*存在於詭譎多變的競爭環境中，無論國家、政府機關、學校或私人企業，為了趨吉避凶、永續生存，必須仰賴一整套”策略”，以有效結合外在環境的機會與本身條件，為自己創造不可取代的競爭優勢。
*策略管理學，是一門整合性的課程，從瞭解自我的願望(或問題)以訂定目標、檢討內部優劣勢、分析外部機會與威脅，一直到擬訂工作計畫、執行計畫、考核執行成效...的系統性思考與實踐。
*在未來的18週，我們將依循教課書的章節為基礎來發展課程，其中諸多管理領域"質性"與"計量"的方法論，需要大家花點時間研讀，乃所謂"基本功"。
*基本功之外，我們也會以"專題演講"、"個案研究"及"企業參訪"等活動，來增加課程的豐富性。既然是在經濟系談”策略”，我想大家一定會對"國家經濟發展的策略層面"感到興趣，而以台中的地區產業特性，"航太產業"，尤其政府決定"定國機國造"的政策之後，在台中地區重塑的"航太產業價值鏈"最讓人感到有趣；這個想法，可以將大型系統發展國產化所產生諸多經濟效益的理念扣合進來，構成蠻生動的研究主題。
*此外，我們會嚐試著接洽國家中山科學研究院航空研究所，期盼有機會赴該所參訪，聽聽他們"如何扮演台灣航太產業研發火車頭的策略性角色"，以及"如何將航太產業中衛體系做策略性整合"等等想法，其中若有同學對於這個環環相扣的因果關係有繼續研究的興趣，也可轉化成下一個研究學程的研究主題。
*爰此，在18週課程上，前二週概談”策略管理的概念及架構”，第三週開始講述”內部分析”及”外部分析”(第四週)，在談產業內外部分析的時候，我就會以台灣(內部)及全球(外部) 航太產業為例，要求同學們花點時間勾劃出航太產業的"技術道路地圖"，看看其中有那些必須的”角色扮演”，而台灣航太產業中又具備了(或未具備)那些角色。同學們在整理資料應對航太產業有了初步的概念，我們會繼續討論，”台灣為什麼要創建這個產業能力，在整體經濟上有什麼特別的效益”(第五或第六週)並邀請專家學者分享他們的寶貴經驗與看法，再加上航空研究所的企業參訪(可能在第九週或第十週)，可以讓大家實際看看我們的航太產業，聽聽產業領導人的經營理念，深信會給大家留下深刻的印象。
*整個計畫的展開、功能組的分派、計畫書的撰寫、預算編列、簽請動支、行程安排(車輛、保險)、企業參訪、心得分享、期末報告等等所有行動，老師會引領著同學們學習如何執行，期盼在期末時，能由同學們自己完成，並交出一本內容豐富的學習成果，驗證自己學習成果之外，也可回饋給過程中每一位給予幫助及輔導的老師及前輩們參考。
*In the competitive environment that is changing, regardless of the country, government agencies, schools or private enterprises, in order to avoid misfortune and survive forever, we must rely on a complete set of "strategy" to effectively combine the opportunities of the external environment with its own conditions and create irreplaceable competitive advantages for ourselves.
*Strategic management is an integrated course, from understanding one's own desires (or problems) to set goals, review internal advantages and disadvantages, analyze external opportunities and threats, and to order work plans, execution plans, and assess execution results...
*In the next 18 weeks, we will follow the lessons chapters as a basis to develop the course. Among them, we will discuss the "quality" and "measurement" methodology in many management areas, which requires some time to study and read, which is what we call "basic skills".
*In addition to basic skills, we will also use activities such as "project lectures", "case research" and "company visits" to increase the richness of the course. Since it is discussing the "strategy" in the economic system, I think everyone will be interested in the "strategic level of national economic development". With the regional industry characteristics of Taichung, the "aerospace industry" and especially after the government decided on the "determined national airport manufacturing", the "aerospace industry value chain" reshaped in the Taichung region is most interesting; this idea can integrate the concept of multiple economic benefits generated by the development of large systems and form a dynamic research topic.
*In addition, we will try to contact the Aviation Research Institute of the National Zhongshan Institute of Science and Technology, hoping to have the opportunity to visit the institute and listen to their ideas of "how to play the strategic role of the research and development train head of Taiwan's aerospace industry" and "how to strategically integrate the Chinese system of aerospace industry". Among them, if any students are interested in continuing research on this interlocking causal relationship, they can also be transformed into the research topic of the next research process.
*So, in the 18-week course, we discussed the concept and structure of "strategy management" in the first two weeks, and began to talk about "internal analysis" and "external analysis" (week 4). When discussing internal and external analysis of the industry, I will take Taiwan (internal) and global (external) aerospace industries as an example and ask students to spend some time to plan the "technical road map" of aerospace industries to see what are the necessary "role plays" in it, and Taiwan's aerospace industry has (or not) those roles. The students should have a preliminary concept of aerospace industry when sorting out the data. We will continue to discuss "Why Taiwan wants to create this industry capability and what are the special benefits of overall economic development" (week 5th or 6th) and invite experts to share with him. Our precious experience and opinions, coupled with corporate visits from the Institute of Aeronautics (maybe on the ninth or tenth week), can allow everyone to take a look at our aerospace industry, listen to the business philosophy of industry leaders, and believe that it will leave a deep impression on everyone.
*The entire plan is opened, the allocation of function groups, the writing of the plan, the budget editing, the signing, the itinerary (car, insurance), the company's visit, experience sharing, final report and other activities. The teacher will lead the classmates to learn. When it comes to how to perform, I hope that at the end of the period, the students can complete it themselves and hand over a rich learning result. In addition to verifying their own learning results, I can also recommend it to every teacher and previous teacher who provides help and guidance during the process for reference.
無論是政府機關或企業，存在於詭譎多變的競爭環境中，必須仰賴一全套”策略”，結合外在機會與本身條件，為組織趨吉避凶，永續生存，並進一步創造不可取代的競爭優勢。
策略管理是整合各項組織功能之課程，從瞭解問題、擬訂目標、內部優劣勢檢討、外部機會與威脅分析，一直到擬訂工作計畫、執行、考核的系統性思考與實踐，結合了諸多管理領域質性與計量的方法論於其中，配合專題講演、企業參訪等動態活動，期盼能將整個系統思維，潛移默化到每一個同學的長期記憶中。
Whether it is a government agency or an enterprise, in a multi-variable competitive environment, we must rely on a complete set of "strategy" to combine external opportunities and their own conditions to avoid misfortune in the organization, survive forever, and further create irreplaceable competitive advantages.
Strategic management is a course that integrates the functions of various organizations. From understanding problems, placing goals, internal bad luck and disadvantage review, external opportunities and threat analysis, to systematic thinking and implementation of the planning, execution and assessment of work, it combines the method of quality and measurement of multiple management areas. In conjunction with dynamic activities such as topic discussion and corporate visits, we hope to migrate the entire system thinking into the long-term memory of each student.
Strategic Management 12e Charles W. L. Hill & Melissa A. Schilling & Gareth R. Jones
朱文儀、陳建南 譯
I S B N - 10 ：9865632969
I S B N - 13 ：9789865632960
版 次：12 版
出版商：華泰文化
Strategic Management 12e Charles W. L. Hill & Melissa A. Schilling & Gareth R. Jones
Zhu Wenyan and Chen Jiannan Translation
I S B N - 10 :9865632969
I S B N - 13:9789865632960
Version: 12th edition
Publisher: Huatai Culture
| 評分項目 Grading Method | 配分比例 Grading percentage | 說明 Description |
|---|---|---|
| 到課率到課率 Class Rate |
30 | |
| 課堂互動表現課堂互動表現 Classroom interactive performance |
20 | |
| 計畫展開的貢獻計畫展開的貢獻 The contribution of planning and exhibition |
5 | |
| 心得分享的內容心得分享的內容 Contents of experience sharing |
20 |
