| Code: | LRE2223 | Acronym: | EEMP |
| Teaching Area: | Management |
| Acronym | Study plan | Curriculum Years | ECTS | Contact hours | Total Hours |
|---|---|---|---|---|---|
| LRE | Aviso nº 9881/2017 | 2º | 6 ECTS | 54 | 160 |
| Theoretical-Practical: | 40,00 |
| Seminário: | 0,00 |
| Other: | 0,00 |
Teaching - Hours
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Microsoft Powerpoint
Descriptive summary of curricular unit
As strategy is one of the central concerns of corporate executives, this curricular unit aims to equip students with the ability to analyze and formulate strategies, as well as to elaborate, implement and control the execution of strategic plans, aiming at balancing the theoretical approach with the case study practical, national and international.
Objectives and expected learning outcomes
This course unit has as main objectives:
1. Conceptualize the business strategy, analyze the characteristics of the strategic decisions and describe the process of strategic management;
2. Provide the latest concepts, models and tools for an effective strategic analysis of the external and internal contexts of companies and other organizations;
3. Characterize the different typologies of strategy to be considered in the process of strategic formulation / formation;
4. Explain how strategies should be implemented;
5. Emphasize the importance of aligning the strategy with the structure, culture and leadership, as well as strategic control systems.
6. Explain and relate the concepts of ethics, social responsibility, sustainable development and corporate governance.
Skills to be developed
At the end of the course, students should be able to:
- Understand what is strategy, identify its key elements and importance in organizations;
- Understand what is strategic management, understand the different levels of planning and how strategies must evolve;
- Know how to define the direction of an organization;
- Understand the impact of external and internal environment in the strategy, what are strategic groups and how firms compete;
- Know how to elaborate a SWOT analysis;
- Understand the importance of value chain analysis and to define the business of a company;
- Formulate goals and outline management strategies;
- Develop a strategic plan;
- Understand the importance and difficulties of strategy implementation;
- Understand the importance of respecting the principles of ethics and corporate sustainability, as well as the role of social responsibility and corporate governance.
1. Strategic Analysis.
1.1 Nature, definitions and characteristics of strategic decisions.
1.2 The strategic management process and types of strategic planning.
1.3 Benefits of strategic management.
1.4 Definition of the direction of the organization: vision, mission, values ¿¿and goals.
1.5 Analysis of the external environment.
1.6 Analysis of the internal environment and SWOT analysis.
2. Strategy Formulation.
2.1 Business and functional strategies.
2.2 Corporate strategies.
2.3 Internationalization and cooperation strategies.
3. Implementation and Control Strategy.
3.1 The organization as a system and organizational culture.
3.2 Difficulties in implementing strategy.
3.3 Organizational structure.
3.4 Leadership, culture and management styles.
3.5 Avaliation and control strategy.
3.6 Strategic management systems: the Balanced Scorecard.
3.7 Ethics, social responsibility, sustainability and corporate governance.
The integrated and progressive approach of the curricular unit will enable students to develop the knowledge and skills provided for in the learning objectives, ensuring consistency between the syllabus contents as follows:
- Objectives 1 and 2 will be achieved with chapter 1, which aims to provide knowledge and articulation of the relevant concepts related to the nature of the strategy and the strategic management process, as well as to explain and apply the main management tools involved in the process strategic analysis (external and internal);
- Objective 3 will be ensured through the knowledge transmitted in Chapter 2, which identifies and explains the different typologies of strategies to be implemented, proposed in the academic and professional reference literature;
- Objectives 5 and 6 will be achieved through Chapter 3, which seeks to show the importance of organizational organizational structure and strategic evaluation and control systems for successful strategic implementation.
| ROTHAERMEL, Franck T ;Strategic Management: Concepts and Cases, McGraw-Hill, 2013 |
| Teixeira, Sebastião;Gestão Estratégica, Escolar Editora, 2011 |
| Magrettta, Joan;Michael Porter - O Essencial sobre Estratégia, Concorrência e Competitividade, Centro Atlântico, 2012 |
| Mintzberg, Henry et al;O Processo da Estratégia: Conceitos, Contextos e Casos Selecionados, 4ª Edição, Bookman Editora, 2006 |
- Theoretical exposition of program content complemented by the analysis of real cases, with emphasis on examples of successful companies;
- Discussion in class on theoretical aspects of content provided;
- Monitoring and supervision of students in the study, analysis and resolution of cases of proposed exercises;
- In practical classes, presentations of case studies will occur, which will be subject to extensive debate with the class group.
The learning will be consolidated by students through individual study, and will be applied in the defense and resolution of practical cases.
Avaliação distribuída com exame final
| Description | Type | Time (hours) | Conclusion Date |
|---|---|---|---|
| Attendance (estimated) | Lessons | 45 | |
| Participação Presencial | 3 | ||
| Projectos | 30 | ||
| Teste/Exame | 3 | ||
| Participação Presencial | 6 | ||
| Study | 73 | ||
| Total: | 160 |
- Two individual written tests: 35% + 35%
- One practical group assignment: 30%
A) Practical group work:
The group work will aim at the critical analysis of the strategy of one company, and will have as output a set of strategic management recommendations.
The evaluation of the work will be based on written report delivered in print, and oral and defense will occur on the scheduled dates, with the mandatory presence of all the elements of each group.
B) Although group work is approached in the context of teamwork, the evaluation will be individualized. It will take into account not only the performance of the team in the research and completion of the work, but also the performance of each element in the oral presentation.
C) Individual written tests will last 1h30m each.
Under the terms of the Bachelor's Regulation:
1. The actual presence of the students in the classes will be registered and, if the number of absences per student exceeds 30% of the total number of contact sessions provided for each course unit, it will automatically be transferred to the final evaluation of the normal time.
2. In the written tests and in the evaluation elements referred to in points b) to e) of paragraph 2 of Article 39 it is necessary to obtain a minimum grade of 7.5 (seven point five) values.
3. If the student is absent or has a grade lower than 7.5 points in the tests or evaluation elements referred to in the preceding paragraph, he will be automatically transferred to the final evaluation of the normal season.
4. If the student fails to obtain a grade of less than 7.5 points in the second written test (held on the same date as the final written test of the normal time), he / she may apply for evaluation at the time of appeal.
Final exam: 100%
- The practical work referred to in Article 39 may also be considered, with a weighting corresponding to half of that considered in the course of the continuous assessment, provided that the student communicates such intention to the teacher through the completion of a specific form to be made available by the teacher at the time of the written test.
The development of the classes will be accomplished by reconciling the teaching methodologies with the fundamental objectives of the curricular unit (CU). This will be an application CU, where students will learn not only why, but also how to conduct, evaluate and decide on business strategy.
The provision of information and scientific and technical knowledge foreseen in the objectives will be developed at the beginning of each subject to be addressed in the theoretical-practical classes, where the relationship with other subjects addressed in previous classes will be established. In these sessions, students' competences will be developed and sensitized to the importance of the themes addressed in a real context, contributing to a better framework and also easier to perceive the objectives to be achieved.
Given the eminently practical nature of the matters to be dealt with, practical exercises and cases of companies will be presented and proposed. Students will learn by doing, reflecting and making decisions about proposed problems and alternatives, improving their skills in the topics under analysis.
It will try to stimulate a process of dialogue in which all participate, through their own experience and knowledge. Thus, knowledge, doubts and questions will be shared, so as to benefit students' learning and motivate them to become more motivated. Essentially, efforts will be made to ensure the development of the capacities to apply the acquired knowledge in different contexts, influenced by different factors and variables.
The practical group work required of the students will make an important contribution to the achievement of the objectives defined for the CU, providing understanding and application of the topics under study, as well as show the benefits of the models and tools of strategic management transmitted.
The practical work will also have the advantages of knowledge sharing among group members, search for external information and contact with the reality of companies. Their subsequent presentation and defense will contribute to the strengthening of the analytical capacity considered essential for the achievement of the objectives of this CU.
The evaluation of the students will serve to gauge the effectiveness of the teaching methodologies used and, if necessary, in the future corrections in the teaching methodologies can be made.