在企業管理領域，企業政策(Business Policy)或策略管理(Strategic Management)是一門整合性的課程。為何是「整合性」？原因是經營管理者必須基於對其企業內部各功能活動及企業外部各環境影響的瞭解，才能對於企業未來的經營方向提出具體的指引及方案。因此在企業管理學系課程的安排上，常在最後一個階段研習。傳統上，本課程是實務導向——為了訂定企業整體發展策略及解決企業實際決策問題而存在。五十多年來，經過策略領域學者努力及高階管理實務的貢獻，逐漸形成一門具體的學科，也是企管領域內重要研究議題之一。
策略管理的核心議題是在探討「企業為何而成功？又為何而失敗？」會想要關心與瞭解這項議題者，傳統上是企業的高階主管與策略規劃幕僚。近年來，由於企業面臨國際化及科技進展等環境變革，重視企業競爭優勢與企業策略管理者，已不限於企業內部的高階管理人員，中低階的管理人員、專業人員，甚至企業外部的利害關係人，如投資機構、政府部門及非營利組織等，也都有迫切的需要來瞭解企業成敗的理由。因此，本課程期望修課同學能站在企業的高階決策者或產業分析者的觀點，來探討攸關企業存亡之策略性決策，例如企業使命及目標的擬定、市場與經營範疇的選擇、競爭與產品的定位、核心能力的發展與更新、組織結構及管理系統的設計等重要策略決策議題。
本課程的目標如次：
1. 理解與活用策略管理的觀念與分析架構
2. 培養企業外部環境及產業分析的能力
3. 培養企業內部資源與能力分析的能力
4. 培養發展功能階層、事業階層、及企業總體階層等策略的能力
5. 建立策略執行與企業組織設計的能力
6. 建立對企業治理及企業倫理的觀念與知識In the field of enterprise management, business policy or strategy management is an integrated course. Why is "integration"? The reason is that business managers must understand the various functional activities within their company and the impact of various external environmental aspects in order to provide specific guidance and plans for the future business direction of the company. Therefore, in the arrangement of the courses in the department of enterprise management, we often study in the last stage. Traditionally, this course is a practical direction - exists to define the overall enterprise development strategy and solve the problem of enterprise actual decisions. Over the past 50 years, through the efforts of strategic students and the contributions of high-level management practices, a specific academic discipline has been gradually formed, and it is also one of the important research topics in the enterprise management field.
The core issue of strategy management is to explore "Why does a company succeed? Why does it fail?" Those who want to care about and understand this issue are traditionally senior executives and strategic planning staff in the company. In recent years, due to the environmental changes such as internationalization and technological progress in enterprises, focusing on corporate competition advantages and corporate strategy managers are no longer limited to high-level managers within the enterprise, middle- and low-level managers, professionals, and even stakeholders outside the enterprise, such as investment institutions, government departments and non-profit organizations, there are urgent needs to understand the reasons for corporate success. Therefore, this course hopes that students in the course can stand at the perspective of high-level decision makers or industry analysts in the enterprise to explore strategic decisions related to the survival of the enterprise, such as the determination of corporate mission and goals, the selection of market and operation scope, competition and product positioning, development and update of core capabilities, organizational structure and management system design and other important strategic decisions.
The goals of this course are as follows:
1. Understand and apply the concepts and analytical structure of strategy management
2. Cultivate the ability of enterprise external environment and industry analysis
3. Cultivate the ability to analyze internal resources and capabilities of the enterprise
4. Cultivate the ability to develop strategies such as functional level, business level, and corporate level
5. Establish the ability to implement strategically and design organizations
6. Establish concepts and knowledge about enterprise governance and enterprise ethics
Grant, R.M. (2013). Contemporary Strategy Analysis. 8th edition, John Wiley & SonsBlack Ltd.
OR
Hill, C. W. L., Jones, G. R., & Schilling, M. A. (2015). Strategic Management :An Integrated Approach. 11th edtion, South-Western College Pub
Grant, R.M. (2013). Contemporary Strategy Analysis. 8th edition, John Wiley & SonsBlack Ltd.
OR
Hill, C. W. L., Jones, G. R., & Schilling, M. A. (2015). Strategic Management :An Integrated Approach. 11th edtion, South-Western College Pub
| 評分項目 Grading Method | 配分比例 Grading percentage | 說明 Description |
|---|---|---|
| 考試成績考試成績 Exam results |
50 | 期中考 25%，期末考25% |
| 個案研討與策略實務報告個案研討與策略實務報告 Case study and strategic practice report |
20 | 課堂口頭報告與討論記錄 |
| 期末策略分析報告期末策略分析報告 Final Strategy Analysis Report |
20 | |
| 個人出席率及課堂參與個人出席率及課堂參與 Personal attendance and class participation |
10 |
