MECHATRONICS ENGINEERING | |||||
Bachelor | TR-NQF-HE: Level 6 | QF-EHEA: First Cycle | EQF-LLL: Level 6 |
Course Code | Course Name | Semester | Theoretical | Practical | Credit | ECTS |
ISM5231 | Strategic Management | Fall |
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: | Turkish |
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) | Fundamentals of Strategic Management | |
3) | Mission, Vision, Objectives and Stakeholders | |
4) | Analysis of the External Environment - Opportunities and Threats | |
5) | Analysis of the firm itself - Strengths, Weaknesses and Distinctive Competences | |
6) | Analysis of the firm itself - Strengths, Weaknesses and Distinctive Competences | |
7) | Measuring the Environmental Factors - Evaluation Matrices | |
8) | Basic strategies and their components | |
9) | Business-level strategies: Competitive strategies | |
10) | Midterm | |
11) | Corporate strategies | |
12) | Evaluation and Management of Corporate-level strategies (Portfolio evaluation tools) | |
13) | Organizational structures | |
14) | Presentation of case study projects |
Course Notes / Textbooks: | Ülgen, H. ve Mirze, S. K. (2007). İşletmelerde Stratejik Yönetim, 4. bası, Arıkan Basım Yayım Dağıtım, İstanbul. |
References: | Eren, E., (2005). Stratejik Yönetim ve İşletme Politikası, 7. bası, Beta, İstanbul. Dinçer, Ö., (2007). Stratejik Yönetim ve İşletme Politikası, 8. bası, Alfa, İstanbul. Dess, G. G., Lumpkin, G. T., and Taylor, M. L. (2005). Strategic Management: Creating Competitive Advantage, 2nd Edtn., McGraw-Hill. Porter, M. E., (2003). Rekabet Stratejisi: Sektör ve Rakip Analizi Teknikleri, Sistem Yayınları, 2. baskı., Sistem Yayıncılık. Çomaklı, Ş. E., Ekici, K. M. ve Şahım, T. Z., (2007).Geleceği Planlamada Stratejik Yönetim, a-c Yayınevi, Ankara. |
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 | 3 | 39 |
Study Hours Out of Class | 15 | 6 | 90 |
Presentations / Seminar | 1 | 6 | 6 |
Project | 1 | 49 | 49 |
Midterms | 1 | 3 | 3 |
Paper Submission | 1 | 5 | 5 |
Final | 1 | 3 | 3 |
Total Workload | 195 |
No Effect | 1 Lowest | 2 Low | 3 Average | 4 High | 5 Highest |
Program Outcomes | Level of Contribution | |
1) | Build up a body of knowledge in mathematics, science and Mechatronics Engineering subjects; use theoretical and applied information in these areas to model and solve complex engineering problems. | |
2) | Identify, formulate, and solve complex Mechatronics Engineering problems; select and apply proper modeling and analysis methods for this purpose. | |
3) | Design complex Mechatronic systems, processes, devices or products under realistic constraints and conditions, in such a way as to meet the desired result; apply modern design methods for this purpose. | |
4) | Devise, select, and use modern techniques and tools needed for solving complex problems in Mechatronics Engineering practice; employ information technologies effectively. | |
5) | Design and conduct numerical or pysical experiments, collect data, analyze and interpret results for investigating the complex problems specific to Mechatronics Engineering. | |
6) | Cooperate efficiently in intra-disciplinary and multi-disciplinary teams; and show self-reliance when working on Mechatronics-related problems. | |
7) | Ability to communicate effectively in English and Turkish (if he/she is a Turkish citizen), both orally and in writing. Write and understand reports, prepare design and production reports, deliver effective presentations, give and receive clear and understandable instructions. | |
8) | Recognize the need for life-long learning; show ability to access information, to follow developments in science and technology, and to continuously educate oneself. | |
9) | Develop an awareness of professional and ethical responsibility, and behave accordingly. Be informed about the standards used in Mechatronics Engineering applications. | |
10) | Learn about business life practices such as project management, risk management, and change management; develop an awareness of entrepreneurship, innovation, and sustainable development. | |
11) | Acquire knowledge about the effects of practices of Mechatronics Engineering on health, environment, security in universal and social scope, and the contemporary problems of Mechatronics engineering; is aware of the legal consequences of Mechatronics engineering solutions. |