Course Objectives: |
The main objective of this course is to introduce students to the basic concepts, principles and tools of competition analysis and strategy development. Strategic management consists of managerial decisions and actions affecting the performance and existence of enterprises. This course includes the knowledge, analysis, organizational process, capabilities and assessments that managers use to create strategies for their businesses, determine their market position and firm boundaries, and achieve long-term profitability in spite of environment uncertainty and competitive market conditions. The Strategic Management course is an integrative course. It handles the business environment as a whole, including local and global legal, economic, social and technological changes, as well as dynamism and uncertainty, as well as the movements of customers, suppliers and competitors. It evaluates the business strategy in the light of the various concepts, ideas and approaches that have been studied in the field courses such as accounting, finance, marketing, organizational behavior and statistics. |
Course Content: |
Basic concepts of strategic management; the strategic management process; developing strategic vision, mission, and objectives; crafting strategy; industry analysis; competitive analysis; evaluating company resources; evaluating competitive capabilities; corporate and business strategies; the five generic competitive strategies; strategies for international markets; implementing strategy: resources and structure; implementing strategy: budgets, policies, incentives; implementing strategy: culture and leadership; strategic evaluation and control; ethics in strategic management; business strategy simulation game. |
Week |
Subject |
Related Preparation |
1) |
• Define strategic thinking and strategic management
• To introduce the strategic management course and to draw a general framework
• Course objectives
• Methods to be followed in the course
• Students' expectations and success criteria |
None |
2) |
• Basic concepts and models of strategic management
• Strategic decision making and management process
• Strategic evaluation and case study
• Selected case study
• Lecture and discussion
• Case study and discussion |
• Reviewing the course
• Reading the next week's topic:
Ülgen and Mirze, Chapters 1 and 17, and case study of the week (to be announced in the course)
• Creation of five-person team for strategic management simulation |
3) |
• Concepts of power of attorney, responsibility, accountability
• Shareholders, board of directors, senior management roles
• Stakeholders and corporate social responsibility
• Managerial ethics
• Selected case study
• Strategic management simulation methodology |
• Reading the next week's topic:
Ülgen and Mirze, Chapter 16 and case study of the week (to be announced)
• Five-man teams for strategic management simulation |
4) |
• External environmental components and strategic factors
• Methods of collecting information from the external environment
• Methods of collecting information about competitors
• Estimation techniques and principles
• Sector analysis methods and principles
• Co-evaluation of external factors
• Selected case study
• Game rules for strategic management simulation |
• Reading the next week's topic:
Ülgen and Mirze, Chapters 3 and 5, and case study of the week (to be announced in the course)
• Review of strategic management simulation methodology
• Establishment and registration of software for simulation
• Distribution of team tasks and responsibilities for strategic management simulation |
5) |
• Entities and capabilities of businesses
• Factors that create competitive advantage
• Value chain analysis
• Financial evaluation of enterprises
• Status determination in business functions
• Evaluation of internal factors
• Selected case study
• Strategic management simulation exercise tour |
• Reading the next week's topic:
Ülgen and Mirze, Chapters 4 and 5, and case study of the week (announced in the course)
• Review of the game rules for strategic management simulation |
6) |
• Strategic thinking
• Environmental elements and state determination matrices
• Organizational orientation: Vision, mission and objectives
• Basic business management strategies: Competitive strategies
• Selected case study
• Strategic management simulation decision tour 1 |
• Reading the next week's topic:
Ülgen and Mirze, Chapters 6 and 9, and case study of the week (to be announced)
• Creation of team strategy for strategic management simulation |
7) |
• Corporate strategy
• Portfolio analysis method
• International strategy
• Selected case study
• Strategic management simulation decision tour 2 |
• Reading the next week's topic:
Ülgen and Mirze, Chapters 6, 8, 11, and case study of the week (to be announced in the course)
• Creation of team strategy for strategic management simulation |
8) |
Midterm Exam |
• Review of subjects and cases for written midterm exams |
9) |
• Marketing, sales and service strategies
• Production and operation strategies
• Supply and logistics strategies
• Human resources strategies
• Technology and R & D strategies
• Financial strategies
• Selected case study
• Strategic management simulation decision tour 3
• Lecture and discussion
• Case study and discussion
• Simulation team work, decision tour 3 |
• Reading the next week's topic:
Ulgen and Mirza, Chapter 10 and case study of the week (to be announced in the course)
• Creation of team strategy for strategic management simulation |
10) |
• Elements of strategy implementation
• Determining organizational structure according to the strategy
• Basic and advanced topics related to organizational structure
• Life cycles of organizations
• Selected case study
• Strategic management simulation decision tour 4 |
• Reading the next week's topic:
Ulgen and Mirze, Chapter 13 and case study of the week (to be announced in the course)
• Creation of team strategy for strategic management simulation |
11) |
• Relations between strategy, organizational structure and human resources
• Human resource selection and management development
• Improving business capabilities
• Types of management in strategy practice
• Organizational culture and shared values
• Problems encountered in strategy implementation
• Selected case study
• Strategic management simulation decision tour 5 |
• Reading the next week's topic:
Ulgen and Mirze, Chapter 14 and case study of the week (to be announced)
• Creation of team strategy for strategic management simulation |
12) |
• The role of evaluation and control in strategic management
• Performance evaluation methods and approaches
• Problems in performance evaluation and control
• Strategic information systems
• Selected case study
• Strategic management simulation decision tour 6 |
• Reading the next week's topic:
Ülgen and Mirze, Chapter 15, and case study of the week (to be announced)
• Creation of team strategy for strategic management simulation |
13) |
• General repetition and question-answer session before the final exam
• Strategic management simulation decision tour 7 |
• Creation of team strategy for strategic management simulation |
14) |
• Evaluation of the general qualification status of all the basic courses taken by a jury composed of faculty members teaching in different fields of business administration.
• Strategic management simulation results and performance evaluation |
• Review of subjects for the final exam and determination of the points to be clarified
• Evaluation of team strategy and team performance for strategic management simulation |
15) |
Final Exam |
• Review of all subjects for the final exam |
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Program Outcomes |
Level of Contribution |
1) |
Adequate knowledge in mathematics, science and engineering subjects pertaining to the relevant discipline; ability to use theoretical and applied information in these areas to model and solve engineering problems. |
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2) |
Ability to identify, formulate, and solve complex engineering problems; ability to select and apply proper analysis and modelling methods for this purpose. |
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3) |
Ability to design a complex system, process, device or product under realistic constraints and conditions, in such a way so as to meet the desired result; ability to apply modern design methods for this purpose. (Realistic constraints and conditions may include factors such as economic and environmental issues, sustainability, manufacturability, ethics, health, safety issues, and social and political issues according to the nature of the design.) |
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4) |
Ability to devise, select, and use modern techniques and tools needed for engineering practice; ability to employ information technologies effectively. |
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5) |
Ability to design and conduct experiments, gather data, analyse and interpret results for investigating engineering problems. |
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6) |
Ability to work efficiently in intra-disciplinary and multi-disciplinary teams; ability to work individually. |
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7) |
Ability to communicate effectively i Turkish, both orally and in writing; knowledge of a minimum of one foreign language. |
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8) |
Recognition of the need for lifelong learning; ability to access information, to follow developments in science and technology, and to continue to educate him/herself. |
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9) |
Awareness of professional and ethical responsibility. |
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10) |
Information about business life practices such as project management, risk management, and change management; awareness of entrepreneurship, innovation, and sustainable development. |
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11) |
Knowledge about contemporary issues and the global and societal effects of engineering practices on health, environment, and safety; awareness of the legal consequences of engineering solutions. |
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