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Strategic Management 2017/2018

  • 5 ECTS
  • Taught in Portuguese
  • Both continuous and final Assessment

Objectives

After completing the course, the student should be able to:
1. Identify the vital importance of strategic management for business activity and describe and apply the necessary tools for its implementation and monitoring;
2. Develop strategic diagnosis;
3. Draw strategic plans;
4. Use tools to support the implementation and monitoring of the strategy.

Recommended Prerequisites

ACCOUNTING, FIRM ORGANIZATION

Teaching Metodology

- Presentation of the conceptual bases and standard models used on the diagnosis, strategic planning and control.
- Presentation of case studies through videos, corporate brochures, websites, financial statements and management reports.
- Brainstorming, following the presentation of case studies, seeking to stimulate critical analysis and creativity in interpreting the business decisions.

Mixed assessment with a group project (50%) and final exam (50%).

Body of Work

1. FRAMEWORK
1.1 COMPETITIVENESS
1.2 FIRM AND VALUE CREATION
1.3 BUSINESS STRATEGY
2 . STRATEGIC DIAGNOSTICS (WHERE ARE WE?)
2.1 EXTERNAL ENVIRONMENT ANALYSIS
2.2 INTERNAL ENVIRONEMENT
3 . THE COURSE OF ORGANIZATION ( WHERE WE WANT TO GO? )
3.1 VISION
3.2 MISSION
3.3 VALUES
3.4 OBJECTIVES
4 . STRATEGY SELECTION AND IMPLEMENTATION
4.1 INTRODUCTION
4.2 BUSINESS STRATEIES
4.3 CORPORATE STRATERGIES
4.4 INTERNATIONAL STRATEGIES
5. STRATEGIC MANAGEMENT AND CONTROL
6. WHY STRATEGIES FAIL?
7. NEW PERSPECTIVES ON STRATEGIC MANAGEMENT

Recommended Bibliography

Hitt, M., Ireland, R e Hoskisson, R. (2015) Strategic Management: Competitiveness and Globalization, Concepts and Cases. South-Western, Mason, USA., 11th edition
Amason, Allen. (2011). Strategic Management: From Theory to Practice. Routledge – Taylor & Francis Group.
Information made available by the teacher
Suggested sites, articles and case studies

Complementary Bibliography

Santos, R.A. (2008) Gestão Estratégica. Escola Editora
Johnson, G., Wittington, R.,Scholes, K.,Angwin, & D.,Regnér, P.(2014). Exploring Strategy, Text and Cases. 10th ed.Pearson
Drucker, P.(1964). Managing for Results. W. Heinemann.
Kaplan, Robert S., Norton, David P. (1996). The Balanced Scorecard: Translating Strategy into Action. Harvard Business School Press.
Kim, W.C. & Mauborgne R. (2015) Blue Ocean Strategy, Expanded Edition: How to Create Uncontested Market Space and Make the Competition Irrelevant
Sun Tzu. (1972). The Art of War, translated and with na introduction by Samuel B. Griffith. Penguin Books, London.
Mintzberg, H. (1994). The Rise and Fall of Strategic Planning. London, Prentice-Hall

Weekly Planning

week1
1. FRAMEWORK
1.1 ECONOMICS AND THE FIRM
1.2 FIRM AND VALUE CREATION
week 2
1.3 BUSINESS STRATEGY
week 3
2. STRATEGIC DIAGNOSTICS (WHERE ARE WE?)
2.1 THE GLOBAL EXTERNAL ENVIRONMENT

Weeks 4-5
2.2. EXTERNAL ENVIRONMENT IN INDUSTRY CONTEXT (INDUSTRY ATTRACTIVENESS ANALYSIS)

Week 6-7
2.3 INTERNAL ENVIRONMENT

Weeks 8 and 9

GROUP PROJECT WORK

Week 10
3 . THE COURSE OF ORGANIZATION ( WHERE WE WANT TO GO? )
3.1 VISION
3.2 MISSION
3.3 VALUES
3.4 OBJECTIVES
Weeks 11 and 12
4 . STRATEGY SELECTION AND IMPLEMENTATION
4.1 INTRODUCTION
4.2 BUSINESS STRATEGIES
4.3 CORPORATE STARTEGIES
week 13
4.4 INTERNATIONAL STRATEGIES
Weeks 14 and 15
5. STRATEGIC MANAGEMENT & CONTROL
6. WHY STRATEGYS FAIL?
7. NEW PERSPECTIVES ON STRATEGIC MANAGEMENT

Demonstration of the syllabus coherence with the curricular unit's objectives

Chapter 1 will allow the student mastery of essential concepts in the context of strategic management and its context and importance in business management (goal 1). In Chapters 2 and 3, students will learn to develop strategic diagnoses by identifying the sources of information, models and methodologies to use for this purpose (goal 2). In Chapter 4, students will learn to develop strategic plans from the mission and goals set by the company and the outcomes of the strategic diagnosis (objective 3). In chapter 5 will be presented strategic monitoring and control tools with application to different functional areas of the company, in order to ensure good performance and efficiency of strategic management (goal 4). Chapter 6, will allow the student to comprehend the ‘new’ perspectives in strategic management. Finally, in Chapter 7, students will be faced with some situations that represent particularly critical areas in the design and implementation of the strategy (all goals).

Demonstration of the teaching methodologies coherence with the curricular unit's objectives

The presentation and study of concepts and tools used for diagnostic purposes, strategic planning and control, and a good understanding of its necessary relationship to the mission and goals of the company, are essential prerequisites to ensure an effective contribution to the performance of any business (objective 1). The presentation of companies and case studies through the means indicated will provide students with a closer to real environments and, consequently, a better understanding and greater sensitivity to the development of skills in the diagnosis, strategic planning and control, which will be depth due to the encouragement of debate and critical analysis of cases, problems and solutions presented (goals 2, 3 and 4).

relevant generic skillimproved?assessed?
Achieving practical application of theoretical knowledgeYes 
Analytical and synthetic skillsYesYes
Bargaining ability  
CreativityYes 
Event organization, planning and managementYesYes
Foreign language proficiencyYes 
Information and learning managementYes 
LeadershipYes 
Problem Analysis and AssessmentYesYes
Problem-solvingYesYes
Relating to othersYes 
Research skillsYesYes
Self-assessmentYesYes
TeamworkYes 
Written and verbal communications skillsYesYes
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