| Study programme competencies |
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Code
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Study programme competences
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| 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. |
| 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 |
| 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. |
| 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 |
| 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
A2
A3
A4
A5
A6
|
B1
B2
B3
B4
B5
B6
B7
B8
|
C1
C4
C5
C6
C7
C8
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| 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 |
A1
A2
A3
A4
A5
A6
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| Understand and differentiate the different levels of business strategy: corporate, competitive and functional. |
A1
A2
A6
A8
|
B1
B7
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|
| 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. |
A1
A3
A8
A11
|
B1
B2
B7
B8
B10
|
C4
C7
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| Integrate the knowledge gained in previous courses in a useful conceptual framework for general management level, applying it to a new business plan. |
A5
A9
A10
|
B2
B3
B7
B8
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C4
C5
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| To practice the teamwork and oral communication |
|
B4
B8
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C1
C4
C5
C6
C7
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| To the tools of strategic analysis and the available theoretical and methodological perspectives. |
A11
|
B2
B7
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|
| Contents |
| Topic |
Sub-topic |
| I. INTRODUCTION TO STRATEGIC MANAGEMENT |
1. Conceptual framework
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| II. THEORETICAL AND APPLIED FRAMEWORK |
2. Strategic analysis
3. The entrepreneurial project
4. The strategic logic of an organization
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| III. BUSINESS UNIT STRATEGY |
5. The business concept
6. The organization concept
7. Core processes
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| IV. CORPORATE STRATEGY |
8. Patterns of business growth
9. 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 |
17 |
34 |
51 |
| Case study |
A4 A5 |
10 |
30 |
40 |
| Supervised projects |
A3 A4 A5 A6 A8 A9 B3 B4 B5 B6 B7 B8 B10 C1 C4 C5 C6 C7 C8 |
12 |
36 |
48 |
| Mixed objective/subjective test |
A10 A11 B1 B2 |
1 |
0 |
1 |
| Aprendizaxe servizo |
B2 B3 B7 C4 C5 C6 C7 C8 |
3 |
3 |
6 |
| |
| 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. |
| Mixed objective/subjective test |
Students will answer to open and close questions regarding issues treated in lectures. |
| 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
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| Case study |
| Aprendizaxe servizo |
| Mixed objective/subjective test |
| Supervised projects |
| Guest lecture / keynote speech |
|
| 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
|
| Case study |
A4 A5 |
20% of the final mark |
20 |
| Mixed objective/subjective test |
A10 A11 B1 B2 |
40% of the final mark |
40 |
| Supervised projects |
A3 A4 A5 A6 A8 A9 B3 B4 B5 B6 B7 B8 B10 C1 C4 C5 C6 C7 C8 |
40% of the final mark |
40 |
| Guest lecture / keynote speech |
A1 A2 A3 A6 |
Requirement of 50% of attendance. |
0 |
| |
|
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 final exam will be based on a case study that the student will analyze based on the conceptual framework and technical tools learned in the semester. On the day of the exam, students who have not passed the continuous evaluation will have to deliver an individual project. The final mark will be the average of the mark of exam and project. Those who have passed the continuous evaluation will only have to do the exam, and their final mark will be 0.6*continuous evaluation mark + 0.4*exam mark. The students with recognition of part-time dedication and attendance exemption will be assessed with the same evaluation criteria, but the requirent of minimun attendance. 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 |
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Basic
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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 Serveral papers coming from academic journal provided by the professor. 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 |
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Complementary
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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 |
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| Subjects that are recommended to be taken simultaneously |
| Economic Analysis of Organisations/611G02023 | | Market Research/611G02024 | | Executive Financial Reporting/611G02032 |
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| Subjects that continue the syllabus |
| Strategic Management and Business Policy II/611G02033 |
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| Other comments |
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All contents and information will be updated in the web page of the subject in the students' intranet (Virtual Campus) |
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