全球企業管理與策略
Global Business Management and Strategy
| 節 | 週三 |
|---|---|
5 13:20–14:10 | 全球企業管理與策略 M116 3 節連堂 |
6 14:20–15:10 | |
7 15:30–16:20 |
* 根據陽明交大上課時間表所列
The objective of this course is to equip GMBA students with a comprehensive framework to formulate strategies in the global marketplace. The course studies the issues involved in conducting business in the globalization arena including organizational behavior, strategic alliance, marketing and R&D, human resource management, business ethics, social responsibility, law, and information technology. The nature of global business environmental, including the impact of political economy, cultural differences, global trade and investment, and global monetary system are examined for their influence upon business performance and managerial activity. It provides students with key concepts and skills to identify global opportunities/threats, analyze their impact, formulate appropriate strategies and implement applicable action plans to achieve company goals. Case studies are used throughout to illustrate the basic principles of global business management and strategy.
Global Business has no prerequisites, but draws on fundamental concepts in the prerequisite courses relates to microeconomics, finance, marketing and other GMBA core courses.
GMBA優先選課;1. Is currently a graduate student. 2. Is approved by the lecturer.[English Medium Course]
Class Attendance 15% Homework 30% Class participation and Teamwork15% Final Exam (evaluation form)40%
| 週次 | 主題 |
|---|---|
| 第 1 週 | Class Mechanics |
| 第 2 週 | Introduction to Principles of Management - - Who Are Managers? - Case in Point: Doing Good as a Core Business Strategy - Leadership, Entrepreneurship, and Strategy - Planning, Organizing, Leading, and Controlling - Economic, Social, and Environmental Performance - Performance of Individuals and Groups - Your Principles of Management Survivor’s Guide |
| 第 3 週 | Personality, Attitudes, and Work Behaviors - Case in Point: SAS Institute Invests in Employees - Personality and Values - Perception - Work Attitudes - The Interactionist Perspective: The Role of Fit - Work Behaviors - Developing Your Positive Attitude Skills |
| 第 4 週 | History, Globalization, and Values-Based Leadership - Case in Point: Hanna Andersson Corporation Changes for Good - Ancient History: Management Through the 1990s - Contemporary Principles of Management - Global Trends - Globalization and Principles of Management - Developing Your Values-Based Leadership Skills |
| 第 5 週 | Developing Mission, Vision, and Values - Developing Mission, Vision, and Values - Case in Point: Xerox Motivates Employees for Success - The Roles of Mission, Vision, and Values - Mission and Vision in the P-O-L-C Framework - Creativity and Passion - Stakeholders - Crafting Mission and Vision Statements - Developing Your Personal Mission and Vision |
| 第 6 週 | Goals and Objectives - Goals and Objectives - Case in Point: Nucor Aligns Company Goals With Employee Goals - The Nature of Goals and Objectives - From Management by Objectives to the Balanced Scorecard - Characteristics of Effective Goals and Objectives - Using Goals and Objectives in Employee Performance Evaluation - Integrating Goals and Objectives with Corporate Social Responsibility 6.8 Your Personal Balanced Scorecard |
| 第 7 週 | Industry analysis I |
| 第 8 週 | Industry analysis II HBR Case study: Change at Whirlpool Corporation |
| 第 9 週 | Social Networks (chapter 9) -Social Networks -Case in Point: Networking Powers Relationships -An Introduction to the Lexicon of Social Networks - How Managers Can Use Social Networks to Create Value - Ethical Considerations With Social Network Analysis - Personal, Operational, and Strategic Networks - Mapping and Your Own Social Network |
| 第 10 週 | Field Trip: Science Park Exploration & Building Business Networks |
| 第 11 週 | Introduction of strategic management - The general frameworks of strategic management analysis - What is strategy? Model for internal analysis - Identifying and evaluating a firm’s resources and capabilities - Core competence Reading materials: chapter 3 |
| 第 12 週 | Competitive advantages and competitive strategy - Cost-based competitive strategies - Differentiation-based competitive strategies - In-class case study: class or mass? Reading materials: Chapter 4 |
| 第 13 週 | Competitive advantages and competitive strategy - Competitive rivalry and dynamics - Red ocean trap Corporate strategy - Vertical integration - Diversification strategy Reading materials: Chapter 5; red ocean trap ; Chapter 6 |
| 第 14 週 | Corporate Visit: Whirlpool Taiwan office |
| 第 15 週 | Global Strategy - The trade-offs involved in different international entry modes - Sources of national advantages - Types of international strategies Reading materials: Chapter 8 |
| 第 16 週 | Global Strategy - Types of international strategies Reading materials: Chapter 8 M&A and strategic alliances - Identifying the reasons for the success and failure of M&A in value creation - Types of alliances Reading materials: Chapter 7, 9 |
| 第 17 週 | M&A and strategic alliances - Why an alliance or an acquisition may be preferable in a particular situation - In-class case study: Oil and Wasser Reading materials: Chapter 7, 9 |
| 第 18 週 | Final Exam |
1. Principles of Management, Open Access Textbook, Free to Download at https://open.lib.umn.edu/principlesmanagement/ 2. Ireland, Hoskisson, & Hitt, The Management of Strategy Concepts (10e)
- 時間
- By appointment (via email)
- 聯絡方式
- By appointment (via email)