GRADUATE SCHOOL
Logistics Management (Without Thesis)
BA 508 | Course Introduction and Application Information
Course Name |
Strategic Management
|
Code
|
Semester
|
Theory
(hour/week) |
Application/Lab
(hour/week) |
Local Credits
|
ECTS
|
BA 508
|
Fall/Spring
|
3
|
0
|
3
|
7.5
|
Prerequisites |
None
|
|||||
Course Language |
English
|
|||||
Course Type |
Elective
|
|||||
Course Level |
Second Cycle
|
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Mode of Delivery | - | |||||
Teaching Methods and Techniques of the Course | DiscussionGroup WorkProblem SolvingCase StudyQ&ACritical feedbackLecture / Presentation | |||||
Course Coordinator | ||||||
Course Lecturer(s) | ||||||
Assistant(s) |
Course Objectives | To explain, interpret and manage the set of managerial decisions and actions, reactions as well as interactions which all determine the long term , midterm and short terms performance of a corporation whether it is local, national or international and to guide business leaders seek, find and adapt most unique way of working for each organization for corporate success. Also, to establish understanding for transforming knowledge from different cases experienced to new cases of businesses and organizations. |
Learning Outcomes |
The students who succeeded in this course;
|
Course Description | This course covers topics related with business policy and strategic management. |
|
Core Courses |
Χ
|
Major Area Courses | ||
Supportive Courses | ||
Media and Management Skills Courses | ||
Transferable Skill Courses |
WEEKLY SUBJECTS AND RELATED PREPARATION STUDIES
Week | Subjects | Related Preparation |
1 | Introduction to Course | |
2 | The Basic Concepts of Strategic Management | Wheelen et al (2018) Chapter 1 Assignment: M. E. Porter. 1996. What is strategy? Harvard Business Review’s Must-Reads on Strategy, pp.4-24. |
3 | Corporate Governance | Wheelen et al (2018) Chapter 2 Assignment: Robert C. Pozen. 2010. The Case for Professional Boards. Harvard Business Review, December, pp. 50-58. |
4 | Social Responsibility and Ethics in Strategic Management | Wheelen et al (2018) Chapter 3 Assignment: M. E. Porter & M. R. Kramer. 2011. Creating Shared Value. Harvard Business Review, January, 62-77 |
5 | Environmental Scanning and Industry Analysis | Wheelen et al (2018) Chapter 4 Assignment: M. E. Porter. 2008. Five Competitive Forces that Shape Strategy. Harvard Business Review’s Must-Reads on Strategy, pp. 25-40. |
6 | Organizational Analysis and Competitive Advantage | Wheelen et al (2018) Chapter 5 Assignment: Collis, D.J. & Montgomery, C.A. (2008). Competing on Resources. Harvard Business Review, 86(7/8), pp. 140-150 |
7 | Strategy Formulation: Business Strategy | Wheelen et al (2018) Chapter 6 Case Presentation |
8 | Strategy Formulation: Corporate Strategy | Wheelen et al (2018) Chapter 7 Case Presentation |
9 | Strategy Formulation: Functional Strategy | Wheelen et al (2018) Chapter 8 Case Presentation |
10 | Strategy Implementation: Global Strategy | Wheelen et al (2018) Chapter 9 Case Presentation |
11 | Strategy Implementation: Organizing and Structure | Wheelen et al (2018) Chapter 10 Case Presentation |
12 | Strategy Implementation: Staffing and Directing | Wheelen et al (2018) Chapter 11 Case Presentation |
13 | Evaluation and Control | Wheelen et al (2018) Chapter 12 Case Presentation |
14 | Presentations | |
15 | Review of the Semester | |
16 | Final Exam |
Course Notes/Textbooks | Wheelen, T. L., Hunger, J. D., Hoffman, A. N., & Bamford, C. E. 2018. Strategic Management and Business Policy: Globalization, Innovation and Sustainability, Global Edition, 15/E. Pearson. ISBN: 978-1-292-21548-8 |
Suggested Readings/Materials | Supplementary readings given above. |
EVALUATION SYSTEM
Semester Activities | Number | Weigthing |
Participation | ||
Laboratory / Application | ||
Field Work | ||
Quizzes / Studio Critiques | ||
Portfolio | ||
Homework / Assignments |
1
|
25
|
Presentation / Jury |
1
|
20
|
Project |
1
|
20
|
Seminar / Workshop | ||
Oral Exams | ||
Midterm | ||
Final Exam |
1
|
35
|
Total |
Weighting of Semester Activities on the Final Grade |
3
|
65
|
Weighting of End-of-Semester Activities on the Final Grade |
1
|
35
|
Total |
ECTS / WORKLOAD TABLE
Semester Activities | Number | Duration (Hours) | Workload |
---|---|---|---|
Theoretical Course Hours (Including exam week: 16 x total hours) |
16
|
3
|
48
|
Laboratory / Application Hours (Including exam week: '.16.' x total hours) |
16
|
0
|
|
Study Hours Out of Class |
14
|
3
|
42
|
Field Work |
0
|
||
Quizzes / Studio Critiques |
0
|
||
Portfolio |
0
|
||
Homework / Assignments |
5
|
6
|
30
|
Presentation / Jury |
1
|
30
|
30
|
Project |
1
|
33
|
33
|
Seminar / Workshop |
0
|
||
Oral Exam |
0
|
||
Midterms |
0
|
||
Final Exam |
1
|
40
|
40
|
Total |
223
|
COURSE LEARNING OUTCOMES AND PROGRAM QUALIFICATIONS RELATIONSHIP
#
|
Program Competencies/Outcomes |
* Contribution Level
|
||||
1
|
2
|
3
|
4
|
5
|
||
1 | Being able to contribute to the institution the participant works for and the logistics sector by the use of the knowledge and abilities gained during the education period; and manage change in the institution and the sector; | X | ||||
2 | Reaching a competency about contemporary business and technology applications in the area of logistics and supply chain management and analysis and strategy development methods; | X | ||||
3 | Being able to create opportunities by combining supply chain management with information technologies and innovative processes by the use of the interdisciplinary courses the participants take; | X | ||||
4 | Having the ability to develop creative solutions by working on global logistics and supply chain subjects and realizing these by the use of their project management knowledge; | X | ||||
5 | Having the knowledge, abilities and capabilities required for effective logistics and supply chain management by the use of a problem and case analysis based learning; | X | ||||
6 | Being able to examine logistics and supply chain processes with the management science viewpoint, analyze related concepts and ideas by scientific methods; | X | ||||
7 | If continuing to work in the academia, having the necessary information on logistics applications; if continuing to work in the sector, having the necessary knowledge on conceptual subjects; | X | ||||
8 | Being able to specify appropriate research questions about his/her research area, conduct an effective research with the use of necessary methods and apply the research outcomes in the sector or the academia; |
X | ||||
9 | Being able to follow the changes and developments in the sector the participant works in, in order to keep his/her personal and professional competence updated and develop himself/herself when necessary; | X | ||||
10 | Be experts in the fields of logistics and supply chain with the help of the sectorfocused education they receive; | X | ||||
11 | Have the necessary capabilities to pursue doctoral studies in national and foreign institutions | X |
*1 Lowest, 2 Low, 3 Average, 4 High, 5 Highest