| EUROPEAN UNION RELATIONS | |||||
| Bachelor | TR-NQF-HE: Level 6 | QF-EHEA: First Cycle | EQF-LLL: Level 6 | ||
| Course Code | Course Name | Semester | Theoretical | Practical | Credit | ECTS |
| ENM5231 | Strategic Management | Spring | 3 | 0 | 3 | 12 |
| This catalog is for information purposes. Course status is determined by the relevant department at the beginning of semester. |
| Language of instruction: | English |
| Type of course: | Non-Departmental Elective |
| Course Level: | Bachelor’s Degree (First Cycle) |
| Mode of Delivery: | Face to face |
| Course Coordinator : | Assoc. Prof. AHMET BEŞKESE |
| Course Lecturer(s): |
Assoc. Prof. AHMET BEŞKESE |
| Recommended Optional Program Components: | None. |
| Course Objectives: | Over the years, the field of strategic management has had a major influence on corporate behavior. Terms such as cash cow, sustainable competitive advantage and core competence are frequently raised in day-to-day business conversations. In fact, the ability to apply strategic analysis to practical business problems has become a valuable skill in many occupations, including management consultancy, stock broking, merchant banking and corporate finance. The aim of this course is to give you the tools needed to analyze situations and think strategically. |
|
The students who have succeeded in this course; I. Define general concepts related to strategic management II. Identify the stakeholders of a company III. Evaluate the mission and vision statements of a company IV. Define the key environmental factors having an impact on a company V. Analyze the opportunities and threats posed by the environment for a given company VI. Identify the value chain of any company VII. Explain the strengths and weaknesses of a company VIII. Define the business-level strategies IX. Define the corporate-level strategies X. Criticize the portfolio of an enterprise using BCG, McKinsey or Industry Evolution Matrices XI. Relate the concepts and techniques learned in earlier courses in management, production, information systems, economy, accounting, marketing, etc. XII. Analyze a strategic management case |
| Fundamenal strategic management issues including strategy development process, evaluation of external and internal factors, SWOT analysis, strategy types, value management, actions planning, business planning. |
| Week | Subject | Related Preparation |
| 1) | Introduction | - |
| 2) | General Overview | - |
| 3) | The Environment | Reading the relevant chapter from the text book |
| 4) | Strategic Capabilities | Reading the relevant chapter from the text book |
| 5) | Strategic Purpose | Reading the relevant chapter from the text book, studying the mission and vision statements of several companies |
| 6) | Business Strategy | Reading the relevant chapter from the text book |
| 7) | Corporate Strategy and Diversification | Reading the relevant chapter from the text book |
| 8) | Analysing the Corporate Portfolio | Reading the relevant chapter from the text book |
| 9) | Midterm Exam | |
| 10) | Analysing Strategic Management Cases | |
| 11) | International Strategy, Innovation Strategies | Reading the relevant chapter from the text book |
| 12) | Mergers, Acquisitions and Alliances | Reading the relevant chapter from the text book |
| 13) | Strategy in Action | Reading the relevant chapter from the text book |
| 14) | Case Study Presentations |
| Course Notes / Textbooks: | Johnson, G., Whittington, R. and Scholes, K.(2012). Fundamentals of Strategy, 2nd Edtn., Prentice Hall. |
| References: | David, F.R. (2011). Strategic Management: Concepts, 13th Edtn., Pearson. Dess, G. G., Lumpkin, G. T., and Taylor, M. L. (2005). Strategic Management: Creating Competitive Advantage, 2nd Edtn., McGraw-Hill. Wheelen, T. L., Hunger, J. D. (2006). Strategic Management and Business Policy, 10th edtn., Pearson Prentice Hall, New Jersey, USA. Together with current issues of Financial Times, Fortune, Bloomberg Business Week, The Economist, Harvard Business Review, Business Strategy Review and those of local business magazines Infomag, ActiveFinans, and Capital, as well as the business section of daily local newspapers. |
| Semester Requirements | Number of Activities | Level of Contribution |
| Presentation | 1 | % 10 |
| Project | 1 | % 20 |
| Midterms | 1 | % 25 |
| Final | 1 | % 45 |
| Total | % 100 | |
| PERCENTAGE OF SEMESTER WORK | % 35 | |
| PERCENTAGE OF FINAL WORK | % 65 | |
| Total | % 100 | |
| Activities | Number of Activities | Duration (Hours) | Workload |
| Course Hours | 13 | 39 | 507 |
| Study Hours Out of Class | 15 | 135 | 2025 |
| Presentations / Seminar | 1 | 33 | 33 |
| Project | 1 | 70 | 70 |
| Midterms | 1 | 3 | 3 |
| Paper Submission | 1 | 5 | 5 |
| Final | 1 | 3 | 3 |
| Total Workload | 2646 | ||
| No Effect | 1 Lowest | 2 Low | 3 Average | 4 High | 5 Highest |
| Program Outcomes | Level of Contribution | |
| 1) | To be able to examine, interpret data and assess ideas with the scientific methods in the area of EU studies. | 2 |
| 2) | To be able to inform authorities and institutions in the area of EU studies, to be able to transfer ideas and proposals supported by quantitative and qualitative data about the problems. | 2 |
| 3) | To be introduced to and to get involved in other disciplines that EU studies are strongly related with (political science, international relations, law, economics, sociology, etc.) and to be able to conduct multi-disciplinary research and analysis on European politics. | 3 |
| 4) | To be able to evaluate current news on European Union and Turkey-EU relations and identify, analyze current issues relating to the EU’s politics and policies. | 2 |
| 5) | To be able to use English in written and oral communication in general and in the field of EU studies in particular. | 1 |
| 6) | To have ethical, social and scientific values throughout the processes of collecting, interpreting, disseminating and implementing data related to EU studies. | 1 |
| 7) | To be able to assess the historical development, functioning of the institutions and decision-making system and common policies of the European Union throughout its economic and political integration in a supranational framework. | 2 |
| 8) | To be able to evaluate the current legal, financial and institutional changes that the EU is going through. | 2 |
| 9) | To explain the dynamics of enlargement processes of the EU by identifying the main actors and institutions involved and compare previous enlargement processes and accession process of Turkey. | 2 |
| 10) | To be able to analyze the influence of the EU on political, social and economic system of Turkey. | 2 |
| 11) | To acquire insight in EU project culture and to build up project preparation skills in line with EU format and develop the ability to work in groups and cooperate with peers. | 2 |
| 12) | To be able to recognize theories and concepts used by the discipline of international relations and relate them to the historical development of the EU as a unique post-War political project. | 3 |