Instructor’s Resources Essay

1.Philosophy Behind the strategic Management CourseStrategic Management is the capstone course for business administration majors. Students name new strategy formulation, implementation, and evaluation concepts and techniques. Students social occasion this new knowledge, coupled with knowledge acquired from other courses, to chart the future direction of different organizations.Strategic Management students conk out firms in different industries, make objective strategical decisions for companies, and justify those decisions through oral or written communication. Students recommend strategies for the organizations studied and specify how those strategies could topper be implemented. Strategic Management is a challenging and exciting course forstudents.Strategic Management is an interesting course to teach because the jobs and issues of strategic management cover the wholly spectrum of business, including finance, marketing, management, management information systems, production operations, economics, and statistics. Strategic management is an emerging and rapidly developing discipline. Weighing the pros and cons of alternative strategies entails a total enterprise perspective and a talent for judging how all relevant factors fit together. This is quite a contrast to other required and elective courses, which atomic number 18 generally disturbed with a narrower, more(prenominal) specialized body of knowledge. Although the features of Strategic Management pose an instructional challenge, there is plenty of opportunity to make the study of strategic management the best course in the business curriculum.There are different ways to teach a good course in Strategic Management. Some instructors concomitant the text with a management simulation game some instructors assign outside readings some use experiential exercises in class and some instructors necessitate guest speakers to class. Most Strategic Management professors use cases. The amount of class time devoted to lecture and case analysis varies considerably among instructors.If you are experienced in teaching Strategic Management, you may have resolved m each pedagogical issues to your own satisfaction. However, if this is the first time you are teaching Strategic Management, accordingly the information provided in the next few pages could help you structure your own course.2.Importance of Strategic Management referencesStrategic Management cases represent the most commonly apply method for applying strategic-management concepts and techniques in different types and sizes of organizations. A Strategic Management case typically describes the external conditions and internal situation facing a firm and presents adapted information to develop, test, and choose among alternativestrategies. Strategic Management can be a very exciting course with the use of just text and cases alone.The 29 Strategic Management cases in the Thirteenth edition of Strategic Management represent the most up-to-date compilation of cases ever assembled in a policy text. The cases cover a broad spectrum of business and industry situations. completely of the cases in this text are undisguised. The cases are about real organizations and real people. Most of the cases concern well-known firms.Using the cases in this text, students do not have to put themselves back in time to understand the economic and political conditions surrounding the strategic decisions to be made. Students can go to their college library and soft find additional information to supplement all of the cases in this text. Students find current cases more interesting, more exciting, and more realistic than older cases. This fact adds a great deal of life and realism to Strategic Management when the Strategic Management text is used.All of the cases in this text have been class tested to ensure that they are interesting, challenging, and effective for illustrating strategic-management concepts. I believe you will find the collection of cases to complement any approach you use in teaching Strategic Management at the undergraduate or graduate level. You will also find the teachers notes in the encase Solutions Manual to be exceptionally well done.The 29 cases in this text are listed along with the respective case authors and their school affiliation. The industries represented by the cases are also given. The cases are listed below in the order in which they appear in the text. The case manual contains information about the topics that the individual cases cover.Cases Included in the Thirteenth Edition of the Textbook1. Walt Disney Company 2009, Mernoush Banton2. Merryland Amusement Park 2009, Gregory Stone3. JetBlue Airways pile 2009, Mernoush Banton4. AirTran Airways, Inc. 2009, Charles M. Byles5. Family Dollar Stores, Inc. 2009, Joseph W. Leonard6. Wal-Mart Stores, Inc. 2009, Amit J. Shah and Michael L. Monahanat7. Whole Foods Market, Inc. 2009, James L. Harbin and Patricia Humphre y8. Macys, Inc. 2009, Rochelle R. Brunson and Marlene M. Reed9. Yahoo Inc. 2009, Hamid Kazeroony10. eBay Inc. 2009, Lori Radulovich11. Wells Fargo Corporation 2009, Donald L. Crooks, Robert S. Goodman, and John Burbridge12. Krispy Kreme Doughnuts (KKD) 2009, John Burbridge and Coleman Rich13. Starbucks Corporation 2009, Sharynn Tomlin14. The United States Postal Service (USPS) 2009, Fred and Forest David15. National Railroad Passenger Corporation (AMTRAK) 2009, Kristopher J. Blanchard16. Goodwill of San Francisco, San Mateo and Marin Counties 2009, Mary E. Vradelis17. Harley-Davidson, Inc. 2009, warble Pope and Joanne Mack18. Ford Motor Company 2009, Alen Badal19. Kraft Foods Inc. 2009, Kristopher J. Blanchard20. Hershey Company 2009, Anne Walsh and Ellen Mansfield21. Johnson & Johnson 2009, Sharynn Tomlin, Matt Milhauser, Bernhard Gierke, Thibault Lefebvre, and Mario Martinez22. Avon Products Inc. 2009, Rochelle R. Brunson and Marlene M. Reed23. Molson Coors 2009, Amit J. Shah24. PepsiCo 2009, John and Sherry Ross25. Pfizer, Inc. 2009, Vijaya Narapareddy26. Merck & Company Inc. 2010, Mernoush Banton27. Nike, Inc. 2010, Randy Harris28. Callaway Golf Company 2009, Amit J. Shah29. banding Corporation 2009, Linda HerkenhoffA question that arises concerning cases is the appropriate number of cases to cover in an academic term. That can vary depending on factors such as whether a Strategic Management simulation game is used, how many writtencomprehensive case analyses are assigned, whether the class is divided into teams of students, and whether outside readings, class speakers, or videotapes are used. I personally find 10 cases to be an appropriate amount to cover, as indicated in the course syllabus presented in a few pages.3.The McDonalds cohesion CaseThis edition features a new viscidness Case on McDonalds Corporation. The Cohesion Case allows students to apply strategic-management concepts and techniques to a real organization as chap ter material is covered in class. This integrative or cohesive approach readies students for case analysis. The Cohesion Case provides a continuous illustration of the interdependence of separate of the strategic-management process. Assurance of attainment functions at the end of each chapter apply concepts to the Cohesion Case.4.Assurance of learnedness illustrationsThis is about the only Strategic Management text that offers strategic-management Assurance of encyclopaedism ferments both on-line and at the end of chapters. The end-of-chapter Assurance of Learning ciphers are designed to get students involved, to increase students interest in the course, and to aid students in training how to apply important concepts and techniques. The Assurance of Learning put to works allow students to test newly learned theories, concepts, and analytical techniques. The exercises also help students make the transition from school to flow more easily. The Assurance of Learning Exercises can be used for homework assignments, individual class work, group assignments, or extra-credit work. They offer a great castrate of pace in class.On average, there are five exercises at the end of each chapter. A couple of the exercises apply chapter material to the McDonalds Cohesion Case. At least one exercise applies chapter material to the students own college or university and at least one exercise instructs the student to skin senses or visit a local business to explore important strategic-management topics.You will not be able to do all of the Assurance of Learning Exercises, due to time limitations in class, but take the time to do as many as possible. I personally devote about 15 minutes of each class to Assurance of Learning Exercises and assign students one exercise homework assignment for each class. Ask students to put answers to the Assurance of Learning Exercises either in their notes or on a separate sheet of paper rather than writing in the text itself. This woul d present a problem in usage of the text in later semesters if answers to the exercises were written in the text.The Assurance of Learning Exercises Included in the Thirteenth EditionChapter 1Exercise 1A Gathering Strategy InformationExercise 1B Strategic Planning for My UniversityExercise 1C Strategic Planning at a Local CompanyExercise 1D get Familiar with SMCOChapter 2Exercise 2A Evaluating Mission StatementsExercise 2B Writing a Vision and Mission Statement for McDonalds Corporation Exercise 2C Writing a Vision and Mission Statement for My University Exercise 2D Conducting Mission Statement ResearchChapter 3Exercise 3A ontogenesis an EFE Matrix for McDonalds Corporation Exercise 3B The External AssessmentExercise 3C Developing an EFE Matrix for My UniversityExercise 3D Developing a Competitive Profile Matrix for McDonalds Corporation Exercise 3E Developing a Competitive Profile Matrix for My University Chapter 4Exercise 4A Performing a Financial Ratio Analysis for McDonalds Cor poration Exercise 4B Constructing an IFE Matrix for McDonalds Corporation Exercise 4C Constructing an IFE Matrix for My UniversityChapter 5Exercise 5A What Strategies Should McDonalds Pursue in 2011-2013?Exercise 5B Examining Strategy ArticlesExercise 5C Classifying Some stratum 2009 StrategiesExercise 5D How Risky Are Various Alternative Strategies?Exercise 5E Developing Alternative Strategies for My University Exercise 5F Lessons in Doing Business GloballyChapter 6Exercise 6A Developing a SWOT Matrix for McDonaldsExercise 6B Developing a SPACE Matrix for McDonaldsExercise 6C Developing a BCG Matrix for McDonaldsExercise 6D Developing a QSPM for McDonaldsExercise 6E Formulating Individual StrategiesExercise 6F The Mach TestExercise 6G Developing a BCG Matrix for My UniversityExercise 6H The Role of Boards of DirectorsExercise 6I Locating Companies in a Grand Strategy MatrixChapter 7Exercise 7A Revising McDonalds Organizational ChartExercise 7B Do Organizations rattling Establish Objectives?Exercise 7C Understanding My Universitys CultureChapter 8Exercise 8A Developing a Product-Positioning Map for McDonalds Exercise 8B Performing an EPS/EBIT Analysis for McDonalds Exercise 8C Preparing Projected Financial Statements for McDonalds Exercise 8D Determining the Cash Value of McDonaldsExercise 8E Developing a Product-Positioning Map for My University Exercise 8F Do Banks Require Projected Financial Statements? Chapter 9Exercise 9A Preparing a Strategy-Evaluation Report for McDonalds Corp. Exercise 9B Evaluating My Universitys StrategiesChapter 10Exercise 10A Does McDonalds Have a Code of Business Ethics? Exercise 10B The Ethics of Spying on CompetitorsExercise 10C Who Prepares a Sustainability Report?Chapter 11Exercise 11A McDonalds Wants to Enter Africa. cooperate Them. Exercise 11BDoes My University Recruit in Foreign Countries? Exercise 11C Assessing Differences in Culture Across Countries Exercise 11D How Well Traveled Are Business Students at Your Universi ty?5. rendering of the Supplements for the Thirteenth EditionSupplements are available for adopting instructors to download at www.pearsonhighered.com/irc. Registration is simple and gives the instructor immediate access to new titles and new editions. Pearsons consecrated technical support team is ready to help instructors with the media supplements that accompany this text. The instructor should visit http//247.pearsoned.com/ for answers to frequently asked questions and for toll-free user support phone numbers. Supplements include instructors ManualThis manual includes lecture objectives, outlines, and answers to all end-of-chapter material and Assurance of Learning exercises. In addition, several supplemental Assurance of Learning exercises and answers are included.Case Instructors Manualthis solutions manual includes abstracts, tidings questions, and audits for each case.PowerPoint Presentations The PowerPoint slides spotlight text learning objectives and key topics and ser ve as an excellent aid for classroom presentations and lectures.Test Item File This test bank features for each chapter on average 50 True/False questions, 50 Multiple-Choice questions, and 10 sample questions with page references and difficulty level provided for each question. The Test Item File has been written specifically for this edition and is provided in MS Word, so that instructors can easily incorporate select questions into their own tests.TestGen (test-generating program) The test bank is also available on TestGen, a test-generating program that allows instructors to add, edit, ordelete questions from the test bank analyze test results and organize a database of exams and student results.Videos on DVDThe DVD contains video segments that illustrate the most pertinent topics in management today and highlight relevant issues in the news, demonstrating how people lead, manage, and work effectively ISBN 0-13-612547-6.Video Guide The video guide provides a brief summary of each clip and suggested questions for discussion followed by possible answers.MyManagementLab MyManagementLab provides help beyond homework with a range of assessment options and tutorial resources that help students learn from their mistakes. Allowing you to teach a course your way, use this as an out-of-the-box resource for students who need extra help, or take full advantage of its advanced customization options. For more information, go to www.mymanagementlab.com.