Checking date: 06/05/2020


Course: 2019/2020

Strategic Management
(13424)
Study: Dual Bachelor in Computer Science and Engineering, and Business Administration (233)


Coordinating teacher: FERNANDEZ RODRIGUEZ, ZULIMA MAGDALENA

Department assigned to the subject: Department of Mechanical Engineering

Type: Compulsory
ECTS Credits: 6.0 ECTS

Course:
Semester:




Students are expected to have completed
Essentials of Business Administration. Human resource management, operations, marketing and finance.
Competences and skills that will be acquired and learning results. Further information on this link
The aim of this course is to acquire and develop the knowledge, competences and skills set out below. Knowledge competences: - To know the main theoretical and empirical developments in strategic management. - To understand the nature of business management decisions and the problems they entail. - To analyse complex business problems, applying a rigorous methodology to integrate various analytical frameworks. - To identify and analyse the ambiguous causal relationships that underlie firm behaviour and performance. - To evaluate various strategy options rationally and critically applying criteria aimed at creating company value. - To apply the knowledge acquired in this and other courses to study how decision-making has a direct impact on firm competitive success. Skills: - Ability to make strategic management decisions. - Ability to work in teams. Attitudes: - To defend strategic decisions and justify them before the company´s stakeholders. - To be enterprising when undertaking new paths to create value.
Description of contents: programme
Part I 1. Basic concepts 2. Goals, value and performance Part II: Strategic Analysis 3.Industry analysis 4.Internal analysis: resources and capabilities Part III: Competitive Strategies 5. Competitive strategies. 6. Strategies and the industry life cycle Part IV: Corporative Strategies 7. Corporate strategies. Diversification 8. International strategies 9. Growth of the firm. Mergers and acquisitions 10. Strategic alliances
Learning activities and methodology
1.- Theoretical classes will consist of systematic explanations of the fundamental concepts underlying each subject matter. Students will previously have the bibliography for each subject matter and will thus be able to study and prepare for each class. Concepts will be discussed at each class and doubts encountered by students will be addressed and resolved. 2.- Practical classes. Students must have prepared assigned readings, exercises and case studies for each class. In class the professor will ask several questions about the assigned materials. During the first part of the class, students will either respond these questions individually. The final part of the class will consist of an open discussion on the assigned cases/exercises. 3.- Final project. As part of a team, students will write a report regarding a complete and in-depth strategic analysis of a company. To do so, students should follow the contents, structure and tools explained during the course, and apply them to the company chosen. The analysis and development should be summarized into one document that must be presented as a final project output. Team projects will be due at the end of the course. There also will be an oral presentation of final project.
Assessment System
  • % end-of-term-examination 60
  • % of continuous assessment (assigments, laboratory, practicals...) 40
Basic Bibliography
  • Grant, R.M.. Contemporary Strategy Analysis. John Wiley and Sons. 2016
  • Guerras Martín, L.A. y Navas López, J.E.. Fundamentos de Dirección Estratégica de la Empresa. Teoría y Aplicaciones. Civitas. 2016
Additional Bibliography
  • HILL, C.W.L., JONES, G.R. & SCHELLING, M. . Strategic Management: Theory and Cases: An Integrated Approach . South-Western College Pub.. 2014. 11th edition
  • JOHNSON, G., SCHOLES, R. y WHITTINGTON, R. . Exploring corporate strategy. Prentice Hall. . 2010

The course syllabus and the academic weekly planning may change due academic events or other reasons.