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

Formulating Strategies--Performing an Internal Audit

The external environment is literally filled with a variety of opportunities waiting to be exploited. A key qualifier in our ability to find these opportunities and gain maximum benefit from them lies in an assessment of the internal strengths and weaknesses of our firm. For example, while we may perceive an opportunity with great commercial promise for the first firm to get their product to market, such rapid innovation may be impossible for our company because we operate with a significant internal weakness whereby we are slow to innovate. In other words, external opportunities and threats must be evaluated through the lens of the operating strengths and weaknesses of the company. Is one of our strengths financial resources? We can then make larger-scale investments than competitors in plant and equipment. Are we innovative and quick to market? Clearly, we need to exploit the opportunities available for "first-mover" products. The internal audit, coupled with an external assessment, forms the basis for what is commonly referred to as SWOT analysis. SWOT analysis derives its name from the interplay of the terms Strengths, Weaknesses, Opportunities, and Threats that are all key elements in strategic evaluation.