MANGT 510 Prospective Students
Sample Syllabus
Sample Lesson
Introduction
2.1 Strategic Management
2.1.1 Formulating, Implementing, and Evaluating
2.1.2 Cross-Functional Decisions
2.1.3 Achieving Corporate Objectives
2.2 Strategic Management Process Flow Chart
2.2.1 Formulating Strategies
Conducting an External Audit
Performing an Internal Audit
Establishing Long-Term Objectives
Generating, Evaluating, and Selecting Strategies
2.2.2 Implementing Strategies
Managerial and Financial
Technological and Functional
Final Words
Measuring and Evaluating Performance
Strategic Management Road Map
2.4 Stakeholder Management
2.4.1 Identifying Project Stakeholders
Clients
Competitors and Suppliers
Intervenor Groups
Top Management and Accounting
Functional Managers and Project Team Members
2.4.2 Managing Stakeholders
Assess the Environment
Managing Stakeholders--2. Identify the Goals of the Principal Actors
Assess Your Own Capabilities
Develop Solutions
Test and Refine the Solution
Stakeholder Management Cycle
2.5 Project Screening and Selection Approaches
2.5.2 Simple Scoring Model
2.5.3 Profile Models
2.5.4 Financial Models
Net Present Value
Internal Rate of Return
Picking the Selection Approach That Is Right for You

2.2.1 Formulating Strategies

Developing Mission and Vision Statements

Vision and mission statements establish a sense of what the organization hopes to accomplish or what they hope to become at some point in the future. A corporate vision serves as a focal, rallying point for members of the organization who may find themselves pulled in multiple directions by competing demands. In the face of multiple expectations and even contradictory efforts, it is highly beneficial to have an ultimate vision that can serve as a "tie breaker" in establishing priorities. A sense of vision is also extremely important for members of the firm to view as a source of motivation and purpose. As the book of Proverbs in the Christian Bible points out: "Where there is no vision, the people perish (Prov. 29:18).