...| Syllabus | | | |Year |2014/2015 | |Semester |VIII Spring | | | |Course ID |MGT405080 | |Course Name |Strategic Management | | | |Type |core | |ECTS Credits |5 | | | |Language |Georgian/English | |Classroom Number | | | ...
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... | |Business Strategy MHR 723 | |Monday evening 6:15 -9:00 | |Spring 2008 | Ms. Lori Cross Telephone : (608) 298-0058 Mobile : (608) 692-2000 e-Mail : lcross@bus.wisc.edu or lj_cross@msn.com Office : Grainger 4281 Office Hours : 4 - 6 (before scheduled classes) by appointment Course Description and Objectives Few leaders would disagree that a firm’s performance is directly linked with their chosen strategy and their ability to implement that strategy. Traditionally, books and articles on strategy have focused on the development of a strategic plan, based on situational and competitive analyses and forward-looking forecasts. In today’s world, these traditional methods are no longer sufficient to address rapidly changing environments and the challenge of executing global strategies. This course will explore the latest research and management techniques for developing a comprehensive integrated strategic plan and for managing implementation of the plan in dynamic environments. The key objectives of the course are: • To provide a clear understanding and framework for dynamic strategic...
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...Course: MGT 6200AB Competition & Strategy Semester: Fall 2014 Instructor: Robert Crooke BA MBA FCA Class Location: Section A: Kensington, 17 Young Street, YS2 Section B: Kensington, Asa Briggs Hall, B212 Class Meeting Time: Section A: Tuesday/ Thursday 12.00-1.20 Section B: Tuesday/ Thursday 9.00-10.20 Office: Adjunct Office 3rd floor 16 Young Street Office Hours: 11.00-11.50 Phone: 0207-368-8601 Email: crooker@richmond.ac.uk VLE (Virtual Learning Environment: Blackboard will provide the Virtual Learning Environment from Fall 2014 onwards, and can be accessed via the portal (https://my.richmond.ac.uk/) This syllabus should be read in conjunction with the Course Specification Document; the University Catalogue; and the relevant Programme Specification (via the University’s website http://www.richmond.ac.uk) Course Description: The course focuses on strategic analysis and evaluation, long-range planning and policy implementation. Early lectures outline the basic strategic analysis models and case study analyses relate to both the firm's internal operations and the environment in which it operates. Prerequisites: Completion of the FNN, or INB, or MKT Core courses Aims and Objectives: The Course aims to develop within the student a full understanding of the nature and role of competition and strategy. It aims to introduce students to strategic management concepts and to increase students’ awareness of the...
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...restrictions The exam consists of two sections – Section 1 contains a short case study and a question related to the case study. This section is compulsory – all students must answer this question. Your answer to this question is worth 50% of the total marks for the exam. If you do not provide an answer to the compulsory question in Section 1 you will not be eligible for the 50% of marks allocated for this question (i.e. providing extra answers to questions from Section 2 will not compensate for not answering the compulsory question in Section 1). Section 2 contains four alternative short answer questions. You must provide an answer for any 2 of the 4 alternate questions in Section 2. Your answers to the questions that you select in Section 2 are worth 50% of the total marks for the exam (25% for each answer). You should provide only two answers for Section 2 – if you answer more than two questions from Section 2 only the first two answers (in numerical order) will be marked. Note that in your answers to questions for either section of the exam it is not sufficient to simply paraphrase or summarise relevant course concepts and models, you must apply them explicitly to the scenario detailed in the exam questions. All questions to be completed in the script books provided. SECTION 1 – This section is compulsory. All students must answer the question in this section. This section represents 50% of the total mark available for the exam. Read the following...
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...REASONS WHY STUDENTS FAIL IN THEIR DEPARTMENTALIZED EXAMINATION RINA JOY M. BAUTISTA ALLYSSA C. DE CASTRO RIZZA FATIMA D. LUNA JAENE MENDOZA KRISSIA TALOSIG COLLEGE OF ENGINEERING, ARCHITECTURE AND FINE ARTS General Engineering Department Batangas State University Batangas City October 2014 REASONS WHY STUDENTS FAIL IN THEIR DEPARTMENTALIZED EXAMINATION A Research Paper Submitted to the College of Engineering, Architecture, and Fine Arts General Engineering Department Batangas State University Batangas City In Partial Fulfillment of the requirements In English 106- Technical Communication General Engineering Department by RINA JOY M. BAUTISTA ALLYSSA C. DE CASTRO RIZZA FATIMA D. LUNA JAENEN MENDOZA KRISSIA TALOSIG 1st Semester SY 2014-20015 APPROVAL SHEET This research paper entitled “ Reasons why Students Fail in their Departmentalized Examination” prepared and submitted by Rina Joy M. Bautista, Allyssa C. De Castro, Rizza Fatima D. Luna, Krissia Talosig, and Jaenen Mendoza and in partial fulfillment of the requirements in General Engineering for the subject English 106-Technical Communication is hereby with a grade of _____________. AILEEN CAMERING-DELA GUARDIA Research Instructor ______________________ ______________________ Panel Member Panel Member Accepted in partial fulfillment of the requirements for General Engineering ENGR.EUFEMIA A. AMUL Associate Dean, GE Department _________________ Date RESEARCHERS PROFILE ACKNOWLEDGEMENT We would...
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...19.00, O 604 (David MILLS) * Thursday 17.00 – 18.00, M 312 (Graham FELLOWS) * Thursday 18.00 – 19.00, M 312 (Graham FELLOWS) * * Unit Rationale and Aim * * How to outperform their competitors is every company's main challenge. Managers deploy strategies to achieve sustainable competitive advantage. This unit introduces you to the strategic choices organisations can make by providing you with key concepts relating to the strategic analysis of companies and their environments. Students from different majors can draw on their education thus far and use it in understanding how every aspect of an organisation such as HR, Finance, Marketing, etc. plays a role in strategy. This understanding is particularly relevant to you when making the transition to the workforce. This unit introduces you to cutting-edge concepts, frameworks, and techniques of strategic analysis that allow you to make better strategic decisions. The aim of this unit is to provide you with the analytical tools needed to become critical strategic thinkers and effective problem solvers. You will learn how to develop and implement superior strategies. * * Approaches to Teaching and Learning * * Learning strategies in this unit advance critical analysis and planning skills. Intellectual inquiry is encouraged through analysis of case studies and tutorial exercises. The general approach...
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...Business School School of Management MGMT3101 INTERNATIONAL BUSINESS STRATEGY Course Outline Semester 2, 2015 Part A: Course-Specific Information Part B: Key Policies, Student Responsibilities and Support business.unsw.edu.au CRICOS Code 00098G Table of Contents PART A: COURSE-SPECIFIC INFORMATION 3 1 STAFF CONTACT DETAILS 3 2 COURSE DETAILS 3 2.1 2.2 2.3 2.4 2.5 Teaching Times and Locations Units of Credit Summary of Course Course Aims and Relationship to Other Courses Student Learning Outcomes 3 LEARNING AND TEACHING ACTIVITIES 3 3 3 4 4 6 3.1 Approach to Learning and Teaching in the Course 3.2 Learning Activities and Teaching Strategies 6 6 4 7 ASSESSMENT 4.1 Formal Requirements 4.2 Assessment Details INDIVIDUAL ASSESSMENTS 7 7 8 4.2.1 Individual Written Assignment (25%) 8 4.2.2. Quiz (total 20%) 9 4.2.3. Individual Participation (10%) 9 4.2.4. Peer Evaluation and Team Reflective Journal 10 4.2.4.1. Peer Evaluation (weighting marks on group assessments) 10 4.2.4.2. Team Reflective Journal (5%) 10 4.2.5. Team Case Analysis (15%) 11 4.2.6. Team Simulation Performance (25%) 12 4.3. Late Submission 14 14 5 COURSE RESOURCES 14 6 COURSE EVALUATION AND DEVELOPMENT 15 7 COURSE SCHEDULE 16 PART B: KEY POLICIES, STUDENT RESPONSIBILITIES AND SUPPORT 17 8 PROGRAM LEARNING...
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...Business School School of Management MGMT3101 INTERNATIONAL BUSINESS STRATEGY Course Outline Semester 2, 2015 Part A: Course-Specific Information Part B: Key Policies, Student Responsibilities and Support business.unsw.edu.au CRICOS Code 00098G Table of Contents PART A: COURSE-SPECIFIC INFORMATION 3 1 STAFF CONTACT DETAILS 3 2 COURSE DETAILS 3 2.1 2.2 2.3 2.4 2.5 Teaching Times and Locations Units of Credit Summary of Course Course Aims and Relationship to Other Courses Student Learning Outcomes 3 LEARNING AND TEACHING ACTIVITIES 3 3 3 4 4 6 3.1 Approach to Learning and Teaching in the Course 3.2 Learning Activities and Teaching Strategies 6 6 4 7 ASSESSMENT 4.1 Formal Requirements 4.2 Assessment Details INDIVIDUAL ASSESSMENTS 7 7 8 4.2.1 Individual Written Assignment (25%) 8 4.2.2. Quiz (total 20%) 9 4.2.3. Individual Participation (10%) 9 4.2.4. Peer Evaluation and Team Reflective Journal 10 4.2.4.1. Peer Evaluation (weighting marks on group assessments) 10 4.2.4.2. Team Reflective Journal (5%) 10 4.2.5. Team Case Analysis (15%) 11 4.2.6. Team Simulation Performance (25%) 12 4.3. Late Submission 14 14 5 COURSE RESOURCES 14 6 COURSE EVALUATION AND DEVELOPMENT 15 7 COURSE SCHEDULE 16 PART B: KEY POLICIES, STUDENT RESPONSIBILITIES AND SUPPORT 17 8 PROGRAM LEARNING...
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...MGT 449 – Administrative Policy Determination Syllabus Semester: Fall 2012 Section Number 05 – Class Number: 2528 Class Meetings: Mondays and Wednesdays 5:35-7:00 p.m. ------------------------------------------------- Location: Centennial Hall – Room 2212 Instructor Dr. Kareem M. Shabana Assistant Professor of Management Contact Information Office: C. Wimberly Hall – Room 418B Email: kshabana@uwlax.edu Phone: (608) 785-6664 Office Hours Mondays & Wednesdays: 1:30-2:00 p.m. Tuesdays & Thursdays: 1:30-3:30 p.m. And by appointment ------------------------------------------------- ------------------------------------------------- Syllabus Revisions ------------------------------------------------- The instructor maintains the privilege to make revisions to this syllabus at his discretion. All changes and revisions will be posted on the course’s page on D2L. It is the responsibility of each student to keep abreast of all changes and revisions. Course Description Course Overview MGT 449, Administrative Policy Determination, is primarily concerned with the study of the determinants of overall firm performance. This study aims at answering the fundamental question of strategic management: Why do some firms perform better than others? The study of the determinants of overall firm performance is conducted through the examination of the relationship between the firm and its environment and the analysis of multifunctional problems that confront...
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...international business; (3) the major theories explaining international business transactions and the institutions influencing those activities; (4) the financial exchange systems and institutions that measure and facilitate international transactions; (5) the dynamic interface between countries and companies attempting to conduct foreign business activities; (6) corporate strategy alternatives for global operations; and (7) international activities that fall largely within functional disciplines. Course Objectives: Understand the different challenges business face when they operate in an international environment; 2. Examine the various cultural, political and legal issues that impact international business activity; 3. Examine the international institutions and practices that impact international business; 4. Understand trade and investment theory, foreign exchange and the determination of foreign exchange rates; 1 5. Appreciate the interaction of business and government as they relate to international commerce; 6. Develop insight into the management implications of international business strategy and operations. Course Outcomes: Student should be able to: ...
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...AK/ADMS 4900.03 MANAGEMENT POLICY – PART 1 MID-TERM EXAM June 25th, 2009 STUDENT’S NAME:__________________________________ STUDENT NUMBER:__________________________________ THIS EXAM CONSISTS OF TWO PARTS: PART 1: 18 multiple choice questions (1 mark each) /18 PART 2: 15 short answer questions of which you must answer any 12 (4 marks each) /48 GRADE /66 CONVERT /100 INSTRUCTIONS □ This booklet contains Parts 1 and 2 of the exam and totals 15 numbered pages inclusive of this cover page. Enter your answers directly in this booklet. □ This exam is closed book. □ You have 2 1/2 hours to complete Parts 1 and 2. □ Your answers must be written in ink (pens only, no pencils) □ Read and follow the instructions for each part carefully. □ Good luck! PART 1 MULTIPLE CHOICE This part consists of 18 multiple choice questions worth one mark each. Read each question carefully and circle the letter corresponding to the most appropriate answer. You will receive one mark for each correct answer. No marks are deducted for wrong answers. For time management purposes, you should complete this part in approximately 25 minutes. 1. The two approaches to characterizing mission statements are: a) Philosophy/ethics and strategy b) Behavior and rationale c) Objectives and target markets d) Beliefs and...
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...Review Sheet for Final Exam in GM 4640 – RBE: Latin America Format for the Final Exam: The format will be a two-hour in-class exam. You will have an essay (60% of the exam score – worth 60 points) that will be identical to the midterm. It will be closed-note, closed book exercise during the two-hour exam. You will also have 20 multiple choice questions (40% of the exam score – worth 2 points each, for a total of 40 points). As with the midterm, the essay will provide a hypothetical scenario of a company that is considering making an investment in a Latin American country. (You will not know the industry of this hypothetical company until the exam.) You will be asked to assess any TWO of the countries that we have covered since the midterm: Mexico, Costa Rica, Chile, Peru, Venezuela, and/or Colombia. The format will be identical to what you saw in the midterm, as follows: a) provide an assessment of prospects for the continuation and sustainability of market-oriented economic reforms in [ANY TWO COUNTRIES OF THE LIST COVERED SINCE THE MIDTERM]. (NOTE: In your answer, you should use the Packenham Model as a framework for your analysis. Don't just summarize Packenham, however; USE the model to assess prospects for specific current and future market-oriented economic reforms in both countries. Also, make reference to lectures/other readings, where relevant.) [MAKE SURE TO DISCUSS BOTH COUNTRIES FULLY.] AND b) discuss any other factors that might...
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...Below are key definitions (terms) & concepts from the assigned readings and lecture slides. You should be familiar with them for Exam 1. The key definitions / concepts are not intended to be an all inclusive list of what will be on the exam. I also included the pages of the chapters that will be covered on the exam. I will not ask questions from chapter pages that do not fall in the ranges listed below. I will not ask questions from the “Skills & Best Practices” & “Hands On Exercises” sections in the OB textbook. I will not ask questions from the “HR How To”, “eHRM”, “Did You Know”, “Best Practices” & “HR Oops” sections of the HR textbook. Make sure you download the post-lecture slides from Carmen On page 4 of this study guide I have provided some example questions. Remember the likely sources of exam material: • Material Found in Book & Slides (found both places) – MOST LIKELY • Material Found Only In Slides (I have placed an ASTERISK on slides with non-book content that is exam material) • Material Found Only In Book (e.g. definitions, frameworks,…) Strategy & Strategic OB: K&K Chapter 1: Definitions (key terms): contingency approach, human capital, management, organizational behavior, social capital, Theory Y, total quality management Reading: p.5-16 (just the top of 16) Key concepts Human Relations Movement Theory X, Theory Y Total Quality Management Deming’s 85-15 Rule Contingency Approach Human Capital Social Capital Congruence...
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...Business Strategy ST3S03A Module Workbook: 2015 CONTENTS 1. Module Introduction 2. Module Aims and Learning Outcomes 3. Teaching methods 4. Lecture/Tutorial Programme 5. Unit Descriptors 6. Reading 7. Assessment Please note that information contained in this document may be subject to amendment. This workbook is the copyright of Dan Taylor, Simon Brooks & Paul Davies. The material contained in it may only be used for teaching purposes in association with the Business School of the University of South Wales, and with the explicit permission of the authors. 1. Module Introduction – What is this module about? Welcome to the workbook for Business Strategy. This book contains all the background information you need for the whole course, together with the lecture and tutorial programme. Use this book as your key reference for information on the course. Most of the frequently asked questions you are likely to raise are answered here. Please note that while this information is correct at the time of going to press, we reserve the right to alter the programme and other course details from time to time. This will be done through announcements in lectures and on Blackboard, the web-based learning environment. It is imperative that students access Blackboard regularly to ensure they are aware of any changes. This course is intended to be an informative and interesting introduction to strategic...
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...2016 FRM Exam Study Guide ® The designation recognized by risk management professionals worldwide 2016 Financial Risk Manager (FRM®) Exam Study Guide TOPIC OUTLINE, READINGS, able to deal with them effectively. As TEST WEIGHTINGS such, the Exams are comprehensive in The Study Guide sets forth primary nature, testing a candidate on a number topics and subtopics covered in the FRM of risk management concepts and Exam Part I and Part II. The topics were approaches. selected by the FRM Committee as ones that risk managers who work in practice today have to master. The topics and READINGS Questions for the FRM Exams are related their respective weightings are reviewed to and supported by the readings listed yearly to ensure the Exams are timely under each topic outline. These readings and relevant. The study Guide also were selected by the FRM Committee contains a full listing of all the readings to assist candidates in their review of that are recommended as preparation the subjects covered by the Exams. It is for the FRM Exam Part I and Part II. strongly suggested that candidates review Key concepts (knowledge points) these readings in depth prior to sitting for appear as bullet points at the beginning each exam. All of the readings listed in the of each section and are intended to help FRM Study guide are available through candidates identify the major themes GARP. Further...
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