BAHÇEŞEHİR UNIVERSITY BİLGİ PAKETİ / DERS KATALOĞU
| INTERIOR ARCHITECTURE AND ENVIRONMENTAL DESIGN | |||||
| Bachelor | TR-NQF-HE: Level 6 | QF-EHEA: First Cycle | EQF-LLL: Level 6 | ||
Course Introduction and Application Information
| Course Code | Course Name | Semester | Theoretical | Practical | Credit | ECTS |
| ISM5231 | 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: | 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. |
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) | 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 |
Sources
| 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. |
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 | 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 | ||
Contribution of Learning Outcomes to Programme Outcomes
| No Effect | 1 Lowest | 2 Low | 3 Average | 4 High | 5 Highest |
| Program Outcomes | Level of Contribution | |
| 1) | Engages in design, planning, and implementation activities in the field of interior architecture that can respond to different spatial configurations, user groups, and needs in national and international contexts, | |
| 2) | Analyzes data collected by focusing on user needs alongside real physical, social, and economic constraints, synthesizes various information and thoughts using individual and professional skills of the 21st century, and uses these processes to develop creative spatial solutions. | |
| 3) | Produces creative, innovative, aesthetic, and original spatial solutions using abstract and concrete concepts, | |
| 4) | Uses contemporary knowledge production, expression, representation, and technologies required by the field of interior architecture, | |
| 5) | Gains knowledge about contemporary spatial fittings and construction techniques in design and implementation works in the field of interior architecture; follows the industry and current developments, | |
| 6) | Embraces and prioritizes the relationship between human-environment, user health and safety, universal design principles, and sustainable design approaches in the field of interior architecture, | |
| 7) | Acquires a design understanding that respects the social and cultural rights of society, cultural heritage, and nature, and can make conscious decisions on these matters. | |
| 8) | Follows national and international values and developments in the fields of interior architecture, architecture, design, and art, participates in teamworks, interdisciplinary and multidisciplinary work, and is knowledgeable in ethical issues, | |
| 9) | Gains an understanding of legal regulations and standards in interior architecture; and becomes aware of professional ethics and responsibilities. |