İstanbul Sağlık ve Teknoloji Üniversitesi BİLGİ PAKETİ / DERS KATALOĞU
| İşletme (İngilizce) | |||||
| Lisans | TYYÇ: 6. Düzey | QF-EHEA: 1. Düzey | EQF-LLL: 6. Düzey | ||
Course General Introduction Information
| Ders Kodu: | BUS446 | ||||
| Course Name: | Stratejik Yönetim | ||||
| Ders Yarıyılı: | Bahar | ||||
| Ders Kredileri: |
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| Öğretim Dili: | EN | ||||
| Ders Koşulu: | |||||
| Ders İş Deneyimini Gerektiriyor mu?: | Hayır | ||||
| Dersin Türü: | Zorunlu | ||||
| Dersin Seviyesi: |
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| Dersin Veriliş Şekli: | |||||
| Dersin Koordinatörü: | Dr.Öğr.Üyesi MUHAMMAD MOHSEN LIAQAT | ||||
| Dersi Veren(ler): | Dr Muhammad Mohsen Liaqat | ||||
| Dersin Yardımcıları: |
Dersin Amaç ve İçeriği
| Dersin Amacı: | The knowledge of Strategic Management is inevitable for the present-day manager. This course will enable the students to understand the underlying concepts and processes involved in strategic management practices. It will provide a basic idea about what strategists do in organizations and how they do it. Students will be able to better comprehend some of the basic concepts of strategic management highlighted in this course. Learning Objectives • To provide a comprehensive coverage of the main study areas in strategic management • To present the practical issues and problems of strategic management • To explore both the rational and the creative approaches to the development of strategic management • To stimulate critical appraisal of the major theories |
| Dersin İçeriği: | Week 1 Essentials of Strategic Management Strategic leadership Competitive advantage Industry differences in performance Strategic managers The strategy making process Strategy as an emergent process Strategic planning in practice Strategy decision making Week 2 Vision and Mission Analysis What do we want to become? What is our business? Importance of vision and mission statements Characteristics of a mission statement Writing and evaluating mission statements Week 3 Analyzing Resources and Capabilities Analyzing resources and capabilities Why does an organization possess any resources at all? The make and buy decision Resource analysis and adding value Adding value: the value chain and th value system Resource analysis and competitive advantage Resource based view (RBV) Improving competitive advantage Analyzing the company resources: especially human resources Week 4 Types of Strategies Levels of strategies Integration strategies Intensive strategies Diversification strategies Defensive strategies Porter’s five generic strategies Means for achieving strategies Strategic management in nonprofit and governmental organizations Strategic management in small businesses Week 5 Internal Analysis Distinctive competencies, Competitive advantage and profitability The roots of competitive advantage The value chains Business models Generic distinctive competencies Analyzing competitive advantage and profitability The durability of competitive advantage Week 6 External Analysis Defining an industry Competitive force model Strategic groups within industries The industry life cycle analysis Limitations of models for industry analysis The macroenvironment Week 7 Building Competitive Advantage Through Functional-Level Strategy Achieving superior efficiency Efficiency and economies of scale Materials management, just in time, and efficiency Achieving superior quality Achieving superior innovation Achieving superior responsiveness to customers Midterm Exam Week 8 Building Competitive Advantage Through Business-Level Strategy Competitive positioning and the business model Competitive positioning and business-level strategy Competitive positioning: generic business-level strategies Case 1: Apple’s growing differentiation advantage Case 2: Zara uses IT to change the world of fashion Week 9 & 10 Strategy Generation and Selection The nature of strategy analysis and choice A comprehensive strategy formulation analytical framework The input stage The matching stage The SWOT matrix The Strategic Position and Action Evaluation (SPACE) matric The Boston Consulting Group (BCG) The Internal-External (IE) Matrix The Grand Strategy The Decision Stage The Quantitative Strategic Planning Matrix (QSPM) Cultural aspects of strategy choice The politics of strategy choice Governance issues Week 11 Strategy Implementation The nature of strategy implementation Current marketing issues Market segmentation Product positioning/perceptual mapping Finance and accounting issues Management information systems (MIS) issues Week 12 Strategy Execution Annual objectives Resource allocation Managing conflict Matching structure with strategy Restructuring Linking performance and pay to strategies Managing resistance to change Creating a strategy supportive culture Production and operations concern when implementing strategies Human resource concerns with implementing strategies Week 13 & 14 Strategy Monitoring The process of evaluating of strategies A strategy-evaluation framework The balanced scorecard Strategy-evaluation information Characteristics of an effective evaluation system Contingency planning 21st challenges in strategic management Special note to students Case: BHP Billiton |
Öğrenme Kazanımları
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Bu dersi başarıyla tamamlayabilen öğrenciler;
1) The company's mission and vision, issues of profitability, responsibility and sustainability. 2) The company's strategy at the business level, the corporate level, and the network level. 3) The company's strategy processes, strategic innovation, and the context of the strategy. 4) Developing suggestions for change and development of a company's strategy. |
Ders Akış Planı
| Hafta | Konu | Ön Hazırlık |
| 1) | Essentials of Strategic Management Strategic leadership Competitive advantage Industry differences in performance Strategic managers The strategy making process Strategy as an emergent process Strategic planning in practice Strategy decision making | Book |
| 2) | Vision and Mission Analysis What do we want to become? What is our business? Importance of vision and mission statements Characteristics of a mission statement Writing and evaluating mission statements | Book |
| 3) | Analyzing Resources and Capabilities Analyzing resources and capabilities Why does an organization possess any resources at all? The make and buy decision Resource analysis and adding value Adding value: the value chain and th value system Resource analysis and competitive advantage Resource based view (RBV) Improving competitive advantage Analyzing the company resources: especially human resources | Book |
| 4) | Types of Strategies Levels of strategies Integration strategies Intensive strategies Diversification strategies Defensive strategies Porter’s five generic strategies Means for achieving strategies Strategic management in nonprofit and governmental organizations Strategic management in small businesses | Book |
| 5) | Internal Analysis Distinctive competencies, Competitive advantage and profitability The roots of competitive advantage The value chains Business models Generic distinctive competencies Analyzing competitive advantage and profitability The durability of competitive advantage | Book |
| 6) | External Analysis Defining an industry Competitive force model Strategic groups within industries The industry life cycle analysis Limitations of models for industry analysis The macroenvironment | Book |
| 7) | Building Competitive Advantage Through Functional-Level Strategy Achieving superior efficiency Efficiency and economies of scale Materials management, just in time, and efficiency Achieving superior quality Achieving superior innovation Achieving superior responsiveness to customers | Book |
| 8) | Building Competitive Advantage Through Business-Level Strategy Competitive positioning and the business model Competitive positioning and business-level strategy Competitive positioning: generic business-level strategies Case 1: Apple’s growing differentiation advantage Case 2: Zara uses IT to change the world of fashion | Book |
| 9) | Strategy Generation and Selection The nature of strategy analysis and choice A comprehensive strategy formulation analytical framework The input stage The matching stage The SWOT matrix The Strategic Position and Action Evaluation (SPACE) matric The Boston Consulting Group (BCG) The Internal-External (IE) Matrix The Grand Strategy The Decision Stage The Quantitative Strategic Planning Matrix (QSPM) Cultural aspects of strategy choice The politics of strategy choice Governance issues | Book |
| 9) | Strategy Generation and Selection The nature of strategy analysis and choice A comprehensive strategy formulation analytical framework The input stage The matching stage The SWOT matrix The Strategic Position and Action Evaluation (SPACE) matric The Boston Consulting Group (BCG) The Internal-External (IE) Matrix The Grand Strategy The Decision Stage The Quantitative Strategic Planning Matrix (QSPM) Cultural aspects of strategy choice The politics of strategy choice Governance issues | Book |
| 10) | Strategy Generation and Selection The nature of strategy analysis and choice A comprehensive strategy formulation analytical framework The input stage The matching stage The SWOT matrix The Strategic Position and Action Evaluation (SPACE) matric The Boston Consulting Group (BCG) The Internal-External (IE) Matrix The Grand Strategy The Decision Stage The Quantitative Strategic Planning Matrix (QSPM) Cultural aspects of strategy choice The politics of strategy choice Governance issues | Book |
| 11) | Strategy Implementation The nature of strategy implementation Current marketing issues Market segmentation Product positioning/perceptual mapping Finance and accounting issues Management information systems (MIS) issues | Book |
| 12) | Strategy Execution Annual objectives Resource allocation Managing conflict Matching structure with strategy Restructuring Linking performance and pay to strategies Managing resistance to change Creating a strategy supportive culture Production and operations concern when implementing strategies Human resource concerns with implementing strategies | Book |
| 13) | Strategy Monitoring The process of evaluating of strategies A strategy-evaluation framework The balanced scorecard Strategy-evaluation information Characteristics of an effective evaluation system Contingency planning 21st challenges in strategic management Special note to students Case: BHP Billiton | Book |
| 14) | Strategy Monitoring The process of evaluating of strategies A strategy-evaluation framework The balanced scorecard Strategy-evaluation information Characteristics of an effective evaluation system Contingency planning 21st challenges in strategic management Special note to students Case: BHP Billiton | Book |
Kaynaklar
| Ders Notları / Kitaplar: | Title: Strategic management:concepts and cases, Author(s): Fred David Publisher: Year: 2014 ISBN: 9781292016894, 1292016892 Title: Strategic Management Author(s): Richard Lynch Publisher: Pearson Education Year: 2015 ISBN: 1292064668,9781292064666 Title: Strategic Management: An Integrated Approach Author(s): Charles W. L. Hill, Gareth R. Jones Publisher: Cengage Learning Year: 2012 ISBN: 111182584X,9781111825843 |
| Diğer Kaynaklar: | Title: Strategic management:concepts and cases, Author(s): Fred David Publisher: Year: 2014 ISBN: 9781292016894, 1292016892 Title: Strategic Management Author(s): Richard Lynch Publisher: Pearson Education Year: 2015 ISBN: 1292064668,9781292064666 Title: Strategic Management: An Integrated Approach Author(s): Charles W. L. Hill, Gareth R. Jones Publisher: Cengage Learning Year: 2012 ISBN: 111182584X,9781111825843 |
Ders - Öğrenme Kazanımı İlişkisi
| Etkisi Yok | 1 En Düşük | 2 Orta | 3 En Yüksek |
| Dersin Program Kazanımlarına Etkisi | Katkı Payı |
Öğrenme Etkinliği ve Öğretme Yöntemleri
| Alan Çalışması | |
| Akran Değerlendirmesi | |
| Anlatım | |
| Beyin fırtınası /Altı şapka | |
| Bireysel çalışma ve ödevi | |
| Ders | |
| Grup çalışması ve ödevi | |
| Laboratuvar | |
| Okuma | |
| Ödev | |
| Problem Çözme | |
| Proje Hazırlama | |
| Rapor Yazma | |
| Rol oynama | |
| Seminer | |
| Soru cevap/ Tartışma | |
| Sosyal Faaliyet | |
| Teknik gezi | |
| Tez Hazırlama | |
| Uygulama (Modelleme, Tasarım, Maket, Simülasyon, Deney vs.) | |
| Örnek olay çalışması | |
| Web Tabanlı Öğrenme | |
| Staj/Yerinde Uygulama |
Ölçme ve Değerlendirme Yöntemleri ve Kriterleri
| Yazılı Sınav (Açık uçlu sorular, çoktan seçmeli, doğru yanlış, eşleştirme, boşluk doldurma, sıralama) | |
| Sözlü sınav | |
| Ödev | |
| Uygulama | |
| Gözlem | |
| Bireysel Proje | |
| Grup Projesi | |
| Sunum | |
| Raporlama | |
| Akran Değerlendirmesi | |
| Bilgisayar Destekli Sunum | |
| Tez Sunma | |
| Uzman / Jüri Değerlendirmesi | |
| Örnek olay sunma | |
| Staj/ Yerinde Uygulama Değerlendirmesi | |
| Yarışma |
Ölçme ve Değerlendirme
| Yarıyıl İçi Çalışmaları | Aktivite Sayısı | Katkı Payı |
| Ödev | 40 | % 20 |
| Ara Sınavlar | 3 | % 20 |
| Final | 3 | % 60 |
| Toplam | % 100 | |
| YARIYIL İÇİ ÇALIŞMALARININ BAŞARI NOTU KATKISI | % 40 | |
| YARIYIL SONU ÇALIŞMALARININ BAŞARI NOTUNA KATKISI | % 60 | |
| Toplam | % 100 | |
İş Yükü ve AKTS Kredisi Hesaplaması
| Aktiviteler | Aktivite Sayısı | Aktiviteye Hazırlık | Aktivitede Harçanan Süre | Aktivite Gereksinimi İçin Süre | İş Yükü | ||
| Ders Saati | 42 | 0 | 0 | ||||
| Sınıf Dışı Ders Çalışması | 30 | 30 | 900 | ||||
| Ödevler | 40 | 40 | 1600 | ||||
| Ara Sınavlar | 4 | 4 | 16 | ||||
| Final | 4 | 4 | 16 | ||||
| Toplam İş Yükü | 2532 | ||||||