Course Objectives: |
Rapid changes that are seen today effect the business environment in both ways, positively or negatively. There are many opportunities and threats among the environment of the firms that we express as open systems. These business firms, according to their strengths and weaknesses, may yield profit above or below the average. Firms should develop strategies and become more competitive than their competitors by making situation analysis to continue their existence in their environment. In other words, firms should gain competitive advantage and sustain this in the long run. In the scope of this course, strategies the related methods that are needed to continue the firms’ existence in the short-medium- lung run will be discussed and analyzed. |
Course Content: |
Basic terms and concepts related with strategic management, Strategic management process and factors, external and internal environment analysis, measuring environmental factors and situation decision matrices, strategic guidance, basic and sub strategies, top management (institutional) strategies, business management (competition) strategies, functional (divisional) strategies, international strategies, application of strategies, strategical assessment and control, sample case studies. |
Course Learning Outcomes (CLOs) are those describing the knowledge, skills and competencies that students are expected to achieve upon successful completion of the course. In this context, Course Learning Outcomes defined for this course unit are as follows:
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Knowledge
(Described as Theoritical and/or Factual Knowledge.)
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1) To be able to relate all functional areas of the businesses
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2) To be able to make analysis about the inside and outside of the businesses
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3) understanding the implementation, evaluation and control phases of the strategies.
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Skills
(Describe as Cognitive and/or Practical Skills.)
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1) To be able to identify the strategic goals and objectives based on the result of the strategic analysis
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2) To be able to develop strategies that will enable the business to achieve its strategic goals and objectives
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3) Developing alternative solution proposals for the problems that will be encountered in application to each stage of the strategic management process.
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Competences
(Described as "Ability of the learner to apply knowledge and skills autonomously with responsibility", "Learning to learn"," Communication and social" and "Field specific" competences.)
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Week |
Subject |
Materials Sharing * |
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Related Preparation |
Further Study |
1) |
Strategic management and related concepts |
Hayri Ülgen and Kadri Mirze, İşletmelerde Stratejik Yönetim, Beta, 2010, October.
Reading the related chapter and other resources to be obtained
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2) |
Strategic management process and factors |
Hayri Ülgen and Kadri Mirze, İşletmelerde Stratejik Yönetim, Beta, 2010, October.
Reading the related chapter and other resources to be obtained
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3) |
External environment analysis |
Hayri Ülgen and Kadri Mirze, İşletmelerde Stratejik Yönetim, Beta, 2010, October.
Reading the related chapter and other resources to be obtained
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4) |
Business analysis |
Hayri Ülgen and Kadri Mirze, İşletmelerde Stratejik Yönetim, Beta, 2010, October.
Reading the related chapter and other resources to be obtained
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5) |
Measuring environmental factors and situation decision matrices |
Hayri Ülgen and Kadri Mirze, İşletmelerde Stratejik Yönetim, Beta, 2010, October.
Reading the related chapter and other resources to be obtained
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6) |
Strategic guidance |
Hayri Ülgen and Kadri Mirze, İşletmelerde Stratejik Yönetim, Beta, 2010, October.
Reading the related chapter and other resources to be obtained
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7) |
Basic strategies and sub groups |
Hayri Ülgen and Kadri Mirze, İşletmelerde Stratejik Yönetim, Beta, 2010, October.
Reading the related chapter and other resources to be obtained
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8) |
Midterm |
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9) |
Top management strategies andf institutional strategies |
Hayri Ülgen and Kadri Mirze, İşletmelerde Stratejik Yönetim, Beta, 2010, October.
Reading the related chapter and other resources to be obtained
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10) |
Business management startegies, competition strategies |
Hayri Ülgen and Kadri Mirze, İşletmelerde Stratejik Yönetim, Beta, 2010, October.
Reading the related chapter and other resources to be obtained
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11) |
Functional strategies, divisional strategies |
Hayri Ülgen and Kadri Mirze, İşletmelerde Stratejik Yönetim, Beta, 2010, October.
Reading the related chapter and other resources to be obtained
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12) |
International strategies |
Hayri Ülgen and Kadri Mirze, İşletmelerde Stratejik Yönetim, Beta, 2010, October.
Reading the related chapter and other resources to be obtained
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13) |
Application of strategies |
Hayri Ülgen and Kadri Mirze, İşletmelerde Stratejik Yönetim, Beta, 2010, October.
Reading the related chapter and other resources to be obtained
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14) |
Strategic assessment and control |
Hayri Ülgen and Kadri Mirze, İşletmelerde Stratejik Yönetim, Beta, 2010, October.
Reading the related chapter and other resources to be obtained
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(KPLOs and SPLOs are the abbreviations for Key & Sub- Programme Learning Outcomes, respectively. )
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Programme Learning Outcomes |
Contribution Level (from 1 to 5) |
1) |
Explains the basic and theoretical knowledge required in international trade and logistics. |
5 |
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1.1 . |
5 |
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1.2 . |
5 |
2) |
Improves the vision of problem solving by taking advantage of the case method in different areas of international trade and logistics. |
5 |
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2.1 . |
5 |
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2.2 . |
5 |
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2.3 . |
5 |
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2.4 . |
5 |
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2.5 . |
4 |
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3) |
Can use the theoretical knowledge in scientific research and decision making with efficiency and reports the results with an analytical approach. |
5 |
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3.1 . |
5 |
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3.2 . |
4 |
4) |
In addition to the bachelor level competencies already acquired, s/he acquires the competencies that develop by the expectations of business world and the society defined as the institutional outcomes of our university on the professional level in business and/or academic life. |
5 |
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4.1 Develops analyzing problems, solving them and managing the conflicts competence in the expert level. |
5 |
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4.2 Participates as a team member in the environments that require the solving of the conflicts and acts as a leader when necessary. |
4 |
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4.3 Evaluates the norms and standards present in the works in which s/he takes responsibility in a critical point of view, develops innovative and entrepreneurial ideas. |
4 |
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4.4 Aware of the advanced technology and digital transformation possibilities in his/her works. |
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4.5 By supporting the learnt courses with quantitative and qualitative data; and by using verbal and visual communication means, s/he transfers them to the groups within and outside his/her field in a systematical and effective way. |
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4.6 Has cultural awareness and s/he transfers this to the groups within and outside his/her field. |
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WORKLOAD OF TEACHING & LEARNING ACTIVITIES |
Teaching & Learning Activities |
# of Activities per semester |
Duration (hour) |
Total Workload |
Course |
14 |
3 |
42 |
Laboratory |
0 |
0 |
0 |
Application |
0 |
0 |
0 |
Special Course Internship (Work Placement) |
0 |
0 |
0 |
Field Work |
0 |
0 |
0 |
Study Hours Out of Class |
14 |
2 |
28 |
Presentations / Seminar |
0 |
0 |
0 |
Project |
0 |
0 |
0 |
Homework Assignments |
1 |
15 |
15 |
Total Workload of Teaching & Learning Activities |
- |
- |
85 |
WORKLOAD OF ASSESMENT & EVALUATION ACTIVITIES |
Assesment & Evaluation Activities |
# of Activities per semester |
Duration (hour) |
Total Workload |
Quizzes |
2 |
20 |
40 |
Midterms |
1 |
30 |
30 |
Semester Final Exam |
1 |
40 |
40 |
Total Workload of Assesment & Evaluation Activities |
- |
- |
110 |
TOTAL WORKLOAD (Teaching & Learning + Assesment & Evaluation Activities) |
195 |
ECTS CREDITS OF THE COURSE (Total Workload/25.5 h) |
8 |