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Business electives PDF Print E-mail

 

Teaching Method
The course conveys the principles of HR and organizational psychology through lectures and discussions. Self-organized learning is explicitly integrated though the assignment and presentation of group projects. The goal is to encourage an independent, in depth, theoretical discussion of the key themes taught in the course. Each group presentation lasts around 20 minutes and is linked to real world situations, (e.g., using roll playing).
Presentations are evaluated using the “fish bowl” technique. The presenters get feedback from the instructor and two student observers selected by the group. Through the group projects, the students’ self confidence is raised while their ability to perform independent research is developed. Furthermore, this method supports teamwork, communication and presentation skills development as well as a realistic self-assessment of the participant’s skills.

 

Course Material
Buchanan, D., Huczynski, A., Organizational Behaviour, 5th ed., Harlow, Prentice Hall (2004)
Robbins, S. P., Essentials of Organizational Behaviour, 11th ed., Upper Saddle River, Pearson/Prentice Hall (2005)
Sherman, A. Bohlander, G., Snell, S., Managing Human Resources, 13th ed., Cincinnati, Thomson Publishing (2004)

 

Evaluation
Group presentation evaluated on a pass/fail basis plus 90 minute comprehensive examination.

 

Case Studies in Global Management
Course description and goals (final competencies)

The need for global strategy is intense as capital markets become more erratic, growth opportunities dwindle and competition emerges from unexpected countries and in unexpected ways. This course exposes students to strategic management in an international context and  Students learn how to assess the strategic position and align the conflicting goals of the various regional, divisional and functional managers with an enterprise's mission. The course introduces the basic concepts and tools for formulating business strategy and focuses on how firms can develop sustainable competitive advantages. The course also introduces the role of the board of directors and general management as strategy makers. It provides the tools necessary to analyse the business environment, the resources of the firm, and alternative strategies. The course consists of lectures, extensive case work to demonstrate the use of the tools in a business context, written analysis and simulated board room presentations and interactions. The course is designed to help students apply the cultural, business and academic experiences gleaned from their year abroad within a theoretical framework to practical problems that businesses face in a globally competitive environment. The goal is to foster research skills, persuasion skills, integrative case-solving skills, practical planning and implementation skills.

 

Table of contents
Central topics include assessing industry economics and dynamics to identify strategic threats and opportunities, evaluating the profit potential of strategic resources and capabilities, and strategic diversification. Other topics include assessing actual and potential cost and differentiation advantages, vertical scope of the firm, strategic management of multi-business firms, global strategy, strategic alliances, competitive advantage, strategic management in technology-intensive industries, and strategy under uncertainty.

I. THE NATURE OF GLOBAL STRATEGY
II. STRATEGY FORMULATION.
The Business Mission.
The External Assessment.
The Internal Assessment.
Strategy Analysis and Choice.
Focusing on the Network vs. Competitive Advantage

III. STRATEGY IMPLEMENTATION.
Implementing Strategies: Management and Operations Issues.
Implementing Strategies: Marketing, Finance/Accounting, R&D, and MIS Issues.
IV. STRATEGY EVALUATION.
Strategy Review, Evaluation, and Control.
V. STRATEGIC MANAGEMENT CASE ANALYSIS.
How to Prepare and Present a Case Analysis.


 
 
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