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2020/09/12

Global Business Management and Strategy - NCTU GMBA Syllabus

Fall  Semester of  the  Academic Year of  _2020
Course Title:
(Chinese)  全球企業管理與策略             
(English) Global Business Management and Strategy      

Department/ Institute GMBA
Permanent Course ID        MBA5023 
Instructors: Professors Kevin Huang, Jin-Li Hu, Chiung-Yi Hwang, Shih-Hsin Chen

Credits                   3
Required/Elective   Required

Year of Students (for undergraduate courses)

Required competence or courses that must be previously taken by students:
 
Global Business has no prerequisites, but draws on fundamental concepts in the prerequisite courses relates to microeconomics, finance, marketing and other GMBA core courses.

Course Descriptions and Objectives:

 
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. Above all, we also provide special section of ‘global leadership’ for students to deal with the complicated leadership issues with leadership capability. 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 Management course has no prerequisites, but draws on fundamental concepts in the prerequisite courses relates to microeconomics, finance, marketing and other GMBA core courses.
 
Textbooks (please specify titles, authors, publishers and year of publication)
 
  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)
 
Course Contents                                                         Hours                          Remarks Topics                                              Outlines                               Lectures      Case Discussion
  1. Globalization                                           ˇ
  2. Corporate strategy                                   ˇ
  3. Cross-Border Trade and Investment        ˇ
  4. Industry analysis                                      ˇ
  5. Competing in a global marketplace                              ˇ
Description of Course Details:
Class Attendance                                    15%
Homework                                                30%
Class participation and Teamwork        15% Final Exam (evaluation form)                         40%
Time Slot                           Location                      Contact Information
 
Office Hours

By appointment (via email)      MB110  A705 A716 M208


jinlihu@mail.nctu.edu.tw kevin1003@g2.nctu.edu.tw
schen340@g2.nctu.edu.tw cyhwang@nctu.edu.tw
 
 
Week Date Global Marketing Topic  
1 9/16 Class Mechanics Hu
2 9/23 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
 
Hu
3 9/30 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
 
Hu
4 10/7 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
 
Hu
5 10/14
 
換教室 MB110
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
 
Hu
6 10/21 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
 
Hu
 
7 10/28 Industry analysis I Kevin
8 11/4 Industry analysis II
HBR Case study: Change at Whirlpool Corporation
Kevin
9 11/11 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
SHChen
10 11/18 Field Trip: Science Park Exploration & Building Business Networks SHChen
11 11/25 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
 
 
Hwang
 
12 12/2 Competitive advantages and competitive strategy
  • Cost-based competitive strategies
  • Differentiation-based competitive strategies
  • In-class case study: class or mass?
Reading materials: Chapter 4
13 12/9 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
14 12/16 Corporate Visit: Whirlpool Taiwan office
15 12/23 Global Strategy
  • The trade-offs involved in different international entry modes
  • Sources of national advantages
  • Types of international strategies
Reading materials: Chapter 8
16 12/30 Global Strategy
- Types of international strategies


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