Strategic Management

Subject: 2018/2019 - 1S

Programmes

Hours Effectively Taught

MGE1

Software

Microsoft Powerpoint

Teaching Language

Portuguese

Aims, Skills and Learning Outcomes

Descriptive summary of curricular unit
This curricular unit aims to develop students' strategic skills by presenting and discussing a set of key concepts, models and strategies analysis techniques that will allow them to integrate the knowledge of the various functional areas of the company and help them become managers who are able to make better strategic decisions in an interconnected, digitized and turbulent business context. Emphasis is given to the strategic challenges of international business as well as case studies that will help understand how certain companies are changing the competitive dynamics of business in the Digital Era.
To that end, it combines theory, empirical research and practical applications based on criteria of rigor and relevance, to show how companies gain and sustain competitive advantages from a long-term perspective.

Objectives and expected learning outcomes
The main objectives of this curricular unit are to combine the most current and applied knowledge (academic and professional) on strategic management with practical exercises and case studies (national and foreign, including SMEs and large companies)
1. Provide key concepts, models and tools for an effective strategic analysis of the external and internal contexts of organizations;
2. Identify and describe the nature of the different strategies to be considered in the strategic formulation / training process;
3. Explain how to implement strategies;
4. To demonstrate the importance of aligning the strategy with the structure, culture and leadership, as well as strategic control systems.

Skills to be developed
At the end of the course, students should be able to:
1. Understand the nature of the strategy and its importance for the success of organizations;
2. Distinguish between strategic decisions, strategy and strategic management;
3. Understand the different levels of planning and how strategies should evolve over time;
4. Understand the impact of the external and internal environment on strategy, what are strategic groups and how companies compete;
5. Understand the importance of value chain analysis and define the business of a company;
6. Formulate objectives and outline management strategies in a context of globalization and the Digital Age;
7. Know how to draw up a strategic plan and build a Balanced Scorecard;
8. Understand the importance and difficulties of strategic implementation.

Programme

Part I - Strategy Analysis
I.1 - Nature of strategy and its importance
I.2 - The strategic management process
I.3 - External analysis: Industry structure, competitive forces and strategic groups
I.4 - Internal Analysis: Resources, capabilities and activities
I.5 - Competitive advantage and business performance

Part II - Strategy formulation
II.1 - Business Strategies: Differentiation, Cost Leadership, and Integration
II.2 - Business Strategy: Innovation and Strategic Entrepreneurship
II.3 - Corporate Strategy: Vertical Integration and Diversification
II.4 - Corporate Strategies: Acquisitions, Alliances and Networks
II.5 - Global Strategy: Competing around the world
II.6 - Regional Strategies: European Union, Japan, North America, China and Emerging Economies
II.7 - Strategies in the Context of Recession

Part III - Strategy Implementation
III.1 - Organizational Design: Structure, Culture and Strategic Leadership
III.2 - Systems and processes of strategic control

Demonstration of the syllabus coherence with the curricular unit's learning objectives

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:

- Objective 1 will be achieved through Part I, which aims to provide knowledge and articulation of the salient concepts related to the nature of the strategy and the strategic management process, as well as to explain the main variables involved in the process of strategic analysis (external and with a view to creating long-term sustainable competitive advantages;
- Objective 2 will be ensured through the knowledge transmitted in Part II, which identifies and explains the different typologies of strategies to be implemented, proposed in the academic and professional reference literature;
- Objectives 3 and 4 will be achieved through Part III, which seeks to show the importance of organizational design and strategic control for successful strategic implementation.

Main literature

Supplementary Bibliography

Learning Methods

- Theoretical exposition of the programmatic contents complemented by the analysis of real cases of success and failure, including the visit to a company;
- Discussion in the classes about theoretical aspects of the contents and scientific texts provided;
- Follow-up and orientation of the students in the study, case analysis and resolution of the proposed exercises, as well as the interdisciplinary project work to be done;
- In the practical classes, there will be presentations of the work done, which will be subject to extended debate to the group.
The learning will be consolidated by the students through the individual study, and will be applied in the resolution and defense of practical cases.

Assessment Components

Avaliação distribuída com exame final

Assessment Components

Continuous Assessment

Final Exam

- Individual written test: 100%

Demonstration of the coherence between the teaching methodologies and the learning outcomes

The development of the classes will be carried out harmonizing the teaching methodologies with the fundamental objectives of the curricular unit (UC). This will be an application UC, where students will learn not only why, but also how to conduct, evaluate and decide on strategic management.
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 UC, providing understanding and application of the topics under study, as well as shows 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.