Bus 401 Syllabus 2009
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Bus 401 Syllabus 2009






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    Bus 401 Syllabus 2009 Bus 401 Syllabus 2009 Document Transcript

    • BUS 401 STRATEGIC MANAGEMENT I Fall 2009 LECTURES: Beyza Oba (boba@bilgi.edu.tr), Office: E8 205 CLASSES: Kerim Paker (kpaker@superonline.com), Office: E8 Elvin Yelgeçen (eyelgecen@bilgi.edu.tr), Office: E8 103 Scope of the course Strategic management is an integrative activity forcing managers and various other stakeholders to pool expertise of different business functions to choose and implement a strategy for the unit they are responsible from. Thus, strategic management is a multidisciplinary task and strategic management course is a “capstone” course that can be studied only after students have fulfilled the requirements of specializations like finance, marketing, P&O and managerial economics. Similarly, studying and mastering strategic management deems a lot of drill and practice as well as theoretical work. So, this will be a course, based on extensive reading and case study related to various aspects of strategic thinking and acting. The course aims to give students the necessary tools needed to think and act strategically. Expected learning outcomes for the course On successful completion of this course, you will be able to; • describe the strategic management process, tools and techniques used in strategic management and their connectedness to real world situations, • undertake a stakeholder analysis as a means of identifying viable strategies that will reflect a balance between the role, expectations, interest and power of different stakeholders, • identify key drivers in an industry analysis and evaluation of strategic capabilities of firms, • explain bases of achieving sustainable competitive advantage both at business and corporate level, • evaluate suitability, acceptability and feasibility of various strategies in terms of firm structure, culture and resources, • carry out a strategic plan for a real life case, 1
    • • present their plan in the form of a report, • use secondary and primary data collection procedures for doing a strategic plan. Text Book Barney and Hesterly (2009), Strategic Management and Competitive Advantage, Prentice Hall, N.J... Assessment Student evaluation will be based on; a) Final exam: 40 % b) Coursework: 60 % (Mid-term 30 % & Team Project 30 %) Assessment details: 1. Team Project (30 %) Students will build up their own teams with 4 or 5 people and the project topic will be given by instructor. Each week teams are expected to prepare a report about what they have learned in lecture the week before the submission. Feedback of the reports will be provided to each team individually during the classes. At the end of semester each team will submit the final project which should include the revised form of all reports and the last additions. 3. Final and mid-term (40 + 30 = 70 %) Exams are essay type of exams with a problem to be tackled where students must show their knowledge and critical thinking on the exam paper. IMPORTANT NOTE! Honesty and trust are important to all of us as individuals. Students and faculty adhere to the following principles of academic honesty at İstanbul Bilgi University: 1. Individual accountability for all individual work, written or oral. Copying from others or providing answers or information, written or oral, to others is cheating. 2. Providing proper acknowledgement of original author. Copying from another student’s paper or from another text without written acknowledgement is plagiarism. 3. Authorized Teamwork. Unauthorized help from another person or having someone else write one’s paper or assignment is collusion. 2
    • A note on PLAGIARISM The Oxford Dictionary defines plagiarism as ‘to take and use as one's own the thoughts, writings, or inventions of another’. All of the following are considered plagiarism: turning in someone else's work as your own; copying words or ideas from someone else without giving credit; failing to put a quotation in quotation marks; giving incorrect information about the source of a quotation; changing words but copying the sentence structure of a source without giving credit; and copying so many words or ideas from a source that it makes up the majority of your work, whether you give credit or not. Please note that plagiarism is considered as an act of ‘fraud’ in most countries and may lead to various punitive/preventive measures including, in severe cases, expulsion. Most cases of plagiarism can be avoided, however, by citing sources. Simply acknowledging that certain material has been borrowed, and providing your audience with the information necessary to find that source, is usually enough to prevent plagiarism (this information has been ‘reproduced’ from www.plagiarism.org). For more information, see also: David Gardner, ‘Plagiarism and How to Avoid It?’ http://ec.hku.hk/plagiarism/introduction.htm; Indiana University, ‘Plagiarism: What It is and How to Recognize and Avoid It’, http://www.indiana.edu/~wts/pamphlets/plagiarism.shtml; University of North Carolina at Chapel Hill, ‘Plagiarism’, http://www.unc.edu/depts/wcweb/handouts/plagiarism.html) Cheating, plagiarism, and collusion are serious offenses resulting in failure in the relevant component of the course (F grade) and disciplinary action. Cheating, attempting to cheat and plagiarism of any kind will be officially recorded by the academic staff and reported to the Student Affairs Office which will refer the case to the relevant Faculty for disciplinary action. For more information about Academic Integrity and Disciplinary Policies of the University including Conduct in the Classroom and in the Examination Room please check p: 17 of the Undergraduate Student Handbook 2009-2010. BUS 401 web pages will be the main communication medium, where weekly assignments will be announced. So please check regularly http://online.bilgi.edu.tr announcements, course material & assignments. 3
    • COURSE OUTLINE Week 1 (14 September, 2009) Chapter 1 – What is strategy and strategic management process? No Class Week 2 (28 September, 2009) Chapter 2 - Evaluating a firm’s external environment Class: How to write and evaluate cases? Week 3 (5 October, 2009) Chapter 2 - Evaluating a firm’s external environment Class: Sample Case Analysis & Build up Teams Week 4 (12 October, 2009) Chapter 3 – Evaluating a firm’s internal capabilities Class: Sample Case Analysis & Project Topics Week 5 (19 October, 2009) Chapter 4 – Business level strategies: cost leadership Class: External Analysis Drafts Week 6 (26 October, 2009) Chapter 5 - Business level strategies: product differentiation Class: External Analysis Submissions Week 7 (2 November, 2009) Mid-term Exam Class: Internal Analysis Drafts Week 8 (9 November, 2009) Business level strategies: tacit collusion Class: Internal Analysis Submissions Week 9 (16 November, 2009) Chapter 6 - Corporate strategies: vertical integration Class: Problem Identification 4
    • Week 10 (23 November, 2009) Chapter 7 - Corporate strategies: corporate diversification Class: Suggestions for Possible Solutions Week 11 (7 December, 2009) Chapter 8 – Organizing to implement corporate diversification Class: Suggestions for Possible Solutions Week 12 (14 December, 2009) Chapter 9 - Corporate strategies: Strategic alliances Class: Project Revision Week 13 (21 December, 2009) Chapter 10 - Corporate strategies: Mergers and acquisitions Class: Final Project Submission 5