Identifying Data 2020/21
Subject (*) Strategic Management and Business Policy I Code 611G02025
Study programme
Grao en Administración e Dirección de Empresas
Descriptors Cycle Period Year Type Credits
Graduate 1st four-month period
 Third Obligatory 6
Language
Spanish
Teaching method Face-to-face
Prerequisites
Department Empresa
Coordinador
Calvo Babío, Nuria Begoña
 E-mail
nuria.calvob@udc.es
Lecturers
Barros Campello, Esther Alicia
Calvo Babío, Nuria Begoña
Gago Cortés, María Carmen
 E-mail
esther.barros@udc.es
nuria.calvob@udc.es
m.gago@udc.es
Web
General description A dirección estratéxica, para ser eficaz, exige entender os factores últimos responsables do rendemento da empresa e ser capaces de identificar os cambios (internos y externos) que poden afectar ó desempeño futuro da empresa. Neste curso, exponse ó alumno unha amplia variedade de marcos e metodoloxías da dirección estratéxica moderna co fin de axudarle a desenrolar as habilidades necesarias para afrontar con éxito a responsabilidade do desenrolo estratéxico dunha empresa ou de unha unidade de negocio dentro dunha empresa. Exploraranse unha amplia gama de problemas estratéxicos, centrándose en particular nas fontes de ventaxa competitiva e a interacción entre a estructura da industria e os recursos e capacidades da empresa.
Contingency plan 1. Cambios de contidos: No caso dun cambio da docencia presencial á docencia en liña, manterase a estrutura de contido, ofrecendo as clases maxistrais en streaming que se gravarán e os casos e recursos de acceso en liña almacenaránse na plataforma Moodle.

2. Metodoloxías
* Metodoloxías de ensino que se manteñen:

- Clases maxistrais a través de Teams de
forma síncrona os días de clase e gardado
en vídeos dispoñibles en Moodle de xeito
asíncrono.
- Traballo en grupo en Teams
- Análise de casos empresariais con
seguimento en Teams.

* Metodoloxías de ensino que se modifican:

- Clases e titorías presenciais

3. Mecanismos de atención personalizada aos alumnos

- Correo electrónico: resposta en menos de
tres días laborables
- Equipos: clases maxistrais semanais,
titoría e atención personalizada
- Moodle: almacenamento de vídeos e
material de apoio. Cargando, rastrexando e
avaliación de deberes.


4. Modificacións da avaliación: non se
modifican os criterios de avaliación.

* Observacións de avaliación: os métodos de
avaliación adaptaranse á non asistencia dos
estudantes.

5. Modificacións da bibliografía ou webgrafía:
A bibliografía non se modifica

Study programme competencies
Code Study programme competences
A1 Manage an enterprise or small organization, understanding their competitive and institutional position and identifying their strengths and weaknesses
A2 Integrate in any functional area of micro-firms or SMEs and perform fluently any management task commissioned
A3 Evaluate and foreseeing, from relevant data, the development of a company.
A4 Elaborate advisory reports on specific situations of companies and markets
A5 Write projects about specific functional areas (e.g. management, marketing, financial) of the company
A6 Identify the relevant sources of economic information and to interpret the content.
A7 Understand economic institutions as a result and application of theoretical or formal representations which explain the evolution of the economy.
A8 Derive, based on from basic information, relevant data unrecognizable by non-professionals.
A9 Use frequently the information and communication technology (ICT) throughout their professional activity.
A10 Read and communicate in a professional environment at a basic level in more than one language, particularly in English
A11 To analyze the problems of the firm based on management technical tools and professional criteria
A12 Communicate fluently in their environment and work by teams
B1 CB1-The students must demonstrate knowledge and understanding in a field of study that part of the basis of general secondary education, although it is supported by advanced textbooks, and also includes some aspects that imply knowledge of the forefront of their field of study
B2 CB2 - The students can apply their knowledge to their work or vocation in a professional way and have competences typically demostrated by means of the elaboration and defense of arguments and solving problems within their area of work
B3 CB3- The students have the ability to gather and interpret relevant data (usually within their field of study) to issue evaluations that include reflection on relevant social, scientific or ethical
B4 CB4-Communicate information, ideas, problems and solutions to an audience both skilled and unskilled
B5 CB5-Develop skills needed to undertake further studies learning with a high degree of autonomy
B6 CG1-Perform duties of management, advice and evaluation in business organizations
B7 CG2-Know how to use the concepts and techniques used in the various functional areas of the company and understand the relationships between them and with the overall objectives of the organization
B8 CG3- Know how to make decisions, and, in general, assume leadership roles.
B9 CG4-Learn to identify and anticipate opportunities, allocate resources, organize information, select and motivate people, make decisions under conditions of - uncertainty, achieve the proposed objectives and evaluate results
B10 CG5-Respect the fundamental and equal rights for men and women, promoting respect of human rights and the principles of equal opportunities, non-discrimination and universal accessibility for people with disabilities.
C1 Express correctly, both orally and in writing, in the official languages of the autonomous region
C2 To be fluent in the oral expression and written comprehension of a foreign language.
C3 Use basic tools of information and communications technology (ICT) necessary for the exercise of their profession and for learning throughout their lives.
C4 To be trained for the exercise of citizenship open, educated, critical, committed, democratic, capable of analyzing reality and diagnose problems, formulate and implement knowledge-based solutions oriented to the common good
C5 Understand the importance of entrepreneurial culture and know the means and resources available to entrepreneurs
C6 Assess critically the knowledge, technology and information available to solve the problems and take valuable decisions
C7 Assume as professionals and citizens the importance of learning throughout life.
C8 Assess the importance of research, innovation and technological development in the economic and cultural progress of society.

Learning aims
Learning outcomes Study programme competences
Develop and strengthen a general management perspective. A1
 B3
B7
 C5
Understand the fundamental concepts in strategic management: strategy, strategic planning, strategic direction, the relationship between strategy and organization, competitive analysis and strategic analysis of the company and industry A2
A3
A4
A6
A8
A10
 B1
B2
B4
B6
B10
 C1
C2
C3
C6
C8
Understand and differentiate the different levels of business strategy: corporate, competitive and functional. A9
A11
A12
 B5
B8
 C3
C5
C7
Develop an awareness of the dynamic effects of the strategic actions of the company and its rivals in the competitive strategy and corporate strategy of the company. A3
A9
 B5
B9
 C2
C3
C8
Integrate the knowledge gained in previous courses in a useful conceptual framework for general management level, applying it to a new business plan. A2
A5
A7
 B9
 C3
C4
To practice the teamwork and oral communication A10
A11
A12
 B4
B9
B10
 C1
C2
C6
C7
To the tools of strategic analysis and the available theoretical and methodological perspectives. A1
A3
A4
 B3
B6
 C3
C6
To develop habits of analytical thinking and ability to synthesize ordered, and development of skills in the presentation of findings in an effective and persuasive in both written and spoken about the strategic problems of a company. A11
A12
 B1
B8
B10
 C1
C5
C6
C8

Contents
Topic Sub-topic
I. INTRODUCTION TO STRATEGIC MANAGEMENT 1. Conceptual framework
II. THEORETICAL AND APPLIED FRAMEWORK 2. The entrepreneurial project
3. The strategic logic of an organization
III. BUSINESS UNIT STRATEGY 4. The business concept
5. The organization concept
6. Core processes
IV. CORPORATE STRATEGY 7. Patterns of business growth
8. Strategies of internationalization

Planning
Methodologies / tests Competencies Ordinary class hours Student’s personal work hours Total hours
Guest lecture / keynote speech A1 A2 A3 A6 C2 17 34 51
Case study A1 A3 A4 A5 A7 A11 A12 B2 B5 B6 B8 B10 C2 C5 C7 C8 10 30 40
Supervised projects A7 A8 A9 A10 A11 A12 B1 B3 B7 C1 C3 C4 C6 12 36 48
Aprendizaxe servizo A1 A3 A4 A5 B3 B4 B6 B9 B10 C4 3.5 3.5 7
 
Personalized attention 4 0 4
 
(*)The information in the planning table is for guidance only and does not take into account the heterogeneity of the students.

Methodologies
Methodologies Description
Guest lecture / keynote speech The conceptual framework will be presented during the classes. Theories will be aligned with the cases of study, in order to provide a complete vision of the application of strategic management into practice. Inductive and deductive methods will be used. The time devoted to each of the chapters in which the subject will be divided in proportion to its extent and degree of difficulty in its preparation.
Case study
The teacher will present the analysis of different real companies framing each of them in the appropriate sections of the course contents.

Through each of the cases, students and teacher engage in a process of analysis and deep discussion about the circumstances facing each of the companies analyzed.











The teacher will present the analysis of different real companies framing each of them in the appropriate sections of the course contents.

Through each of the cases, students and teacher engage in a process of analysis and deep discussion about the circumstances facing each of the companies analyzed.
Supervised projects Students will work following the methodology of case of study in order to analyze a business case from the strategic management approach.
Aprendizaxe servizo Students will be able to choose to do the supervised project of a third sector company, combining the service to the community with the learning of strategic analysis tools and competency-based management.
Teachers will ask previously to the non-profit organizations the availability of their professionals to facilitate the work of the students.

Personalized attention
Methodologies
Supervised projects
Guest lecture / keynote speech
Case study
Aprendizaxe servizo
Description
In master classes, the teacher will address each of the issues raised by students during their development relating to the subject. If the issues raised require broader responses, the teacher will offer to the student a complementary explanation during the tutorial sessions. Answers to previous questions can be posted on Teams and Moodle (e-learning platform), in order to other students can take advantage of it. During the sessions of case study, students should intervene to ask, clarify or explain their different approaches. The teacher will provide support to the working groups in the classroom and also in the tutorial sessions.

Following the recommendations of the UDC regarding sustainability, the reports will be sent in digital format, avoiding the unjustified consumption of paper.

Students and teachers are committed to provide the strategic analysis reports to the firms case of study, especially the nonprofit organizations involved in the student learning-service project.

Students with part-time attendance recognized by the academic institution will mainly use Teams and Moodle platforms and mail and Teams to manage the contents of the subject and to contact with the professor for on-line tutorial sessions.

Assessment
Methodologies Competencies Description Qualification
Supervised projects A7 A8 A9 A10 A11 A12 B1 B3 B7 C1 C3 C4 C6 50% of the final qualification 50
Guest lecture / keynote speech A1 A2 A3 A6 C2 Attendance is not mandatory 0
Case study A1 A3 A4 A5 A7 A11 A12 B2 B5 B6 B8 B10 C2 C5 C7 C8 50% of the final qualification 50
 
Assessment comments

The evaluation criteria will serve for the first opportunity. In the evaluation of supervised projects, the professor will take into account the the service-based-learning project. Participation in continuous assessment activities in a percentage less than 20% implies an assessment of not presented, regardless of the score achieved.

In the second opportunity, the mark of the continuous evaluation will be 50% of the final mark, and the remaining 50% can be obtained with an analysis of a case study that the student will develop on the date of the official call for evaluation.

The students with recognition of part-time dedication and attendance exemption will be assessed with the same evaluation criteria.

In the advanced call of December the evaluation criteria will be the same of those of the second opportunity.

If any fraudulent behavior is detected in any of the methodologies, the student will fail the subject. Students cannot use any mobile devices during the exams. If they do it, they will fail the subject. 

Or the student must demonstrate to his / her personality in accordance with current regulations. For all other matters not specifically detailed in this guide there is current regulations applicable.

Sources of information
Basic

BASIC BIBLIOGRAPHY:

Sánchez, R. and Heene, A. (2004). The New Strategy Management. Organization, Competition, and Competence , John Wiley&Sons, Inc., New York.

SOURCES OF CASES OF STUDY

Bukreev, A. & Dewalt, G.W. (1997). Everest 1996. The climb. Tragic ambitions on Everest. St. Martin´s Press, NY.

Krakauer, J. (1997). Into Thin Air, A Personal Account of the Mount Everest Disaster . Villard.

The Case Journal , http://kmelot.biblioteca.udc.es/search*gag/m?SEARCH=case+journal&sortdropdown=-&searchscope=1&submit=Enviar

Emerald Emerging Markets Case Studies ,

http://www.emeraldinsight.com/case_studies.htm?articleid=17068615 

http://91.121.77.230/e_casos/cast/pages/estudios/estudios.asp
Complementary

ADDITIONAL BIBLIOGRAPHY

Besanko, D., Dranove, D., and Shanley, M. (2000): Economics of Strategy , John Wiley&Sons, Inc., New York.

Collis, D.J., and Montgomery, C.A. (1997): Corporate Strategy. Resources and the Scope of the Firm, Irwin, McGraw-Hill, United States of America.

Dixit, A.; Skeath, S. and Reiley, D. H. (2009). Games of strategy. W. W. Northon & Company. New York.

Grant, R. M. (1996). Strategic Management. Blackwell Publishing Ltd. Oxford.

Porter, M.E. (1987): Competitive Advantage. Creating and Sustaining Superior Performance. The Free Press.

New references can be provided by the teacher during the course.

Recommendations
Subjects that it is recommended to have taken before
Business Economics: Management and Organisation/611G02008
Introduction to Marketing/611G02015

Subjects that are recommended to be taken simultaneously
Economic Analysis of Organisations/611G02023
Market Research/611G02024
Executive Financial Reporting/611G02032

Subjects that continue the syllabus
Strategic Management and Business Policy II/611G02033

Other comments


(*)The teaching guide is the document in which the URV publishes the information about all its courses. It is a public document and cannot be modified. Only in exceptional cases can it be revised by the competent agent or duly revised so that it is in line with current legislation.