Course Schedule For Strategic Management Textbook

Cour Course Scheduletextbookdavid Davidstrategic Management2

Cour Course Scheduletextbookdavid Davidstrategic Management2

Assignment Instructions

Review the course schedule and readings from David & David's "Strategic Management" (2015). Complete the specified reading and study assignments for each module/week, including individual and group presentations, assurance of learning exercises, and case analyses. Participate actively in all assignments, peer evaluations, and group projects. Ensure that all presentations and analyses are completed by the designated deadlines, with the final module/week ending at 11:59 p.m. (ET) on Friday. The total course points amount to 10, with peer evaluation scores contributing to final grades as specified in the course syllabus.

Paper For Above instruction

The course schedule for the strategic management class is designed to systematically cover key concepts through a series of readings, presentations, and exercises aligned with the textbook by David & David (2015). Starting with foundational chapters, the course progressively engages students in analytical thinking and practical application via individual and group projects. These activities not only foster understanding of strategic management principles but also develop critical skills such as teamwork, presentation proficiency, and case analysis acumen.

The course is structured over multiple weeks, with each module focusing on specific chapters from the textbook. In Week 1, students are introduced to the fundamental concepts of strategic management through chapters 1 and 10, supplemented by class introductions and assessment exercises that evaluate individual understanding. These initial activities lay the groundwork for more advanced topics covered in subsequent weeks.

As the course advances, students are tasked with reading chapters 2 through 11, each providing deeper insights into different aspects of strategic management, such as environmental analysis, strategy formulation, implementation, and evaluation (David & David, 2015). Each week, students contribute to their learning through individual presentations, group case analyses, and assurance of learning exercises that foster application of theoretical principles to real-world business scenarios.

The significance of group projects becomes apparent in activities like Group Assurance of Learning Exercises and Case Analyses. These assignments promote collaboration and critical discussion among students, enabling them to analyze case studies effectively while applying strategic concepts, such as competitive advantage and strategic positioning (Porter, 1980; Barney, 1991). Peer evaluations serve as an integral component, providing feedback on group members’ contributions, and influencing final grades as specified in the syllabus.

Throughout the course, emphasis is placed on integrating knowledge through practical applications, which are essential for developing managerial competencies in strategic decision-making. These activities are scheduled to be completed within the specified weekly deadlines, culminating in the final module/week ending at 11:59 p.m. (ET) on Friday, ensuring a structured and disciplined learning experience.

Assessment totals are comprised of presentations, exercises, case analyses, and peer evaluations, collectively aiming to measure students’ comprehension and ability to analyze strategic management challenges. The total score contributors, such as peer evaluations, carry weight in determining final grades, underscoring the importance of active participation and collaborative efforts (Johnson & Scholes, 2002).

In summary, this course schedule emphasizes a comprehensive and incremental approach to learning strategic management, balancing theoretical knowledge with practical application. Regular participation, timely submissions, and constructive peer review are essential for maximizing learning outcomes and achieving academic success in the course. Students should continually engage with the textbook, participate in discussions, and leverage peer feedback to refine their understanding of strategic principles and practices, preparing them for real-world strategic leadership roles (Mintzberg, 1994).

References

  • Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.
  • David, F. R., & David, F. R. (2015). Strategic Management: Concepts and Cases. Pearson Education.
  • Johnson, G., & Scholes, K. (2002). Exploring Corporate Strategy. Prentice Hall.
  • Mintzberg, H. (1994). The Rise and Fall of Strategic Planning. Harvard Business Review, 72(1), 107–114.
  • Porter, M. E. (1980). Competitive Strategy. Free Press.
  • Barney, J. B., & Hesterly, W. S. (2015). Strategic Management and Competitive Advantage. Pearson Education.
  • Grant, R. M. (2019). Contemporary Strategy Analysis. Wiley.
  • Thompson, A. A., Peteraf, M. A., Gamble, J. E., & Strickland III, A. J. (2018). Crafting and Executing Strategy. McGraw-Hill Education.
  • Schendel, D., & Hofer, C. W. (1979). Strategic Management: A New View of Business Policy and Planning. Little, Brown.
  • Kim, W. C., & Mauborgne, R. (2005). Blue Ocean Strategy. Harvard Business Review, 83(10), 76–84.

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