POLITICAL SCIENCE AND INTERNATIONAL RELATIONS | |||||
Bachelor | TR-NQF-HE: Level 6 | QF-EHEA: First Cycle | EQF-LLL: Level 6 |
Course Code | Course Name | Semester | Theoretical | Practical | Credit | ECTS |
INE4102 | Strategic Management | Spring | 3 | 0 | 3 | 6 |
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: | As a capstone course, the objectives of the course are to: CO1: Provide the students with a wholistic view of both a single business and a more complicated enterprise. CO2: Define the framework how companies formulate, implement, and evaluate strategies. CO3: Develop strategic decision making skills to analyze and deal with complex business problems. CO4: Develop an understanding for integrating the concepts and techniques learned in earlier courses in management, production, information systems, economy, accounting, marketing, etc. |
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 competitive (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 |
Strategy development process, evaluation of external and internal factors, SWOT analysis, strategy types, competitive positioning, business development, value management, actions planning, business planning. |
Week | Subject | Related Preparation |
1) | Introduction | |
2) | Main concepts in strategic management | |
3) | Corporate Mission, Goals, and Stakeholders | |
4) | Analyzing the External Environment of the Firm | |
5) | Analyzing the Internal Environment of the Firm | |
6) | Business-Level Strategy | |
7) | Corporate-level Strategy | |
8) | Tutorial, Midterm Exam | |
9) | Analyzing and Changing the Corporate Portfolio | |
10) | International Strategy | |
11) | Strategic Control and Corporate Governance | |
12) | Designing Organizational Structure | |
13) | Case Study Presentations | |
14) | Case Study Presentations and a General Overview |
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. |
Semester Requirements | Number of Activities | Level of Contribution |
Presentation | 1 | % 10 |
Project | 1 | % 20 |
Midterms | 1 | % 30 |
Final | 1 | % 40 |
Total | % 100 | |
PERCENTAGE OF SEMESTER WORK | % 40 | |
PERCENTAGE OF FINAL WORK | % 60 | |
Total | % 100 |
Activities | Number of Activities | Workload |
Course Hours | 14 | 40 |
Study Hours Out of Class | 14 | 60 |
Presentations / Seminar | 1 | 2 |
Project | 4 | 16 |
Midterms | 1 | 2 |
Final | 1 | 2 |
Total Workload | 122 |
No Effect | 1 Lowest | 2 Low | 3 Average | 4 High | 5 Highest |
Program Outcomes | Level of Contribution | |
1) | Grasp basic theoretical and conceptual knowledge about the field and relations between them at the level of practice. | |
2) | Possess basic knowledge about the causes and effects of political transformations in societies. | |
3) | Possess knowledge about quantitative, qualitative and mixed research methods in social and behavioral sciences. | |
4) | Recognize historical patterns while evaluating contemporary political and social developments. | |
5) | Demonstrate interdisciplinary and critical approach while analyzing, synthesizing and forecasting domestic and foreign policy. | |
6) | Conduct studies in the field professionally, both independently or as a team member. | |
7) | Possess consciousness about lifelong learning based on Research & Development. | |
8) | Communicate with peers both orally and in writing, by using a foreign language at least at a level of European Language Portfolio B1 General Level and the necessary informatics and communication technologies. | |
9) | Apply field-related knowledge and competences into career advancement, projects for sustainable development goals, and social responsibility initiatives. | |
10) | Possess the habit to monitor domestic and foreign policy agenda as well as international developments. | |
11) | Possess competence to interpret the new political actors, theories and concepts in a global era. | |
12) | Evaluate the legal and ethical implications of advanced technologies on politics. |