PERFORMING ARTS | |||||
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) | They acquire theoretical, historical and aesthetic knowledge specific to their field by using methods and techniques related to performing arts (acting, dance, music, etc.). | 2 |
2) | They have knowledge about art culture and aesthetics and they provide the unity of theory and practice in their field. | 2 |
3) | They are aware of national and international values in performing arts. | 2 |
4) | Abstract and concrete concepts of performing arts; can transform it into creative thinking, innovative and original works. | 1 |
5) | They have the sensitivity to run a business successfully in their field. | 3 |
6) | Develops the ability to perceive, think, design and implement multidimensional from local to universal. | 3 |
7) | They have knowledge about the disciplines that the performing arts field is related to and can evaluate the interaction of the sub-disciplines within their field. | 2 |
8) | They develop the ability to perceive, design, and apply multidimensionality by having knowledge about artistic criticism methods. | 3 |
9) | They can share original works related to their field with the society and evaluate their results and question their own work by using critical methods. | 1 |
10) | They follow English language resources related to their field and can communicate with foreign colleagues in their field. | 1 |
11) | By becoming aware of national and international values in the field of performing arts, they can transform abstract and concrete concepts into creative thinking, innovative and original works. | 3 |
12) | They can produce original works within the framework of an interdisciplinary understanding of art. | 2 |
13) | Within the framework of the Performing Arts Program and the units within it, they become individuals who are equipped to take part in the universal platform in their field. | 3 |
14) | Within the Performing Arts Program, according to the field of study; have competent technical knowledge in the field of acting and musical theater. | 2 |
15) | They use information and communication technologies together with computer software that is at least at the Advanced Level of the European Computer Use License as required by the field. | 3 |