used by managers in business and other kinds of organizations. Topics on
management in business will ... Dess et al., Strategic Management, 5th Edition. 2.
Economics 240, Fall 2012: Introduction to Managerial Economics M-W-F 9-9:50am, Quigley 217 Professor Don Goldstein Quigley 225 / 332-3340 / dgoldste Office hours: M, Th, F 2-4pm Prerequisite: Economics 100 (Introduction to Microeconomics) Learning objectives: We will explore the roles and responsibilities of the corporation within the broader society, the decision-making process in firms and organizations, and the basic concepts used by managers in business and other kinds of organizations. Topics on management in business will include the goals and organizational structures of firms; strategies for surviving in a competitive global economy; corporate ethics; relations with employees, investors, and other stakeholders; and the regulatory environment. The managerial economics literature regarding these subjects draws upon a variety of economic sub-fields, many of whose concepts will be incorporated in this course—including theory of the firm, industrial organization, corporate finance, accounting, and international trade. Expectations: Students are expected not just to memorize economic terms and models, but also to learn to apply them flexibly and creatively to real life situations. You will need to do the readings before the class in which they are discussed; attend class regularly; take part actively in discussion; and participate fully in assignment teams. Various class discussions and team assignments will require regular reading of articles related to current course topics in The New York Times, available free online and in print in several campus locations. There will be no use of cell phones in the classroom for any reason. If you want to use a laptop for note-taking, please see me. Grading: If the above expectations are met, grading will consist of (rounded to one decimal place): • Team case study & current events projects 25% (1 current events presentation, 1 case presentation & 1 case writeup; @ 8.33%) • Quizzes (4, @ 6.25%) 25% • Midterm exam 25% • Final exam 25% Grades are scaled, around a class average typically set at a “B-”; the grade at which the class average is set can be adjusted upward based on class performance. Materials: 1. Text: Introduction to Managerial Economics. Create Online: McGraw-Hill. 2012. Available at the Bookstore. Contains chapters from: Lawrence and Weber, Business & Society, 13th Edition Dess et al., Strategic Management, 5th Edition. 2. E-Reserve Articles: Available through course Sakai website, sakai.allegheny.edu 3. The New York Times: Available online, or free on campus by special arrangement. 4. Other course documents – Available through Sakai as announced in class.
Approximate Schedule (details and changes to be announced in class): Week
Readings
(E-Reserves in italics; graded work in bold.)
Agenda
29-Aug
Introduction The Corporation & Its Stakeholders
Getting started: What is “management”?
3-Sep
Managing Public Issues & Stakeholder Relationships (pp. 24-31, 37-44)
The corporation in context
Stockholder Rights & Corporate Governance 10-Sep Quiz 17-Sep
John Cassidy, "The Greed Cycle" John Cassidy, "The Greed Cycle" (continued) Business-Government Relations Employees & the Corporation
24-Sep Quiz
Ethics and Ethical Reasoning Corporate Social Responsibility
1-Oct
The Challenges of Globalization
8-Oct
FALL BREAK Case discussion: Google in China
15-Oct
Case presentations Mid-term Exam
22-Oct
Strategic Management: Creating Competitive Advantage
Strategic management
Michael Porter, “How Competitive Forces Shape Strategy" 29-Oct Quiz 5-Nov
Analyzing the External Environment of the Firm Prahalad & Hamel, "Core Competence of the Corporation” Assessing the Internal Environment of the Firm Business-Level Strategy: Creating & Sustaining Competitive Advantages
12-Nov
Corporate-Level Strategy: Creating Value through Diversification International Strategy: Creating Value in Global Markets
19-Nov
International Strategy (cont’d.) THANKSGIVING BREAK (no class Wed-Fri)
26-Nov
David Garvin, "Building a Learning Organization" Strategic Leadership: Creating a Learning…and an Ethical Organization
3-Dec
Case discussion: Zhejiang Geely Automotive Case presentations
10-Dec
Peter Drucker, “Management’s New Paradigms” Final exam (Thursday Dec 13, 9am)
Corporate Transformations
