ENGINEERING MANAGEMENT (TURKISH, THESIS, GÖZTEPE) | |||||
Master | TR-NQF-HE: Level 7 | QF-EHEA: Second Cycle | EQF-LLL: Level 7 |
Course Code | Course Name | Semester | Theoretical | Practical | Credit | ECTS |
ISL5103 | Strategic Management | Fall | 3 | 0 | 3 | 8 |
The course opens with the approval of the Department at the beginning of each semester |
Language of instruction: | Tr |
Type of course: | Must Course |
Course Level: | |
Mode of Delivery: | Face to face |
Course Coordinator : | Dr. Öğr. Üyesi TUĞCAN DEMİR |
Course Lecturer(s): |
Dr. İBRAHİM AYHAN TON Prof. Dr. CANAN ÇETİN Dr. Öğr. Üyesi LEVENT AKSOY Prof. Dr. ŞEBNEM ARIKBOĞA Dr. Öğr. Üyesi EBRU BEYZA BAYARÇELİK Dr. Öğr. Üyesi MEHMET DEĞİRMENCİ Dr. ATİLLA YELBOĞA Assoc. Prof. MERVE KOÇOĞLU Assoc. Prof. HAKKI AKTAŞ |
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; The students who succeeded in this course; I. Examines how organizations (both for-profit companies and not-for profit agencies) gain sustainable competitive advantages systematically and consistently. II. Integrates knowledge and skills gained from your studies in the functional areas of business (e.g., marketing, organizational behavior, finance, accounting, etc.). III. Applies a general management point of view – decisions and strategies will be analyzed in light of the total enterprise. IV. Gives the tools needed to analyze situations and think strategically. V. Explains the elements of the strategic management process. VI. Analyzes industry structure and environmental trends to assess industry potential. |
This course analyses in detail the elements of Strategic Management with covering integrated business strategies. Course aims to make ability of thinking, taking desicion strategicly. |
Week | Subject | Related Preparation | |
1) | Introduction to Strategic Management | ||
2) | Basic concepts and elements of Strategic Management | ||
3) | Developing a strategic vision, setting objectives and crafting a strategy | ||
4) | Environmental scanning: Analyzing the macro-environment. | ||
5) | Environmental scanning: Analyzing the competitive environment | ||
6) | Internal scanning: Organizational analysis. | ||
7) | Strategy formulation: Situational analysis (SWOT). | ||
8) | Midterm | ||
9) | Generating alternative strategies using a SWOT matrix. | ||
10) | International entry, stability and retrenchment strategies. | ||
11) | Portfolio analysis. | ||
12) | Corporation Structure and System | ||
13) | Strategical Assetment and Control | ||
14) | Overview |
Course Notes: | Optional Texts: İşletmelerde Stratejik Yönetim (2004), Hayri Ülgen and S. Kadri Mirze, Literatür Yayıncılık, İstanbul. Stratejik Yönetim ve İşletme Politikası (2003, 6. Baskı), Ömer Dinçer, Beta Yayıncılık. |
References: | Required Texts: Crafting & Executing Strategy: The Quest for Competitive Advantage (2010, 17th edition) by Arthur A. Thompson, J. E. Gamble and A. J. Strictland, McGraw-Hill. Strategic Management and Business Policy (2008, 11th edition) by Thomas L. Wheelen and J. David Hunger, Prentice Hall. Current issues of Financial Times, Fortune, Bloomberg Business Week, The Economist, Harvard Business Review, Business Strategy Review and those of local business magazines Infomag, ActiveFinans, and Capital, as well as the business section of daily local newspapers. |
Semester Requirements | Number of Activities | Level of Contribution |
Attendance | 14 | % 10 |
Laboratory | % 0 | |
Application | % 0 | |
Field Work | % 0 | |
Special Course Internship (Work Placement) | % 0 | |
Quizzes | % 0 | |
Homework Assignments | % 0 | |
Presentation | % 0 | |
Project | 1 | % 20 |
Seminar | % 0 | |
Midterms | 1 | % 30 |
Preliminary Jury | % 0 | |
Final | 1 | % 40 |
Paper Submission | % 0 | |
Jury | % 0 | |
Bütünleme | % 0 | |
Total | % 100 | |
PERCENTAGE OF SEMESTER WORK | % 40 | |
PERCENTAGE OF FINAL WORK | % 60 | |
Total | % 100 |
Activities | Number of Activities | Workload | |
Course Hours | 14 | 42 | |
Laboratory | |||
Application | 14 | 96 | |
Special Course Internship (Work Placement) | |||
Field Work | |||
Study Hours Out of Class | 13 | 54 | |
Presentations / Seminar | |||
Project | |||
Homework Assignments | |||
Quizzes | |||
Preliminary Jury | |||
Midterms | 1 | 6 | |
Paper Submission | |||
Jury | |||
Final | 1 | 2 | |
Total Workload | 200 |
No Effect | 1 Lowest | 2 Low | 3 Average | 4 High | 5 Highest |
Program Outcomes | Level of Contribution |