ENM5231 Strategic ManagementBahçeşehir UniversityDegree Programs MECHATRONICS ENGINEERING (ENGLISH, NONTHESIS)General Information For StudentsDiploma SupplementErasmus Policy StatementNational Qualifications
MECHATRONICS ENGINEERING (ENGLISH, NONTHESIS)
Master TR-NQF-HE: Level 7 QF-EHEA: Second Cycle EQF-LLL: Level 7

Course Introduction and Application Information

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.

Basic information

Language of instruction: English
Type of course: Departmental Elective
Course Level:
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.

Learning Outcomes

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

Course Content

Fundamenal strategic management issues including strategy development process, evaluation of external and internal factors, SWOT analysis, strategy types, value management, actions planning, business planning.

Weekly Detailed Course Contents

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

Sources

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.

Evaluation System

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

ECTS / Workload Table

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

Contribution of Learning Outcomes to Programme Outcomes

No Effect 1 Lowest 2 Low 3 Average 4 High 5 Highest
           
Program Outcomes Level of Contribution