analysis to understand emerging trends in demands and competition. These knowledge and skills will be the focus of this course. Not everyone who takes this course will ultimately become a general manager. Yet, for two reasons, this course will benefit virtually all students. First, recent trends in the corporate world towards creating “flatter”, less hierarchical organizations have resulted in strategic decisions being made at lower hierarchical levels. Thus, even non-executives are likely to make decisions and initiate actions that have significant strategic implications. Similarly, even the lowest level employees within firms are now being asked to contribute innovative and creative ideas that will improve the functioning of the organization as a whole. Thus, it is increasingly important for non-executives to understand how their actions affect the whole enterprise. Second, functional specialists will also benefit from developing a general management perspective so they will have a better understanding of the problems they are dealing with and of the expectations of the top executives. Ultimately, every function’s actions must be coordinated with the overall needs of the business. In fact, functional specialists are the people on whom general managers must rely to implement strategy. Since functional managers are often under pressure to fix problems in their own areas without regard to the overall needs of the business, it is critical that functional managers develop a keen awareness and appreciation of the challenges facing the enterprise as a whole. TEXTBOOK and CASES: Textbook： any one Strategic Management textbook, such as Hill and Jones (8th ed.,) Grand (6th ed.). Harvard Business School Cases: Strategy (reprint)。 Harvard Business School Cases from PERDO office. FORMAT OF INSTRUCTION: Lecture and case discussion. Oral presentation and written reports of case analysis Learning community in University’s e-learning website RECOMMENDED BOOKS: Rebert M. Grant, Contemporary Strategy Analysis. 4th ed. Or 5th ed.,, : Blackwell Publication. 2002/2005. Porter, M.E. Competitive Strategy, Free Press, 1980. Hamel, Gary, and C.K. Prahalad, Competing for Future, HBS Press, 1994. Hamel, Gary, Leading Revolution, HBS Press, 2000. Shapiro, Carl, and H. R. Varian, Information Rules, Press, 1998. Barlett, C. A. and , The Individualized Corporation, Harper-Collins, 1997.
____________ ___________ ASSURANCE OF LEARNING Adherence to ■ Technology 科技 ■ 創新 人文 Adherence to Program Learning Goals After completing this course, students are expected to demonstrate a good grip of key terminology in the strategy literature, a skill in analyzing a case from a strategic perspective, ability in independent study of a company’s strategy and its environment. Meanwhile, students will be more confident in presentation and handling questions. Pedagogical Methodologies ■ Lecture e-Learning ■ Study Group Seminar ■ Case Study Internship ■ Project Independent Learning Role-Playing Seminar Theater Learning Others Student Abilities Enhancement Quantitative analysis 數量分析能力 ■ Sympathy 同理心 Development and Conceptual Thinking 邏輯思考分析 團隊合作 Thinking 策略性思考 of Others 接受意見 Thinking 評論性思考 自信心 Quick Thinking 敏捷性思考 自我管理 Flexibility 彈性反應與適應力 ■ Professional Knowledge 專業知識 Creativity 創造力 Others: ________________________ 其他能力:______________________
Persistency 堅持力 Others: ________________________ 其他能力:______________________ ■ Communication 溝通表達能力 Others: ________________________ 其他能力:______________________ ■ Comprehension Ability 聆聽能力 Others: ________________________ 其他能力:______________________