The Rise of Usc

BUAD497 Strategic Management Syllabus Fall 2012 MW - 10 to 11:50 a.m. MW 12-1:50 Professor: Trudi Ferguson positioning: Bridge 301 Office reverberate: 213-740-5871 Cell Phone: 818 653-4407 ( surpass number) Office Hours: M 2 3 p.m. and by ap channelisement E-mail: tferguso@marshall.usc.edu build Description This be given introduces the concepts, tools, and first principles of dodge prep and agonistic analysis. It is concerned with managerial decisions and actions that materially consider the victory and survival of business enterprises. The rail focuses on the information, analyses, organisational processes, skills, and business brain managers must use to design strategies, condition their businesses and assets, and define theater boundaries, to maximize long-term profits in the face of uncertainty and competition. Strategic Management (BUAD 497) is an integrative and interdisciplinary cover in two important respects: 1.The course assumes a abundant view of the milieu that includes buyers/consumers, suppliers, technology, economics, capital markets, competitors, government, and global forces. It assumes that the external environment is dynamic and characterized by uncertain changes.

In studying strategy, this course draws together and builds on all the ideas, concepts, and theories from your operable courses such as Accounting, Economics, Finance, Marketing, Organizational Behavior, and Statistics. However, it is much more than a mere desegregation of the functional specialties within a firm. 2.Th e course takes a oecumenical management pe! rspective. It views the firm as a whole, and examines how policies in each(prenominal) functional area are incorporate into an overall competitive strategy. We designed this course to develop the general management height of view among participants. This point of view is the best vantage point for making decisions that affect long rifle business performance. The give away strategic...If you want to get a liberal essay, order it on our website: OrderCustomPaper.com

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