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Welcome to Strategic Management

Manning School of Business. Welcome to Strategic Management. Dr. Mark H. Mortensen 66.490.211 and 212 Tues &Thurs 2:00 to 3:15 3:30 to 4:45. Today. Hello and introductions Assignment of groups Exercise on “What have you learned at UML?” “ Why Bother with Strategic Management?”

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Welcome to Strategic Management

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  1. Manning School of Business Welcome toStrategic Management Dr. Mark H. Mortensen 66.490.211 and 212 Tues &Thurs 2:00 to 3:15 3:30 to 4:45

  2. Today • Hello and introductions • Assignment of groups • Exercise on “What have you learned at UML?” • “Why Bother with Strategic Management?” • Review syllabus • Describe my philosophy of teaching this course • Go over Assignments #1 and #2 (Due Thursday) • Go over Assignment #3 (Due next week)

  3. Hello and Introductions • Who am I? • Who are you?

  4. Today • Hello and introductions • Assignment of groups • Exercise on “What have you learned at UML?” • “Why Bother with Strategic Management?” • Review syllabus • Describe my philosophy of teaching this course • Go over Assignments #1 and #2 (Due Thursday) • Go over Assignment #3 (Due next week)

  5. Assignment of Groups Section 212: 3:30-4:45 PM Section 211: 2:00-3:15 PM

  6. Today • Hello and introductions • Assignment of groups • Exercise on “What have you learned at UML?” • “Why Bother with Strategic Management?” • Review syllabus • Describe my philosophy of teaching this course • Go over Assignments #1 and #2 (Due Thursday) • Go over Assignment #3 (Due next week)

  7. What have you learned at UML? In your groups, list 3 important things that you learned in each course. Write these on the white board under the course names. Here are the prerequisites for this course: 61.301 – Business FinancePrinciples of financial management, including working and fixed capital, sources of funds, financial statements, financial planning and capital structure. 62.201 – Marketing PrinciplesThe role of marketing in the economy. The elements of the marketing mix--product, price, distribution, and promotion--are discussed in the context of social and political constraints on marketing activity. 63.301 – Management Information SystemsStructure and foundations of information systems for management from both a user's and designer's perspective. 63.371 – Operations ManagementPrinciples of production/operations management. Nature and function of production systems; operational planning and control; plant layout; materials handling; inventory and quality control. 66.301 – Organizational BehaviorExamination of individuals, groups, and organizations from a behavioral and structural perspective. Topics include employee motivation and satisfaction, communication, power and politics, the dynamics of groups and teams, conflict management, and organizational design and change.

  8. Today • Hello and introductions • Assignment of groups • Exercise on “What have you learned at UML?” • “Why Bother with Strategic Management?” • Review syllabus • Describe my philosophy of teaching this course • Go over Assignments #1 and #2 (Due Thursday) • Go over Assignment #3 (Due next week)

  9. Why Bother with “Strategic Management?” HOWto do things right. WHATto do.

  10. Two ways of teaching StratMan As an allocation of resources Competition Simulation As a game within an ecosystem Case Studies

  11. Text book - $20 on line Section 211: http://students.flatworldknowledge.com/course?cid=1207929&bid=684011 Section 212: http://students.flatworldknowledge.com/course?cid=1207933&bid=684011 If you lose this URL, go to students.flatworldknowledge.com and find your class using your name, your course name or Institution.

  12. Case Studies $20 pdf download

  13. Meyers-Briggs Assessment Part of the career services run by Career Counselling $18 fee for assessment Part of your assignments You will get information later about how to sign up

  14. Syllabus Review: Course Outline • Session 1: Hello and Course Review • Sessions 2-6: Basic Concepts & Tools • Quiz on Basic Concepts and Tools • Sessions 7-9: Meyers-Briggs and how to use it • Sessions 10-17: Creating good strategies, implementing them effectively, and ensuring success • Session 18: Guest speaker • Sessions 19-22: Strategic management of your career • Take-home exam • Session 23: Wrap-up

  15. Syllabus Review: Syllabus and Wiki Syllabus:http://mark-mortensen.wiki.uml.edu/xxx Schedule:http://mark-mortensen.wiki.uml.edu/xxx Wiki:http://Mark-Mortensen.wiki.uml.edu

  16. Today • Hello and introductions • Assignment of groups • Exercise on “What have you learned at UML?” • “Why Bother with Strategic Management?” • Review syllabus • Describe my philosophy of teaching this course • Go over Assignments #1 and #2 (Due Thursday) • Go over Assignment #3 (Due next week)

  17. My philosophy Bloom's Revised Taxonomy http://edweb.sdsu.edu/courses/EDTEC470/sp09/5/bloomstaxanomy.html A B C Creating - designing, constructing, planning, producing, inventing, devising, making Evaluating - Checking, hypothesising, critiquing, Experimenting, judging, testing, Detecting, Monitoring Analysing - Comparing, organising, deconstructing, Attributing, outlining, finding, structuring, integrating Applying - Implementing, carrying out, using, executing Understanding - Interpreting, Summarising, inferring, paraphrasing, classifying, comparing, explaining, exemplifying Remembering- Recognising, listing, describing, identifying, retrieving, naming, locating, finding • I am here to help you learn. You are seniors. I am not here to force you to do anything.Your performance is up to you. • We can have interesting (lively discussions), or boring (lecture-laden) classes, it will be up to you. • I strive to help you gain “mastery” of the subject.I will not just ask you “What is a SWOT?”I will expect you to do one, analysing the business situation and applying the SWOT tool. • I will ask you to memorize some things that you should remember for the rest of your business life. • All opinions will be respected. But, to be accepted, they have to be backed up with data, analysis, or evaluation. Phrases that I particularly approve of: • “I agree/disagree with ___ because …” • “I have a different opinion …” • “I have something to add …” • “Can you explain your answer?”

  18. Any questions about the syllabus or the course? If you think of one later, or find mistakes, please e-mail me at Mark_Mortensen@uml.edu.

  19. Today • Hello and introductions • Assignment of groups • Exercise on “What have you learned at UML?” • “Why Bother with Strategic Management?” • Review syllabus • Describe my philosophy of teaching this course • Go over Assignments #1 and #2 (Due Thursday) • Go over Assignment #3 (Due next week)

  20. Assignment #1: Written report on “Who are You?” Due by: Thursday Please e-mail to me at Mark_Mortensen@uml.edu, in Microsoft Word (or RTF format), as an attachment: • A picture of you • Afew facts about you (make them interesting) • What you think you want to do in the future

  21. Assignment #2: Gather info on your group’s assigned company Due by: Thursday • Each of you has been assigned a group, named for a company. • Gather some information about the company and be prepared to discuss it within your group in class on Thursday. • Name, when founded, where headquartered, public stock symbol • Business model (How does it make its money?) • Geographies in which it operates • Revenue and stock price history • Anything else that you think would be interesting to the class Just gather and organize the information, bringing it to the next class. Nothing to turn in. During the next class, each group will create and give a short presentation to the class on your company.

  22. Assignment #3: Written report on Starbucks and Dunkin’ Donuts Due by: Tuesday (next week) • Each person visit both a Starbucks and a Dunkin’ Donuts retail store and write a report. • Describe and contrast the atmospheres, types of menu items, service quality, and prices • Describe and contrast the patrons and how they react to the above • Talk to at least one person in the store about why they come there and relate their opinions • Describe your own experiences at each of them, from this and other visits. • Visit the Starbucks and Dunkin’ Donuts web sites: • Try to determine their target markets, mission statements, and anything else you can glean about their strategies – write a paragraph or two on each • Contrast the two web sites • Contrast the apparent strategies of the two • Discuss how the information on the web sites does or does not match the reality in each case. • A few informal pages should suffice – if it wants to be longer, OK.

  23. Strategic Management – Spring 2013

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