition In 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 can explain how and why differing market conditions in countries will influenc

28、e a company's strategic choices, 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 making In this chapter, the students should understand the si

29、gnificance of ethical behavior as a factor in business strategy and know the major theories of ethical behavior. And understand both the social and potential corporate costs of irresponsible decision making. Understand the likely consequences of a "black swan' and the strategic consequences. And

30、also the students should understand the difference between the ethics of fraud and the ethical requirements consequent upon events and can explain how the consequences of unethical behavior can impact on a business and the stake holders in the business. In this chapter, the student should under

31、stand the basic issues of liability. And they should understand the changes in the concept of corporate responsibility are changing the nature of strategy, and understand the third party product liability and of consequential damages in practical terms. Chapter 8 Ethics and corporate social resp

32、onsibility The objective of this topic is to introduce you to the scope of corporate fraud. This is part of both governance and strategy. The topic is closely related to strategy because fraud in an organisation will not only reflect very badly on the internal governance of the organisation but m

33、ay well involve 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 1 8 8 2 8 8 3 12 12 4 12 12 5 12 12 6 8 8 7 8 8 8 6 6 總計(jì) 72 72 四、教材與主要參考資料 教材 [l]Gamble. J. E?，& Thompson, A.A. Jr.; (2009) Essentials of Strategic Management The Quest for Competitive Advantage, (2nd Ed.)., McGGraw-Hill. ISBN: 9780078137143 執(zhí)筆: 審核: 批準(zhǔn):