戰(zhàn)略管理(雙語)教案

西南財(cái)經(jīng)大學(xué)天府學(xué)院教案 TIANFUCOLLEGEOFSWUFEPAGE第68頁(yè)共68頁(yè)西南財(cái)經(jīng)大學(xué)天府學(xué)院教案課程名稱：《戰(zhàn)略管理》(雙語)

教案編號(hào)：01章,節(jié)Introductiontothecourse授課方式Teach&Discuss教學(xué)目的SelfIntroduction：youandmeHelpstudentsdevelopinterestinginmanagement,andknowcourseschedule,Activitiesinclass,Disciplines,Evaluationsandsoon.教學(xué)重點(diǎn)ArousestudentsinterestingCourseDisciplinesandCourseEvaluations教學(xué)難點(diǎn)1.Arousestudentsinteresting時(shí)間分配教學(xué)過程31.IntroductiontoyouandmeSelfintroduction,talkingaboutmyself,especiallyabouttheworkingexperienceStudentintroduction,talkingaboutthefuture,aboutcareerplanningandcareerdevelopment,expectationtothiscourse.etcConclusions:Whystudymanagement?Asemployeeormanagerinthefuture,weneedknowsomethingaboutmanagement,knowsomethingabouttheorganization.Or,RewardsofBeingaManageraUniversalityofManagementChallengesofBeingaManager2.Introductiontothiscourse⑴CoursesbriefintroductionFundamentalmanagementcoursePart1:Introductionpart2:Planningpart3:Organizingpart4:Leadingpart5:Controlling⑵Courseschedule第1周：Helpstudentsdevelopinterestinginmanagement,andknowcourseschedule,Activitiesinclass,Disciplines,Evaluationsandsoon.第2-3周：Chapter1:IntroductiontoStrategicManagement,strategyandstrategicthinking第4-5周：Chapter2StrategicNavigation，vision，missionandgoal第6-7周：Chapter3theexternalenvironmentanalysis:opportunities,challengesandindustrialcompetitiveness第8-10周：(其中:第9周五一假期)Chapter67StrategicManagementandTypesoforganizationalstrategies第11-12周：Chapter5Overallstrategy:theconfigurationandconstructionwaysofcreatingvalue第13周：Chapter6Competitivestrategy,valuecreationandbuildsustainablecompetitiveadvantage第14周：Chapter7themethodofstrategicchoice:strategicmatchingandselection第15周：Chapter8Corporategovernance:theprincipal-agentrelationshipandstakeholdersneedtodivorce第16周：Chapter9Organizationalstructure,organizationalguaranteeofstrategyimplementation第17周：Chapter10Strategicchange:Businesscontinuitymessage⑶ActivitiesinclassInstructor’spresentationCasediscussionswithingroupsPlaygamesManagementpracticeSelfevaluationStudents’presentationOutward-boundtrainingprogramInvestigationPaper……⑷DisciplinesAttendanceTeambuildingResearchmaterialReport⑸ReferencesRichardL.Daft,Management,5thed.,TheDrydenPress, U.S.ASINO-FOREIGNMANAGEMENT(《中外管理》）,/《管理論壇》/forum/magazine/StephenP.Robbins,Management,SeventhEdition,ChineseEdition，2004.⑹EvaluationsGivestudentschoices:testornot,mostofthemwillselectnotest,andthendeclarethefollowingevaluationplan,andexplainit.Attendance10%Ordinaryexercises30%Managementpaper20%Casereport40%3Grouping8groupsDifferentProfession《StrategicManagement》學(xué)生小組作業(yè)內(nèi)容及要求所有同學(xué)按照5-8人/組為標(biāo)準(zhǔn)分成若干小組，每個(gè)小組選出組長(zhǎng)一名，負(fù)責(zé)本小組的作業(yè)的總負(fù)責(zé)人，負(fù)責(zé)小組會(huì)議組織、任務(wù)分配、協(xié)調(diào)及小組績(jī)效（成績(jī)）考評(píng)。一、每個(gè)小組從以下案例中選取一個(gè)目標(biāo)案例：1、TCL收購(gòu)法國(guó)湯姆遜公司CRT業(yè)務(wù)的悲愴國(guó)際化之路（查閱有關(guān)資料）;2、長(zhǎng)虹美國(guó)市場(chǎng)之殤（查閱有關(guān)資料）;3、蛇吞象并購(gòu)——吉利收購(gòu)沃爾沃4、IBM擬斥資21億美金收購(gòu)IBM低端服務(wù)器業(yè)務(wù)5、“德隆”王國(guó)的崩潰6、“紅旗”為何沒有隨風(fēng)飄揚(yáng)——紅旗轎車7、天府學(xué)院的發(fā)展戰(zhàn)略分析8、天府學(xué)院學(xué)生超市的發(fā)展戰(zhàn)略設(shè)計(jì)9、“我”戰(zhàn)略設(shè)計(jì)10、其他自選。二、要求：（1）每個(gè)小組在助教的協(xié)調(diào)安排下，完成目標(biāo)國(guó)家的確定，然后匯總至助教那兒，由助教提交給老師；本項(xiàng)工作在第一周上課完成。（2）每小組在以上范圍自選研究對(duì)象，搜索并閱讀相關(guān)文獻(xiàn)資料。（3）分步完成：戰(zhàn)略輸入（外部環(huán)境、內(nèi)部資源狀況分析），戰(zhàn)略設(shè)計(jì)規(guī)劃或者分析，戰(zhàn)略執(zhí)行（分析）、戰(zhàn)略行動(dòng)評(píng)估分析。（4）檢查：=1\*GB3①大家每步完成的情況要匯總提交給助教，由助教匯總提交給老師，老師根據(jù)大家的完成情況進(jìn)行檢查；=2\*GB3②老師按照考核標(biāo)準(zhǔn)進(jìn)行評(píng)分：不能按時(shí)本小組作業(yè)計(jì)0分，根據(jù)完成質(zhì)量給予不同分值；=3\*GB3③老師根據(jù)各小組各階段的作業(yè)完成檢查評(píng)分情況，挑選1-2個(gè)小組做相應(yīng)階段的課堂匯報(bào)演示。（5）疑難解答：每個(gè)小組在遇到困難或問題，可以直接找老師（任課老師，時(shí)間不僅限于答疑時(shí)間，任何時(shí)間都可以，請(qǐng)組長(zhǎng)在事前與老師通過公布的各種聯(lián)系方式確定好時(shí)間，每小組必須咨詢老師至少一次）也可以找自己喜歡的任何老師給以解答，所有的解答需要有證據(jù)給予證明（照片、視頻、老師簽名等）；對(duì)于各小組的共性問題，由助教匯報(bào)給老師可集中指導(dǎo)（課堂或課下）。（6）格式要求：提交的作業(yè)請(qǐng)用word文檔格式，格式要求參照學(xué)院畢業(yè)生論文的格式要求（提供模版）；課堂匯報(bào)請(qǐng)采用PPT（不能有大段文字，可以有圖片、視頻等）。（7）內(nèi)容要求：每步需要注明理論依據(jù)或工具模型（不做具體介紹），比如：環(huán)境分析：根據(jù)教材第一部分：戰(zhàn)略輸入的行業(yè)/組織模型、資源基礎(chǔ)模型等。（8）評(píng)分項(xiàng)目和規(guī)則：A項(xiàng)目：=1\*GB3①語言表達(dá)：普通話，表達(dá)清楚、洪亮、脫稿10%；=2\*GB3②團(tuán)隊(duì)合作10%；=3\*GB3③注意作業(yè)展示的基本禮儀規(guī)范10%；=4\*GB3④研究成果表現(xiàn)形式符合要求20%；=5\*GB3⑤研究成果與要求理論部分的契合程度30%；=6\*GB3⑥研究成果的深度、難度、邏輯性20%；B規(guī)則=1\*GB3①隨機(jī)抽取小組成員作代表展示，然后其他成員補(bǔ)充（人員不限）；=2\*GB3②小組作業(yè)應(yīng)該嚴(yán)格控制時(shí)間在20分鐘以內(nèi)，超時(shí)扣20%；=3\*GB3③小組在陳述展示過程中控制課堂紀(jì)律，控制不好要扣20%；=4\*GB3④助教+老師根據(jù)標(biāo)準(zhǔn)“助教40%+老師占60%”評(píng)分；C、沒有抽取做課堂匯報(bào)的小組，根據(jù)完成的word文檔材料和匯報(bào)的PPT來評(píng)定分?jǐn)?shù)。（8）作業(yè)進(jìn)行至各個(gè)階段或步驟，各小組需要詳細(xì)記錄并匯報(bào)，記錄匯報(bào)表格式如下：

《StrategicManagement》小組作業(yè)記錄表教學(xué)班級(jí)案例第＿組＿小組姓名分工情況權(quán)重成員簽字成績(jī)分配組長(zhǎng)組員完成過程記錄討論1討論2討論3討論4討論5老師簽名老師指導(dǎo)內(nèi)容時(shí)間作業(yè)布置Assignmentfornextweek:readchapter1andchapter2課后總結(jié)作業(yè)需要有評(píng)級(jí)標(biāo)準(zhǔn)。分組隨機(jī)分配，可多認(rèn)識(shí)不同專業(yè)的同學(xué)。多聊下課程對(duì)未來就業(yè)的影響。

教案編號(hào)：02章,節(jié)Chapter1introductionoforganization&management授課方式Teaching&Discuss+self-test教學(xué)目的1.Describefundamentalconceptsandprinciplesofstrategicmanagement2.Knowthehistoricaldevelopmentofmanycurrentstrategicmanagementtheoriesrelatingtotheoperationofabusiness.3.Identifycurrentthoughtsaboutstrategicmanagementtrendsthatwillbeaffectingstrategicmanagementandwhatbusinessmanagerscandotoprepareforthesetrends.1.Applyingtheoriestorealproblems2.Analyticalability3.communicationskills4.team-working教學(xué)重點(diǎn)1.Themeaningandcharacteristicofstrategy2.Themeaningofstrategicmanagement,theprocessandlevel教學(xué)難點(diǎn)1.Themeaningandcharacteristicofstrategy2.Themeaningofstrategicmanagement,theprocessandlevel時(shí)間分配教學(xué)過程3Q&A:What’smanagement?Whatdomanagersdo?京東自建物流系統(tǒng)的戰(zhàn)略意圖?滴滴打車大戰(zhàn)快滴打車?Thesection1：profileofthepresentstageofstrategicmanagement1.Featuresofcurrentmarket①marketturmoil;②complexenvironment;③thefutureisdifficulttopredict2.Corporatestrategicmanagementstatus①Americancompaniesinthe1970senteredtheeraofstrategicmanagement②Japanisintheearly80shasentered"thestrategicmanagementera”;ForChina'senterprises,withthedevelopmentofmarketeconomy,enterpriseshavebecomethemainbodyofmarketeconomy,theexternalenvironmentofconstantlychangingandincreasinglyfiercemarketcompetition,theimpactontheenterpriseisverybig,manyenterprisemanagersbegantousetheconceptofstrategicmanagement,ideasandmethodstomanagetheenterprise,toavoidtheenterprisemajordecision-makingerrors.Thesection2：theconceptofcorporatestrategyandcharacteristicsConnotationofstrategy：《辭海》：“軍事名詞，對(duì)戰(zhàn)爭(zhēng)全局的籌劃和指揮?！薄俄f氏新國(guó)際英語大詞典》：“軍事指揮官克敵制勝的科學(xué)與藝術(shù)?！薄逗?jiǎn)明不列顛百科全書》：“在戰(zhàn)爭(zhēng)中利用軍事手段達(dá)到戰(zhàn)爭(zhēng)目的的科學(xué)和藝術(shù)?！泵飨骸皯?zhàn)略問題是研究戰(zhàn)爭(zhēng)全局的規(guī)律性的東西?！盌efinestrategicmanagement⑴Strategywasusedasaformoflong-termgoalsandobjectives,qualifiedprimaryactivityprogramsandmethodstoallocateresourcesEnterprisesshoulddeterminetheirowngoalstoreflectthedemandforperformance;Necessary,continuousadjustment,isashort-termoriented,andshouldbeconsistentwiththelong-termgoal;Theallocationofresourcesisnotonlytomatchtheprincipalactivitiesoftheenterprise,butalsotoconformtotherequirementsofthestrategicgoalsofconsistency.⑵Strategyisabeforetakingactionplaninadvance,isthespecificationsandrequirementsoftheprogrammeofactionforthefuture.H.Mintzbergpointedoutthatmostpeoplethinkthatstrategyisaplan,oneisofsubjectivity,2itiswithlead.VonNewmanbelievesthatstrategyis"acompleteplan,designedtoexplainineachcasehowshouldmakethechoice."Glueck:"strategyisacomprehensiveintegrationoftheunifiedplan,usedtoachievethebasicgoaloftheenterprise."Asakindofplan,strategycanbeageneral,alsoisaspecialtricks.⑶Purposeofstrategyisdelimitsthescopeofcompetition(businessscope)⑷Enterprisestrategyistheexternalopportunitiesandthreatsforobtainingthelastingcompetitiveadvantage,andtheinternaladvantageanddisadvantageofpositiveresponse.⑸Enterprisestrategyisaconsistentdecisionmodel⑹Strategyisakindofpositioning⑹⑺Strategyisway

togaincompetitiveadvantageinachangingenvironment.⑻StrategyisakindofconceptandintentionTeachingmaterialgivesarelativelycomprehensivedefinition:corporatestrategyistheenterpriseinthefutureastheleadingfactor,toseekandmaintainlastingcompetitiveadvantageoftheimportantplanningaboutglobalanddiscretion.Emphasisofstrategicconcept:InthefutureConsistent,long-termActivelycopewithchangeEstablishandmaintainacompetitiveadvantageFeaturesofstrategy:GlobalLong-termandrelativestabilityAdaptiveThesection3：Theelementsofstrategyandlevel1.Theelementsofstrategic⑴Scopeofbusinessisanenterpriseengagedinproductionandbusinessoperationactivitiesofthefield,alsoknownasthelocalenterprises.Itreflectstheenterprisethedegreeofinteractionwiththeexternalenvironment,alsocanreflecttheenterpriseplanandtherequirementoftheexternalenvironmentworks⑵Theallocationofresourcesreferstotheenterprisesinthepastandcurrentconfigurationresourcesandskillslevelsandpatterns.Enterpriseresourcesaretheenterpriseproductionandbusinessoperationactivitiessupportpoint.Enterpriseonlyintheformofotherenterprisecan'timitate,obtainandusetheappropriateresources,formtheirownuniqueskills,inordertowellcarryouttheproductionandbusinessoperationactivities,resource-poor,orintheadversecircumstance,iftheenterprisebusinessscopewillbelimited⑶Competitiveadvantageistheenterprisethroughitsresourceallocationmodeandscopeofbusinessdecisions,inthemarketformedbytherivaldifferentcompetitiveposition.⑷Synergyistheenterpriseintheallocationofresourcesandbusinessscopefromthedecision-makingcanseektotheeffectofvariousjointefforts,whichcomponentisgreaterthanthesumoftheresultsofthevariousmolecularsum.Collaborativeactioncanbedividedintofourcategories:①Theinvestmentofsynergy②Operatingsynergies③Salesofsynergy④Themanagementsynergy2.ThelevelofthestrategyAsenterprisegoalismultiplelevel,overallobjectives,goalsateverylevel,themanagementprojectgoals,completethetargetsystem.Enterprisestrategy,notonlytoexplaintheenterpriseoverallgoalandthemethodstoachievethesegoals,andtoexplainthebusinessenterpriseinsideeverylevel,everybusiness,everypartofthegoalanditsimplementationmethod.Therefore,theenterprise'sheadquarterstodeveloptheoverallstrategy,branchforbusinessunitstrategy,competitionstrategy),departmentoffunctionalstrategy.Alargecompanyhasthreelevels,duetoitsinternalmediumandsmallenterprisesisrelativelyindependentbusinessunit,andnotrigidlydividedintothreelevels.⑴CorporatestrategyAvarietyoflargeandmedium-sizedenterprises,especiallyenterprises,itisthehighestlevelofstrategy.Content:fromthecompany'sbusinessdevelopmentdirectionandthecoordinationbetweenthevariousbusinessunitsandfromalltangibleresourcesandthecompanyvalueidea,theestablishmentoftheculturalenvironment.⑵Businessunitstrategy(competitionstrategy)Businessunitstrategy,whichisundertherestrictionofenterpriseoverallstrategy,guidanceandmanagementspecificbusinessunitplansandactions,toservetheoverallgoal.Businessunitstrategy,mainlyaimingatthechangingexternalenvironment,effectivecompetitionintheirrespectivebusinessareas.Toeffectivelycontroltheallocationofresourcesanduse;Coordinationofthefunctionallayerstrategy.⑶FunctionalstrategyFunctionalstrategyisamajorfunctionaldepartmentswithinanenterpriseshort-termstrategyplan,makefunctionalmanagerscanmoreclearunderstandingtothefunctionaldepartmentsincarryingoutthestrategyofenterpriseoverallresponsibilityandrequirements,effectiveuseofresearchanddevelopment,marketing,production,finance,humanresourcesmanagementfunction,guaranteetoreachthecompanytarget.ReadChapter2afterclassreadthecase:案例1-1萊鋼的核心競(jìng)爭(zhēng)力工程作業(yè)布置Assignmentfornextweek:1.ReadChapter2afterclass2.readthecase:案例1-1萊鋼的核心競(jìng)爭(zhēng)力工程課后總結(jié)通過本次課講解，特別是案例的互動(dòng)，讓大家對(duì)戰(zhàn)略有基本的認(rèn)識(shí)，同時(shí)激起同學(xué)們關(guān)注行業(yè)、關(guān)注財(cái)經(jīng)、關(guān)注每天發(fā)生的產(chǎn)業(yè)新聞。

教案編號(hào)：03章,節(jié)Chapter1introductionoforganization&management授課方式Casestudy&Discuss教學(xué)目的1.Describefundamentalconceptsandprinciplesofstrategicmanagement2.Knowthehistoricaldevelopmentofmanycurrentstrategicmanagementtheoriesrelatingtotheoperationofabusiness.3.Identifycurrentthoughtsaboutstrategicmanagementtrendsthatwillbeaffectingstrategicmanagementandwhatbusinessmanagerscandotoprepareforthesetrends.1.Applyingtheoriestorealproblems2.Analyticalability3.communicationskills4.team-working教學(xué)重點(diǎn)1.Themeaningandcharacteristicofstrategy2.Themeaningofstrategicmanagement,theprocessandlevel教學(xué)難點(diǎn)1.Themeaningandcharacteristicofstrategy2.Themeaningofstrategicmanagement,theprocessandlevel時(shí)間分配教學(xué)過程3Casestudy:案例1-1萊鋼的核心競(jìng)爭(zhēng)力工程Thesection4:Strategicmanagementoftheenterprise1.Threekeyelementsofstrategicmanagement：⑴Strategicanalysis⑵Strategicchoice⑶Strategyimplementation2.Strategicanalysis⑴Changesintheenvironment(macro),industrystructureandorganization;

⑵Thestatusoftheorganization,resourceandstrategicability;

⑶Individualsandgroupsrelatedtotheorganization'svaluesandexpectations,desire,andreactionanditsinfluencingandrestricting3.AstrategicchoiceAstrategicchoiceIsacomplicateddecision-makingprocess,involvingthedevelopmentdirectionofproductsandservices,intothemarkettypes,intotheway.IstheinternaldevelopmentandexternalacquisitionToformavarietyofstrategies,accordingtoacertainstandardtoevaluatetheapplicability,feasibilityandacceptability(),chooseoneorseveral,prioritize.Itisamatterofmanagementreview,notacompletelyrationalprocessandbehaviorofpurelogic.4.StrategyimplementationStrategyimplementationisturnstrategyintoaction.Mainlyinvolves:howtodistributionbetweeninternaldepartments,alllevels,theuseofexistingresources;Howtouseexternalresources;Adjusttheorganizationstructure,theinfluence,theorganization(managementgroup)changethetechnologyandmethod.5.Therelationshipofstrategicmanagementandbusinessmanagement6.Thedifferencebetweenthestrategicmanagementandlong-termplansBothareinvolvedinthelong-termdevelopmentoftheenterprise,todeterminetheoverallobjectivesfortheenterprise.Buttherearesignificantdifferences:⑴Long-termplansarebasedoncurrentorpastplan,namelyisassociatedwiththestatusofcurrentorpast;

Strategicmanagementbasedonthepredictionofthetrendinthefuture,data,change,withaneyetothefuture,moreforward-looking.⑵Makingprocessisdifferent.Generallysaid,long-termplanfrombottomtotop,strategicmanagementisatop-down,donebythehighestlevel.⑶Thestateofmindisnotexactlythesame,formulatealong-termplan,thereisadangerofoptimism,it'smucheasiertoconsiderfavorablefactors,lessadversefactors.Strategicmanagementevaluationinthebestcasealready,alsoestimatedthepossibilityoftheworstoutcome,realistic,dependingonthedifferentsituationofmanagement,psychologicalstatewillalsobedifferent.⑷Lookfromreflectthecontentofthetwoconstitutedifferentform.Long-termplansareoftencombinedorcompromiseplan.Strategyistoprovideaclearandrigorousfortheentireorganization'sdevelopmentdirectionensurethatmaximizetheoverallefficiencyoforganization.⑸Driverisdifferent,long-termplanbasedonthedataandindex,emphasizetheinputandoutput.⑹Formulatestrategyfocusesonmanagementandstrategicintent.7.ThenecessityoftheimplementationofstrategicmanagementTheinfluenceofstrategyofsuccessLuckyindeedmayattherighttimetoprovideimportantopportunities,butmaynotalwayshappen.Soitismoreimportantistheabilitytoknowanyopportunity,cleargoalsandnecessaryflexibility,soastomakefulluseoftheopportunity.Multiplefunctionstrategy⑴SupportfordecisionstrategyisthekeysuccessfactorsAnenterprise,therearehundredsofdecisionseveryday,can'tbothbeoptimization.Strategycanlimitthescopeandsimplifydecisionmaking.⑵Asthetoolofcooperationandcommunicationfortheentireorganizationtodetermineacommondirection⑶Strengthentheorganization'sadaptability,flexibility,paycloseattentiontothechangeofexternalenvironment,topreventsomeadverseevents.⑷Asthetarget,orabridgetothetargetreflectstheenterprise'svaluesandspiritualpursuit.Thesection5：Thedevelopmentofenterprisestrategyanalysis1.Thedevelopmentofmilitarystrategy360BCinsunTzu’stheart(suntzu),knownas"tsu",afterthetangdynastyasthesevenbooksofwu,princesrequired"force",havewideapplicationinmanyfieldsoutsidethemilitary."Ce","springandautumnannals"HanFeiziinhuangdineijinghavereferences.2.ApplicationinthefieldofdiplomacyDiplomacyistheessentialmeansofcommunicationandcontactbetweencountries,sometimesitistheimportantsupplementofmilitaryoperations.Anexcellentdiplomatisastrategist.3.Appliedinmacroeconomicdecision-making4.ThedevelopmentandthestatusquoLevelisnothigh,confusion,scarcestrategicmanagementactivities5.Inthe'60s,theriseofstrategicmanagementLittlealFredd.chandlerAlfred,dchandlerJr.Detailedandcomprehensiveanalysisoftheinteractiverelationshipbetweenenvironment,strategyandorganizationstructure.Conclusion:theenterprisestrategyshouldadaptitselftothechangingenvironment,meetthemarketdemand),andtheorganizationalstructuremustadapttotherequirementsofenterprisestrategy.Tostudytherelationshipbetweenenvironments,strategy,structure.FormedastrategicstructureDesign,DesignthebasicSchool,representativeofHarvardbusinessSchoolAndrews.Strategicstructureisdividedintotwoparts:theformulationandimplementation.MakingprocessusingtheSWOTanalysismethod.Throughamodel,objectives,policies,andbusinessoperationactivitiesoftheenterpriseanduncertainenvironment.AtthesametimeproduceplanSchoolPlanning6.70s-theboomofstrategicmanagement1971KennethofstateRichardarmitagendrewscompanystrategicthought,firstproposedthecompanystrategicthought.Formulatetheimplementationanalysismethod,atopmanageristoformulatestrategicdesigners,guideandsupervisetheimplementation.Ansoffin1972"strategicmanagementthought",formallyputforwardtheconceptof"strategicmanagement"."Strategicmanagement",publishedin1979,strategicmanagement,thispaperpresentsmodel.Putforwardtheeightelements:theexternalenvironment,strategicbudget,strategicmotivation,managementability,power,powerstructure,strategicleadership,andstrategicbehavior.7.Inthe80s,thecorrectionofstrategicmanagement8.Inthe90s-strategicmanagementtoreviveTechnologymakespeopleliveinthe"globalvillage",morechangeableandcomplexenvironment,enterprisehowtofosterstrengthsandcircumventweaknesses,makeeffectivecompetitionintheinternationalmarketstrategy?Howtobeatnewproductdesign,production,toseizemarket,transfermarket?Howtofullyunderstandandmasterthedemandchanges,timelyadjustmentofbusinessdirection,competitionstrategy,flexibleactive?Topredictandanalyzethefuturestrategicmanagementenvironmentasthefoundation,toseeklong-termcompetitiveadvantageasthegoal,isthebibleofbusinesssuccess.EnterpriseReengineeringtheCorporation"ten-yearplan""strategicplan"inonehundred.作業(yè)布置Assignmentfornextweek:1.ReadChapter2afterclass2.案例2-2百聯(lián)集團(tuán)的戰(zhàn)略系統(tǒng)課后總結(jié)作為管理與組織學(xué)的導(dǎo)論部分，重點(diǎn)應(yīng)放在吸引學(xué)生的學(xué)習(xí)興趣，側(cè)重整體的框架的介紹，樹立基本的管理理念。

教案編號(hào)：04章,節(jié)Chapter2strategicmanagementandcompetitiveness授課方式Casestudy+Discussion+selftest+practice教學(xué)目的1.Tounderstandtheconnotationandsignificanceofthecorporatemission2.Tounderstandcorporatemissiontoestablishthebasicrequirementofelementsandmissionstatements3.Understandingthemeaningandcontentofenterprisevision4.Tounderstandthedifferencesbetweencorporatemissionandvision1.Applyingtheoriestorealproblems2.Analyticalability3.Communicationskills4.Team-working教學(xué)重點(diǎn)1.Theenterprise’svision2.Theenterprise’smission3.Theenterprise’sobjective教學(xué)難點(diǎn)1.Theenterprise’svision2.Theenterprise’smission3.Theenterprise’sobjective時(shí)間分配教學(xué)過程Casestudy:案例2-2百聯(lián)集團(tuán)的戰(zhàn)略系統(tǒng)Throughcaseanalysisanddiscussion:1.Understandwhatistheenterprisevision2.Understandwhatisthecorporatemission3.UnderstandwhatisthebusinessgoalDefinestrategiccompetitiveness,strategy,competitiveadvantage,above-averagereturns,andthestrategicmanagementprocess.Describethecompetitivelandscapeandexplainhowglobalizationandtechnologicalchangesshapeit.Usetheindustrialorganization(I/O)modeltoexplainhowfirmscanearnabove-averagereturnsUsetheresource-basedmodeltoexplainhowfirmscanearnabove-averagereturnsSTRATEGICCOMPETITIVENESS-achievedwhenafirmsuccessfullyformulatesandimplementsavalue-creatingstrategySTRATEGY-anintegratedandcoordinatedsetofcommitmentsandactionsdesignedtoexploitcorecompetenciesandgainacompetitiveadvantageCOMPETITIVEADVANTAGE-whenafirmimplementsastrategythatcreatessuperiorvalueforcustomers;competitorsareunabletoduplicateitorfindtoocostlytoimitateitRISK-aninvestor’suncertaintyabouttheeconomicgainsorlossesthatwillresultfromaparticularinvestmentABOVE-AVERAGERETURNS-returnsinexcessofwhataninvestorexpectstoearnfromotherinvestmentswithasimilaramountofriskAVERAGERETURNS-returnsequaltothoseaninvestorexpectstoearnfromotherinvestmentswithasimilaramountofriskTHESTRATEGICMANAGEMENTPROCESSFIRST:Externalenvironmentandinternalorganizationareanalyzedtodetermineresources,capabilities,andcorecompetencies—thesourcesof“strategicinputs.”■NEXT:Visionandmissionaredeveloped;strategiesareformulated.■THEN:Strategiesareimplementedwiththegoalofachievingstrategiccompetitivenessandabove-averagereturns.■DYNAMICPROCESS:Continuouslychangingmarketsandindustryconditionsmustmatchevolvingstrategicinputs作業(yè)布置Assignmentfornextweek:1.ReadChapter3afterclass2.案例2-3全方位戰(zhàn)略舉措為鋼鐵“航母”保駕護(hù)航課后總結(jié)本章結(jié)合多種雅典教學(xué)方法，如案例分析、自我測(cè)試、課堂練習(xí)等，有效的調(diào)動(dòng)了學(xué)生的學(xué)習(xí)興趣。教學(xué)效果較好，尤其是加多寶案例分析部分。

教案編號(hào)：05章,節(jié)Chapter2strategicmanagementandcompetitiveness授課方式Teach&casestudy教學(xué)目的1.Tounderstandtheconnotationandsignificanceofthecorporatemission2.Tounderstandcorporatemissiontoestablishthebasicrequirementofelementsandmissionstatements3.Understandingthemeaningandcontentofenterprisevision4.Tounderstandthedifferencesbetweencorporatemissionandvision1.Applyingtheoriestorealproblems2.Analyticalability3.Communicationskills4.Team-working教學(xué)重點(diǎn)1.Theenterprise’svision2.Theenterprise’smission3.Theenterprise’sobjective教學(xué)難點(diǎn)1.Theenterprise’svision2.Theenterprise’smission3.Theenterprise’sobjective時(shí)間分配教學(xué)過程newsreportCasestudy:案例2-3全方位戰(zhàn)略舉措為鋼鐵“航母”保駕護(hù)航Groupworkpresentation4、Understandingoftherelationshipbetweenthevision,missionandgoals5、Understandthevision,missionandgoalsandenterprisestrategicrelationshipconclusion：讓學(xué)生一起討論分析新希望公司“為耕者謀利，為食者造?！钡氖姑繕?biāo)及戰(zhàn)略ThecompetitivelandscapeGlobalization-emergenceofaglobaleconomy■Technology-rapidtechnologicalchanges■industryboundariesblurring ■examples-computernetworksandtelecommunicationshaveblurredtheboundariesoftheentertainmentindustry ■MSNBCisco-ownedbyNBCUniversalandMicrosoft ■GeneralElectricowns49percentofNBCUniversalandComcastownstheremaining51percent ■strategicmanagementprocess-effectiveuseofthestrategicmanagementprocessreducesthelikelihoodoffailureforfirmsastheyencountertheconditionsoftoday’scompetitivelandscapeTWOMODELSOFSTRATEGICDECISIONMAKINGFirmsusetwomajormodelstohelpdeveloptheirvisionandmissionandthenchooseoneormorestrategiesinpursuitofstrategiccompetitivenessandabove-averagereturns.TheFiveForcesModelofcompetitionisananalyticaltoolusedtohelpfirmsfindtheindustrythatisthemostattractive,asmeasuredbyitsprofitabilitypotentialTheFiveForcesModelsuggeststhatanindustry’sprofitability(i.e.,itsrateofreturnoninvestedcapitalrelativetoitscostofcapital)isafunctionofinteractionsamongtheFiveForces:suppliers,buyers,rivalry,productsubstitutes,andpotentialentrantstotheindustryFIRMSCANEARNABOVE-AVERAGERETURNS:●CostLeadershipStrategy–producingstandardizedgoodsorservicesatcostsbelowthoseofcompetitors●DifferentiationStrategy-producingdifferentiatedgoodsorservicesforwhichcustomersarewillingtopayapricepremiumTheI/Omodelsuggeststhatabove-averagereturnsareearnedwhenfirmsareabletoeffectivelystudytheexternalenvironmentasthefoundationforidentifyinganattractiveindustryandimplementingtheappropriatestrategy作業(yè)布置1.readchapter32.案例4-2上海電氣集團(tuán)技術(shù)并購(gòu)后的價(jià)值鏈整合課后總結(jié)戰(zhàn)略部分較為宏觀，必須結(jié)合案例、板書詳細(xì)分析講解，同時(shí)課前預(yù)習(xí)一定要做好，才能有效的開展案例討論。

教案編號(hào)：06章,節(jié)Chapter3theexternalenvironmentanalysis:opportunities,challengesandindustrialcompetitiveness授課方式Student’sshowtime教學(xué)目的Thoughthischapterstudy,Studentcan1.Tounderstandtheexternalenvironmentalanalysisandanalyticalthinking2.Tomasterthemaincontentofthemacroandindustryanalysisandthevariousfactors3.Masterporter'sfiveforcesmodel4.Tounderstandthekeysuccessfactorsaffectenterprisecompetitionbehavior5.Tomasterthebasicmethodofexternalanalysis6.MasterEFEandCPMmatrixanalysismethod1.Applyingtheoriestorealproblems2.Analyticalability3.Team-working4.Organizing教學(xué)重點(diǎn)1.Macroenvironmentanalysis2.Industryandcompetitiveenvironmentanalysis3.Theexternalenvironmentanalysis4.MasterEFEandCPMmatrixanalysismethod教學(xué)難點(diǎn)1.Macroenvironmentanalysis2.Industryandcompetitiveenvironmentanalysis3.Theexternalenvironmentanalysis4.MasterEFEandCPMmatrixanalysismethod時(shí)間分配教學(xué)過程TheStrategicManagementProcessAfirm’sEXTERNALENVIRONMENTisbrokendownintothreeparts: ●General ●Industry ●CompetitorAfirm’sstrategicactionsareinfluencedbytheconditionsinallthreepartsGeneralEnvironmentDimensionsinthebroadersocietythatinfluenceanindustryandthefirmswithinit●IndustryEnvironmentSetoffactorsthatdirectlyinfluencesafirmanditscompetitiveactions