MANAGEMENT OF HEALTH (TURKISH) | |||||
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) | To have theoretical and practical knowledge required to fulfill professional roles and functions of Management of Health Scşences field. | 3 |
2) | To act in accordance with ethical principles and values in management, to learn and implement related regulations and guides. | 3 |
3) | To use life-long learning, problem-solving and critical thinking skills. | 3 |
4) | To identify the process of management functions (management and organization, public relations, human resources, cost accounting, marketing) in the Management of Health Sciences field. | 2 |
5) | To take part in research, projects and activities within sense of social responsibility and interdisciplinary approach. | 2 |
6) | To have skills for planning training programs and projects according to health education needs of individual, family and the community. | 2 |
7) | To be sensitive to health problems of the community and to be able to offer solutions. | 2 |
8) | To be able to use effective communication skills; to take responsibility as a team member in collaboration with other professions. | 2 |
9) | To have skills for research, planning and practice about health systems and health information systems field within national and international level. | 2 |
10) | To be able to search for literature in health sciences and management and information sources to access to information and use the information effectively. | 2 |
11) | To be able to monitor occupational information using at least one foreign language, to collaborate and communicate with colleagues at international level. | 2 |
12) | To be a role model with contemporary and professional identity. | 2 |