- Various Global Issues Involved In Strategic Management
- Highlight The Various Global Issues Involved In Strategic Management
Whether you’re working with a start-up, small, or large business, gain the management skills you need to succeed. Overview Wherever your career takes you, from a start-up company, to large business, in the public or private sector, our Master of Science in Management online degree will provide you with the interdisciplinary management skills you need to succeed. The work of a management professional will vary from project to project. Some projects require a team of management consultants, with each one specializing in a specific area, while other projects require one manager to oversee a wide array of activities. Some job titles you might obtain with a Master of Science in Management degree include:. Administrative Analyst.
Business Analyst. Management Analyst. Quality Control Analyst. Employment Programs Analyst. Budget Analyst.
Administrative Services Manager. Earn Your Master's Degree In Management Learn the dynamics of a business and how to analyze, communicate, and make effective decisions through this master’s in management degree program. You’ll study ways to foster a company culture that encourages innovation, as well as a vast range of business topics, including:.
Ethics. Finance. Economics. International Commerce. Strategic planning.
Research analysis In each course of the M.S. In management online program, you will complete a portfolio-quality project that proves your ability to apply the theories you’ve learned to real-world business situations. $81K Average salary for Management Analysts (Onetonline.org) Description The M.S. In management online program at is designed for individuals whose careers and management responsibilities transcend a single functional area requiring a broad range of knowledge, skills, and experience. The emphasis of the interdisciplinary, integrated, and practical management degree program applies to startup, small, and large businesses within both the private and public sectors. The goal is to prepare students for upper management and executive-level positions by developing key managerial competencies—including systems thinking, critical thinking, economic analysis, competitive advantage, decision making, international competencies, and ethical leadership that can be applied across a range of business venture.
Each core course in the program incorporates a portfolio-quality project with close supervision and collaboration by the instructor that requires students to apply skills to specific scenarios. The final course in the core is designed as a capstone course, in which students apply research and established theory to design an innovative and original approach to address a current problem within the field of organizational management.
Students apply established research and theoretical frameworks to address a current organizational challenge. Utilizing knowledge, theories, and research-study understanding gained throughout the program, students analyze and evaluate the organization and then propose constructs for enhancing organizational effectiveness. The Society for Human Resource Management has acknowledged that the M. In Management program, when combined with the Specialization in Human Resource Management or Human Resource Performance, fully aligns with SHRM’s HR Curriculum Guidebook and Template which was developed to define the minimum HR content areas that should be studied by HR students at the undergraduate and graduate levels.
Visit the for more information. Learning Outcomes. Formulate strategic and effective management decisions that demonstrate a high level of knowledge of strategic planning, competitive intelligence, and ethical standards in a culturally diverse global marketplace. Demonstrate written communication skills to express ideals, research findings, data analysis, and recommendations effectively and persuasively with all organizational stakeholders using a variety of communications skills and tools.
Develop comprehensive and cutting edge solutions to business problems by researching, analyzing, synthesizing and evaluating information using qualitative and quantitative analytical reasoning. Direct the effective use of technology in an organization to achieve superior organizational and individual performance, competitive advantage, and operational effectiveness within the global marketplace. Apply proven management theories and practices to resolve a wide range of organizational issues. Advance and foster a culture of innovation that uses new approaches, theoretical frameworks, and technologies to drive the economic performance of organizations. Faculty All courses are taught by qualified instructors with current industry experience.
Our instructors hold advanced degrees in their fields, and are specially trained to teach online, so you and your fellow students can think more critically about how the subject matter applies to real-world situations. Career Outlook The employment of management analysts is projected to grow 19% within the next seven years, faster than the all-occupation average, according to the Bureau of Labor Statistics. This tells you that the demand for management professionals will grow as organizations and businesses continue to expand and look for better ways to improve efficiency and control costs. In short, if you're interested in a career in management, the time is right to earn your degree and get into the field. Effective management analysts should have sharp mathematical and reasoning skills, and are able to gather and organize data to determine solutions to potential problems.
Additionally, management professionals may recommend new systems, procedures, or organizational modifications to clients through presentations or written reports. Experts in this field must also be able to work creatively in a time-sensitive environment with a constant, open line of communication with their clients. Degree Optimization We provide students with career-relevant resources to help them succeed outside of the classroom. That's why we created Awards of Completion and Skills Endorsements, specific to our programs of study, spotlighting the knowledge, skills, and abilities that hiring managers find essential to success in the field.
Advanced Strategic Management and The Foundations of Modern Global Management are two of the awards you can receive as part of your graduate degree in management. Courses - Practitioner Track CSU-Global’s accredited online master’s degree in management is designed to provide you with a practical knowledge of the field.
The program consists of 8 three-credit core courses as part of a full 36-credit master’s degree. In Management students may be required to take BUS500 as part of their program if they do not have previous experience in accounting, finance, or business statistics.
In this case, the degree program is 39 credits.). RES500: Fundamentals of Quantitative Analysis. This course explores four major components of research for graduate program: business research and descriptive statistics, fundamentals of accounting analysis, fundamentals of financial analysis, and decision making through statistical and logical methods. The course includes quantitative methods to support research methodologies. The course is not intended to provide an in-depth study of these components but provides basic knowledge to support intensive learning that will occur in the core courses of their programs. MGT500: Organizational Behavior. This course is an exploration of the essentials of business strategy development, with a focus on innovation and inherent challenges associated with strategy creation and implementation.
The course focuses on setting strategy, developing market opportunity analysis, and establishing organizational goals with consideration of internal and external resources, market opportunities, and return on investment. Topics include strategy, market opportunity analysis, market research, the use of new technologies, and tactics for achieving competitive advantage.
MGT550: Systems Design. This course explores systems in relation to business, management, and research. Rather than a reductionist view, systems design focuses on entire webs of relationships viewed in the larger context to determine patterns that are dependent on time and context. Course topics include classic systems theory; new science systems theory including chaos, complexity, and self-organizing systems theories; research philosophy and methods; social systems including project teams, virtual teams, contractual and contingent workforces, and organizational structure; innovation and disruption; systems operations; and systems performance. MGT576: Qualitative and Quantitative Analyses and Decision Making. This course examines systematic critical thinking through related topics of qualitative analyses, quantitative analyses, and decision making.
Students apply quantitative and qualitative research methods focused on strategic decision models with potential topics including ethics, innovation, change management, organization behavior, e-business and technology, collaboration, diversity, or operations management. Students may also select a specific topic based on their own area of interest related to the field of management. MGT579: Capstone — Management. This course provides students with the opportunity to integrate and synthesize their learning from core management courses, such as MGT576. Students analyze selected case studies to demonstrate critical thinking abilities and skills needed to be effective decision makers using both quantitative and qualitative data. Students analyze quantitative and qualitative data, and make recommendations for sustainable success in today’s global workplace.
Through the course activities, students demonstrate their knowledge and skills in how to lead organizations through complex changes in a global society. Prerequisite: All core and specialization courses. MGT595.: Management Internship.
This course is designed for students as an opportunity to demonstrate program outcomes learned in the Master of Science in Management under the supervision of both faculty and organizational personnel. Assignments are designed to combine theory and professional practice and include weekly journals, a mid-term conference with the instructor, faculty internship coordinator, and on-site supervisor, as well as a final report reviewing the internship experience. MGT595 is an optional course that provides students with practical management experience. Courses - Research Track. RES500: Fundamentals of Quantitative Analysis. This course explores four major components of research for graduate program: business research and descriptive statistics, fundamentals of accounting analysis, fundamentals of financial analysis, and decision making through statistical and logical methods.
The course includes quantitative methods to support research methodologies. The course is not intended to provide an in-depth study of these components but provides basic knowledge to support intensive learning that will occur in the core courses of their programs. MGT500: Organizational Behavior. This course is an exploration of the essentials of business strategy development, with a focus on innovation and inherent challenges associated with strategy creation and implementation.
The course focuses on setting strategy, developing market opportunity analysis, and establishing organizational goals with consideration of internal and external resources, market opportunities, and return on investment. Topics include strategy, market opportunity analysis, market research, the use of new technologies, and tactics for achieving competitive advantage.
Various Global Issues Involved In Strategic Management
MGT550: Systems Design. This course explores systems in relation to business, management, and research. Rather than a reductionist view, systems design focuses on entire webs of relationships viewed in the larger context to determine patterns that are dependent on time and context. Course topics include classic systems theory; new science systems theory including chaos, complexity, and self-organizing systems theories; research philosophy and methods; social systems including project teams, virtual teams, contractual and contingent workforces, and organizational structure; innovation and disruption; systems operations; and systems performance. MGT575: Critical Evaluation of Research and Theory. This course emphasizes the critical evaluation of research and theory in an applied management setting. The course focuses on the comprehension and evaluation of research related to managing organizations.
Topics include the research process, including qualitative and quantitative approaches, and applied research design. The research project begun in this course is completed in MGT581. Emphasis is placed on identifying the research problem, purpose, research questions, audience, and theoretical framework of an applied research project.
MGT581: Management: Strategy and Execution. This capstone course brings together the knowledge and skills needed to be successful in the global market place. The focus of the course is on defining and researching a practical business problem or entrepreneurial opportunity.
Highlight The Various Global Issues Involved In Strategic Management
The research project provides the opportunity to utilize strategy, research skills, analytical tools and models, as well as decision sciences culminating in a business project of strategic benefit to the student and/or a current organization. Prerequisite: All core and specialization courses. MGT595.: Management Internship. This course is designed for students as an opportunity to demonstrate program outcomes learned in the Master of Science in Management under the supervision of both faculty and organizational personnel. Assignments are designed to combine theory and professional practice and include weekly journals, a mid-term conference with the instructor, faculty internship coordinator, and on-site supervisor, as well as a final report reviewing the internship experience. MGT595 is an optional course that provides students with practical management experience. In Management and M.S.
In Organizational Leadership Dual Degree If you're enrolled in either the or the program you may be eligible to participate in the dual degree program. Upon completion of an additional 18 credit hours (54 credit hours total), you may be eligible to receive both the and the degree. In order to be eligible you must enroll in the Dual Degree Program prior to conferral of their first degree.
For students who initially enrolled in the M.S. In Management program, the following additional 3-credit courses are required for a dual degree: Practitioner Track:. ORG555: Leading Diverse Teams. This course analyzes the roles of leaders and managers in organizational decision making, at both the individual and organizational levels. In the contact of organizational theories of behavior and leadership, students consider how decision and choice theory are applied in organizational settings.
Practical problem solving and conflict management skills are practiced through the application of decision-making tools and leadership approaches for leading change in professional settings. ORG536: Contemporary Business Writing and Communication. In this course, students will integrate and synthesize their learning from the core courses in the organizational leader- ship program. Students will analyze selected case studies to demonstrate skills needed to be an effective organizational leader in today's global workplace.
Through the course activities, students will also demonstrate their knowledge and skills in how to lead organizations through complex changes in a global society. Prerequisite: All Core and Specialization courses Research Track:. ORG555: Leading Diverse Teams. This course analyzes the roles of leaders and managers in organizational decision making, at both the individual and organizational levels. In the contact of organizational theories of behavior and leadership, students consider how decision and choice theory are applied in organizational settings.
Practical problem solving and conflict management skills are practiced through the application of decision-making tools and leadership approaches for leading change in professional settings. ORG536: Contemporary Business Writing and Communication. In this course, students learn to apply scholarly research, methods, and theory related to organizational leadership. Students gain a comprehensive knowledge of scholarly research through developing a research topic, problem and purpose statements, and an extensive review of current lit- erature.
Students choosing this path may wish to continue towards a terminal degree or a post graduate program. Students electing this path should contact an advisor early in the program. ORG581: Organizational Leadership: Strategy and Execution.
In this course, students learn to define and research a practical business problem or entrepreneurial opportunity. The research project provides the opportunity for students to utilize strategy, research skills, and analytical tools and models.
Through the use of decision making, students create a culminating business project. Credit will not be granted for both ORG580 and ORG581. Prerequisite: All core and specialization courses Specializations We will help you customize your online degree in management by adding a specialization. Similar to a degree concentration, each specialization consists of four courses in your chosen area of interest.
Explore Your Specialization Options for Your Master's in Management online degree below:. Accounting.
What is a global strategic alliance? Well if you've reached a point that you feel you've gotten about as far as you can on your own in charting your, it's a good time to consider joining forces with another company of similar size and market presence that is located in a foreign country where you are already doing business, or would like to. That's a global strategic alliance. Before you can move ahead though, it's important to understand exactly how a global strategic alliance works, and what it can and cannot do for you.
A Global Strategic Alliance Is Not an Acquisition A global strategic alliance is usually established when a company wishes to edge into a related business or new geographic market - particularly one where the government prohibits imports in order to protect domestic industry. Typically, alliances are formed between two or more corporations, each based in their home country, for a specified period of time. Their purpose is to share in the ownership of a newly formed venture and maximize in their combined territories. The cost of a global strategic alliance is usually shared equitably among the corporations involved and is generally the least expensive way for all concerned to form a partnership. An acquisition, on the other hand, offers a faster start in exploiting an overseas market, but tends to be a much more expensive undertaking for the acquiring company - one that is likely to be well out of the reach of a solo operator. A global strategic alliance is also much more flexible than an acquisition with respect to the degree of control enjoyed by each party. Depending on your resources, you can structure an equity or non-equity partnership.
Within an equity partnership, you can hold a minority, majority or equal stake. In a non-equity partnership, the host country partner has a greater stake in the deal, and thus holds a majority interest. Yet whom you choose as your partner is arguably more important than how the partnership is structured. For when it gets down to business, you want a partner who will have an active contribution to make, and who is flexible and able to resolve conflicts as the alliance evolves. Even more important, however, is that you keep clearly in mind what you are seeking to gain from the alliance and that you choose a partner whose contribution will enable you to achieve those goals.
Where Should Importers and Exporters Look for Partners? You might be surprised to find that you can build mutually advantageous alliances with some unlikely allies. Many companies make conscious decisions to form partnerships with complementary or even competing companies that can offer them market share in countries they have been struggling to break into for years. Nokia and Microsoft, for example, have entered into a broad global strategic alliance where they plan to combine assets and develop innovative mobile products on an unprecedented scale. By using their complementary strengths and expertise, these potential competitors thus ensure their mutual survival in the new global mobile ecosystem and marketplace.
Even if you're not an international technology company or world's leading mobile phone supplier, you can follow Nokia's and Microsoft's example and see which of your contacts, colleagues, peers and competitors in the international market might have compatible needs and objectives. You'll probably feel most secure with a company with whom you already have a reasonably long-standing business relationship, especially if you have achieved substantial sales growth together. It could be your distributor in South Africa, a manufacturer who took on the distribution of your product in China, or that trading company in Japan who can't keep up with consumer demand! Any one of your contacts with a problem you can solve or a need you can fulfill might serve as a potential partner.
10 Advantages of the Global Strategic Alliance There are many specific advantages of a global strategic alliance. Here are ten. You can:. Get instant market access, or at least speed your entry into a new market. Exploit new opportunities to strengthen your position in a market where you already have a foothold.
Gain new skills and technology. Develop new products at a profit. Share fixed costs and resources.
Enlarge your distribution channels. Broaden your business and political contact base.
Gain greater knowledge of international customs and culture. Enhance your image in the world marketplace. Six Disadvantages of the Global Strategic Alliance There are also some inevitable trade-offs to consider:. Weaker management involvement or less equity stake. Fear of market insulation due to local partner's presence.
Less efficient communication. Poor resource allocation. Difficult to keep objectives on target over time. Loss of control over such important issues as product quality, operating costs, employees, etc. Mitsubishi owners manual wd 657344.
For example, if you enter into a global strategic alliance with even a little less equity stake - say, 49% - you lose managerial control. You may end up with that equity percentage because the host government only allows up to 49% for an outsider, because you could only negotiate that amount, or because you were willing to accept a minority stake in exchange for gains (e.g., responsibility for research and development) that you thought important during the negotiation phase. Whatever the reason, what are you going to do if profits plummet, product quality deteriorates, or customers are dissatisfied? You do not have enough interest in the venture to take action. Your 49% can swiftly depreciate when it comes to exercising any control. In any partnership, the majority interest holder tends to dominate, putting their needs first, their partner's last. The ideal situation is a 50-50 partnership which allows both parties to share in mutual successes, but if you do settle for a minority interest, make sure you maintain enough control to accomplish your objectives in the target market.
It's also critical to explore all the legal and financial implications before entering into a partnership with an overseas company. Seek legal counsel that is well-experienced in, acquisitions, and divestitures to go over the best and worst-case scenarios with you. You should hire counsel both in your own country and the host country for the maximum protection of your rights. You are not only seeking to ensure the fundamental integrity of the partnership, but to work out crucial entitlements and obligations such as copyrights, trademarks, patents, taxes, antitrust and exchange controls. Final Thoughts You will also need to keep informed about the host country's political and economic stability.
Get in touch with the local economic development offices within the host country. They should be able to assess the country's future investment climate and to provide you with past, present and future growth trends. This will give you a better idea of what kind of risks you will incur if you go ahead with the alliance.