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Strategic Management
Scholar Year: 2023/2024 - 1S
| Code: |
MGERH01 |
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Acronym: |
GE |
| Scientific Fields: |
Gestão |
Courses
| Acronym |
Nº of students |
Study Plan |
Curricular year |
ECTS |
Contact hours |
Total Time |
| MGERH |
31 |
|
1º |
6,0 |
60 |
162,0 |
Teaching language
Portuguese
Intended learning outcomes (Knowledges, skills and competencies to be developed by the students)
A. FRAMEWORK OF SUBJET
The growing complexity of organizations and, above all, the strong turbulence of the environment, whether indirect or direct, namely the frequent environmental change, accelerated, in a dizzying way, by the pandemic and the invasion of Ukraine, and the strong competitive struggle, intensified by scarcity of raw materials and the escalation of inflation, imply an attitude of permanent scrutiny of the environment and a spirit of change, with the precise definition of strategic objectives and adequate strategies for their pursuit, seeking to build lasting competitive advantages, in order to win in the competitive arena.
Strategic analysis and diagnosis and the formulation of the strategy, as well as its implementation and control, which make up Strategic Management, are essential in the management of any organization, as they allow the making of decisions that are coherent and adequate to its vision, mission and values leading to success. However, if neglected, they will jeopardize the organization's survival, which could be quickly annihilated by the competition.
B. SYNTHESIS OF THE SUBJET
Presentation of the fundamental elements of the strategic management, main models, the process of analysis and formulation of the strategy, its implementation, monitoring and control, and of different schools of strategic thinking.
C. CONTRIBUTIONS TO THE DEVELOPMENT OF COMPETENCES
Contribute to:
• Organizational understanding, professional adaptability, problem solving and decision making;
• The systemic and interdisciplinary view of economic activity and organizational development;
• Knowledge and application of strategic management principles, techniques and models;
• The application of knowledge in an organizational context;
• The application of knowledge in an organizational context;
• The development of analysis and critical reflection skills, creativity and innovation;
• Receptivity to new opinions and knowledge, scientific humility and interest in research;
• The development of teamwork skills and individual and team continuous improvement.
D. OBJECTIVES (Intended learning outcomes)
By the end of this course students should be able to:
• Understand the importance and necessity of strategic management in organizational management;
• Define and understand the concept of strategy, the strategic process and its dynamics;
• Know and understand the variables of the process of strategic analysis of the external environment and
internal environment of an organization;
• Develop a strategic analysis;
• Establish and distinguish vision and mission, define values and formulate strategic objectives;
• Know, understand and define corporate strategies, competitive strategies and functional strategies;
• Know, understand and apply different models of strategic formulation;
• Formulate the strategy appropriate to a specific organization;
• Structure the organization to respond to the defined strategy;
• Implement, monitor and control the strategy, adapting it to new situations;
• Know and understand the origin of strategic thinking and the different schools of strategic thinking.
Syllabus
1. INTRODUCTION TO THE STRATEGY
1.1. BUSINESS SUCCESS AND STRATEGY
1.2. BUSINESS AND MILITARY STRATEGY
1.3. SUSTAINABLE STRATEGY
1.4. THE STRATEGIC PROCESS
2. STRATEGIC ANALYSIS
2.1. ENVIRONMENTAL ANALYSIS
2.1.1. Contextual environment
2.1.2. Transactional environment
2.1.3. Industry structure
2.1.4. Critical success factors
2.1.5. Opportunities and threats
2.2. ORGANIZATION ANALYSIS
2.2.1. Resources and capabilities
2.2.2. Activities, products, services and markets
2.2.3. Strengths and weaknesses
2.2.4. Core competencies and strategic fit
3. FORMULATION OF THE STRATEGY
3.1. VISION, MISSION AND VALUES
3.2. STRATEGIC OBJECTIVES
3.3. CORPORATE STATAGIES, COMPETITIVE STRATEGIES AND FUNCTIONAL STRATEGIES
3.3.1. Strategy
3.3.2. Products-markets
3.3.3. Vertical integration
3.3.4. Internationalization
3.3.5. Diversification
3.3.6. Development
3.3.7. Models of corporate and competitive strategies
3.3.8. Functional strategies
4. ORGANIZATION, IMPLEMENTATION AND CONTROL OF THE STARTEGY
4.1. ORGANIZATION
4.2. IMPLEMENTATION
4.3. CONTROL
5. - STRATEGIC THINKING SCHOOLS
5.1. ORIGINS OF STRATEGIC THINKING
5.2. STRATEGIC THINKING SCHOOLS
Demonstration of the syllabus coherence with the UC intended learning outcomes
The chapter(s):
• 1 of the programmatic contents, Introduction to the Strategy aims to respond to the objective "Define and understand the concept of strategy, the strategic process and its dynamics";
• 2 of the contents responds to the objectives "know and understand the process variables of the strategic analysis of the external environment and of the internal environment of an organization" and "develop a strategic analysis";
• 3 of the content responds to the objectives "Establish and distinguish vision and mission, define values and formulate strategic objectives", "Know, understand and define corporate strategies, competitive strategies and functional strategies, "Know, understand and apply different models of strategic formulation" and "Formulate the strategy appropriate to a specific organization";
• 4 of the contents responds to the objectives “Structure the organization to respond to the defined strategy” and "Implement, monitor and control the strategy, adapting it to new situations";
• 5 of the contents responds to the objective "Knowing and understanding different schools of strategic thinking".
• 1 to 5 respond to the objective "Understanding the importance and necessity of strategic management in organizational management".
Teaching methodologies
The face-to-face classes are replaced by mixed classes, face-to-face and online classes - synchronous sessions (interactive videoconference sessions between the teacher and the students, through the Teams platform), alternately, on a monthly periodicity.
With support in the knowledge that the students already hold and in the analysis, discussions and exchanges of experiences that will be promoted in the presentation of the themes, in sessions, the participants will leave more enriched and, perhaps, their thinking on more systematized strategic management.
Thus, rather than proceeding to the mere transmission of information, in an expositive logic, the aim is to achieve a logic of development of skills, production of knowledge, and promote learning that allows each participant to deepen their specific knowledge base.
In this sense, the following methodologies are used:
• Expositive and participative method to present concepts, techniques and models;
• Method of group work in the analysis and strategic diagnosis of an organization (and of the industry to which it belongs), as well as in the formulation of the appropriate strategy, organization structure, implementation and control of the strategy;
• Method of coaching in the follow-up and development of group work;
In addition to face-to-face classes and synchronous sessions, students must hold asynchronous sessions (student work sessions, with the support of materials and or bibliography provided by the teacher) and individual and autonomous student work sessions (research, study, analysis and critical reflection, creativity and innovation).
Demonstration of the teaching methodologies coherence with the curricular unit's intended learning outcomes
In the classes and in the synchronous sessions the expository method is used to present the concepts, techniques and models, and the participative method, centred on the students, in the analysis and debate of the different experiences and organizational examples, involving them in the teaching-learning process and developing critical analysis and reflection skills, creativity and innovation.
The combination of the two methods will lead the students to acquire the knowledge that allows to understand the importance and the necessity of the strategic management in the organizational management, define and understand the concept of strategy, the strategic process and its dynamics, know and understand the variables of the process strategic analysis of the external environment and internal environment of an organization, develop a strategic analysis, establish and distinguish vision, mission and values and formulate strategic objectives, know, understand and define corporate strategies, competitive strategies and functional strategies, know, understand and apply different models of strategic formulation, structure the organization to respond to the defined strategy, implement, monitor and control the strategy, adapting it to new situations and knowing and understanding the origin of strategic thinking and the different schools of strategic thinking.
The group work method is used for the analysis and strategic formulation of an organization, its implementation and control, since it allows the application of the knowledge in an organizational context, namely, develop a strategic analysis, (re) establish the vision, mission and values of an organization, formulate strategic objectives and formulate the appropriate strategy for a specific organization, adapting it to new situations, and reflect on the structure of the organization to respond to the strategy and on implementation and control of the strategy. It leads to organizational understanding, professional adaptability, problem solving and decision making and the systemic and interdisciplinary view of economic activity and organizational development and generates critical analysis and reflection skills, creativity and innovation, openness to new opinions and knowledge, scientific humility and interest in research, management skills, teamwork and encouragement for continuous individual and team improvement, with research, investigation and elaboration of the work. Experience and practice lead to the discovery, assimilation of knowledge and autonomy in decision making and resolution of issues.
Assessment methodologies and evidences
The assessment system will have to be validated by the Pedagogical Council.
1. Continuous assessment
The assessment of knowledge is continuous and consists of:
• Performing an individual Test (T)
• Preparation, presentation and discussion of a Group Work (GW)
Final Score = 60% T + 40% GW
Notes:
a) The Students will be approved with a final grade of the Test and of the Group Work of 10 or more, considering the individual assessment elements.
Otherwise, students may take an appeal examination and or the restructuring of the Group Work, to be delivered up to five days before the exam, depending on the respective situation;
b) The classification of the WG can be individual, if the teacher so defines;
c) The elements related to the WG are defined in the respective guide.
2. Assessment in Time of Appeal and in Special Time
The assessment of knowledge consists of:
• Performing an individual Exam (E)
• Elaboration, presentation and discussion of an Individual or Group Work, to be agreed with the teacher (IW or GW)
Final Score = 60% T + 40% IW or GW
Notes:
a) The Students will have approval with a final grade of the Exam and Individual or Group Work of 10 or more, considering the individual assessment elements. If students have been approved in the test, exam or individual or group work at a previous assessment, in the same school year, they should only take the assessment element where they did not obtain an approval, assuming IW or GW and Exam the previous approval score;
b) The classification of the WG can be individual, if the teacher so defines;
c) The elements related to the IW or WG are defined in the respective guide.
3. Situations associated with fraud in the assessment process
In the case of proven fraud, it will be applied the Despacho No. 40 / President / 2021, which prescribes, namely, the annulment of the assessment element, the disapproval on the subject, at the time the element relates and the respective disciplinary process.
In the event of suspected fraud, the same Despacho is applied, which establishes, in particular, the possibility of conducting an further oral assessment to prove the results obtained.
Attendance system
Attendance of classroom classes and synchronous sessions is highly recommended, as it provides for the continuous development of students and the assessment system is continuous.
Frequency is the attendance of the student, effective presence throughout the session, face-to-face or synchronous equal to or greater than 2/3 of the number of contact hours of the CU, excluding the moments of assessment.
Bibliography
• Carvalho, José Crespo e Filipe, José Cruz (2014). Manual de Estratégia - Conceitos, Prática e Roteiro. 4ª ed.. Lisboa: Ed. Sílabo.
• Freire, Adriano (1997). Estratégia - Sucesso em Portugal. Lisboa: Editorial Verbo.
• Freire, Adriano (2020). Estratégia – Criação de Valor Sustentável em Negócios Tradicionais e Digitais. Lisboa: Bertrand Editora.
• Hitt, M. A., Ireland, R. D. & Hoskisson, R. E. (2017). Strategic Management: Competitiveness & Globalization: Concepts. 12th Edition. Boston: Cengage Learning.
• Mintzberg, H., Ahlstrand, B. e Lampel, J. (2005). Strategy Safari. New York: Free Press.
• Osterwalder, A. & Pigneur, Y. (2016). Criar Modelos de Negócio. 7ª Edição. Lisboa: Dom Quixote.
• Porter, Michael (1997). Estratégia Competitiva - Técnicas para Análise de Indústrias e da Concorrência. 7ª Ed.. Rio de Janeiro: Editora Campus.
• Porter, Michael (1992). Vantagem Competitiva. 7ª Ed.. Rio de Janeiro: Editora Campus.
• Porter, Michael E. (2008). The five competitive forces that shape strategy. Harvard: Harvard Business Review,
January.
• Santos, A. R. (2008). Gestão Estratégica – Conceitos, Modelos e Instrumentos. Lisboa: Escolar Editora.
• Serra, Fernando Ribeiro et al. (2012). Gestão Estratégia: Conceitos e Prática. 3ª ed.. Lisboa: Lidel, Edições
Técnicas, Lda..
• Wheelen, T. L., Hunger, J. D., Hoffman, A. N., Bamford, C. E. (2015). Concepts in Strategic Management and Business Policy – Globalization, Innovation, and Sustainability. 14th Edition. New Jersey: Pearson.
Note: The bibliography referred to will be the most used in the subjet. However, it is recommended to read other works on strategy.
Observations
SUPPORT FOR STUDENTS
Office hours:
Professor: João Piteira; Email: joao.piteira@esce.ips.pt; Office: B2.03
Hours: Thursday, from 5:30 p.m. to 6:30 p.m.
Notes:
1. The service will follow the same regime as the classes, being face to face on the days of face to face classes, and online, on the days of synchronous session;
2. For greater efficiency, Students should schedule appointments with the professor, via email;
3. If the opening hours are not favorable, the Students may contact the professor, via email, requesting the scheduling of another time;
4. Any contacts with teachers should be made in advance so that a timely response is possible
FINAL NOTE
Due to the strong environmental turbulence, characterized by profound uncertainty, in case of any abnormal and extraordinary situation occur, the elements presented in this program will be revised and changed, whenever the School or the teachers consider it necessary, depending on reality and experience, in order to achieve the objectives of the Subject, Course, ESCE and IPS.
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