Course Detail
Course Description
| Course | Code | Semester | T+P (Hour) | Credit | ECTS |
|---|---|---|---|---|---|
| STRATEGIC MANAGEMENT | - | Spring Semester | 3+0 | 3 | 5 |
| Course Program |
| Prerequisites Courses | |
| Recommended Elective Courses |
| Language of Course | Turkish |
| Course Level | First Cycle (Bachelor's Degree) |
| Course Type | Required |
| Course Coordinator | Assist.Prof. Emine GÜNDOĞMUŞ |
| Name of Lecturer(s) | Assoc.Prof. Öznur GÜLEN ERTOSUN |
| Assistant(s) | |
| Aim | The aim of the course; to provide students with a perspective of strategic thinking, research, analysis and interpretation, as well as to accumulate knowledge about strategic management, one of the basic tools for enterprises to provide / maintain competitive structures. |
| Course Content | This course contains; Course Introduction and Introduction to Strategic Management,External Environmental Analysis: General Environment,Internal Environmental (Business) Analysis,Strategic Direction Determination: Vision, Mission, Values, Aims and Targets,Basic and Corporate Strategies,Competition (Business Unit) Strategies,Functional Strategies,Global Strategies,Techniques Used in the Implementation of Management Strategies: Mergers, Purchases, Strategic Cooperation and Partnerships,Implementation of Strategies: Structure, Culture and Resource Allocation,Strategic Evaluation and Control,Corporate Governance, Social Responsibility, Business Ethics and Managerial Ethics,Strategic Leadership,Innovative Business Strategies and Strategic Entrepreneurship. |
| Dersin Öğrenme Kazanımları | Teaching Methods | Assessment Methods |
| 1. The student will be able to explain the basic concepts related to Strategic Management. | 10, 14, 16, 9 | A |
| 1.1. The student states the stages of strategic thinking and strategic planning. | ||
| 1.2. The student states the importance of leadership in strategic management. | ||
| 1.3. The student Discusses the benefits of Strategic Management together with the reasons for possible failures. | ||
| 2. The student will be able to explain the strategic management process and its elements. | 13, 14, 6, 9 | A |
| 2.1. The student discusses the processes of strategy formulation, implementation and evaluation. | ||
| 2.2. The student states the strategic management process and its effectiveness. | ||
| 2.3. The student states how vision and mission can be improved. | ||
| 3. The student will be able to analyze the internal and external environment of businesses. | 13, 14, 16, 6, 9 | A |
| 3.1. The student realizes and solves problems related to the internal and external business environment. | ||
| 3.2. The student defines the methods used in the external environment analysis. | ||
| 3.3. The student both makes and comments on the core competencies, value chain and SWOT analysis. | ||
| 4. The student will be able to explain the relationship between strategic management, organizational structure and human resources. | 10, 14, 16, 9 | A |
| 4.1. The student compares the importance of different organizational structures and their importance to strategic management practices. | ||
| 4.2. The student defines the importance of human resources in terms of strategic management. | ||
| 4.3. The student states strategic human resources management practices. | ||
| 4.4. The student states how human resources strategies and organizational strategies can be integrated. | ||
| 5. The student will be able to explain corporate, competitive and operational strategies. | 10, 14, 4, 9 | A |
| 5.1. The student discusses the corporate strategies. | ||
| 5.2. The student states the methods used in determining corporate strategies. | ||
| 5.3. The student states the hierarchical relationship between corporate, competitive and operational strategies. | ||
| 6. The student will be able to explain the application of the strategies and how the resources should be distributed in the application process. | 10, 6, 9 | A |
| 6.1. The student discusses the strategy implementation models and their variables. | ||
| 6.2. The student states the role of organizational structures and systems in strategy implementation. | ||
| 6.3. The student discusses how the strategies will be adapted to the skills of the employees. | ||
| 7. The student will be able to explain how strategies can be assessed. | 13, 14, 16, 9 | A |
| 7.1. The student states the evaluation process of the strategies. | ||
| 7.2. The student states the characteristics of an effective evaluation system. | ||
| 8. The student will be able to explain the importance of corporate governance, social responsibility and business ethics practices in terms of strategic management. | 14, 16, 4, 9 | A |
| 8.1. The student compares the theoretical infrastructure, purpose and benefits of corporate governance together with its internal and external mechanisms and models. | ||
| 8.2. The student discusses social responsibility strategies. | ||
| 8.3. The student states the development and implementation of ethical strategies. |
| Teaching Methods: | 10: Discussion Method, 13: Case Study Method, 14: Self Study Method, 16: Question - Answer Technique, 4: Inquiry-Based Learning, 6: Experiential Learning, 9: Lecture Method |
| Assessment Methods: | A: Traditional Written Exam |
Course Outline
| Order | Subjects | Preliminary Work |
|---|---|---|
| 1 | Course Introduction and Introduction to Strategic Management | |
| 2 | External Environmental Analysis: General Environment | |
| 3 | Internal Environmental (Business) Analysis | |
| 4 | Strategic Direction Determination: Vision, Mission, Values, Aims and Targets | |
| 5 | Basic and Corporate Strategies | |
| 6 | Competition (Business Unit) Strategies | |
| 7 | Functional Strategies | |
| 8 | Global Strategies | |
| 9 | Techniques Used in the Implementation of Management Strategies: Mergers, Purchases, Strategic Cooperation and Partnerships | |
| 10 | Implementation of Strategies: Structure, Culture and Resource Allocation | |
| 11 | Strategic Evaluation and Control | |
| 12 | Corporate Governance, Social Responsibility, Business Ethics and Managerial Ethics | |
| 13 | Strategic Leadership | |
| 14 | Innovative Business Strategies and Strategic Entrepreneurship |
| Resources |
| course presentation files |
| Stratejik Yönetim, 2014, Atatürk Üniversitesi, AÖF Yayınları Stratejik Yönetim - I, 2015, Anadolu Üniversitesi Yayınları, Eskişehir. Stratejik Yönetim - II, 2014, Anadolu Üniversitesi Yayınları, Eskişehir. Prof.Dr. Recai Coşkun, 2016, Stratejik Yönetim: Kuram ve Uygulama (Ders Notları), Sakarya:Sakarya Yayıncılık. "Strategic Management: Concepts and Cases: Competitiveness and Globalization" - Michael A. Hitt, R. Duane Ireland, and Robert E. Hoskisson, Cengage Learning, 2020. "Strategic Management: Text and Cases" - Gregory G. Dess, Gerry Johnson, and Alan Eisner, McGraw-Hill Education, 2020. "Crafting and Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases" - Arthur A. Thompson, Margaret A. Peteraf, John E. Gamble, and A. J. Strickland III, McGraw-Hill Education, 2020. |
Course Contribution to Program Qualifications
| Course Contribution to Program Qualifications | |||||||
| No | Program Qualification | Contribution Level | |||||
| 1 | 2 | 3 | 4 | 5 | |||
| 1 | Defines the theoretical issues in the field of HRM. | X | |||||
| 2 | Describes the necessary quantitative and statistical methods in the field of HRM. | ||||||
| 3 | Uses at least one computer program in the field of HRM. | ||||||
| 4 | Sustains proficiency in a foreign language required in HRM. | ||||||
| 5 | Prepares HR projects and leads teams. | X | |||||
| 6 | Constantly updates himself / herself by following developments in science and technology with an understanding of the importance of lifelong learning through critically evaluating the knowledge and skills that s/he has got. | X | |||||
| 7 | Uses theoretical and practical expertise in the field of HRM. | X | |||||
| 8 | Follows up-to-date technology using a foreign language at least A1 level, holds verbal / written communication skills. | ||||||
| 9 | Adopts organizational / institutional and social ethical values. | X | |||||
| 10 | Within the framework of community involvement, adopts social responsibility principles and takes initiative when necessary. | X | |||||
| 11 | Uses and analyses basic facts and data in various disciplines (economics, finance, sociology, law, business) in order to conduct interdisciplinary studies. | X | |||||
| 12 | Have the necessary skills to ascertain person-job fit and person-organization fit. | ||||||
| 13 | Have enough knowledge to put forward some ideas in all business functions and have aptitude to collaborate with other departments. | X | |||||
Assessment Methods
| Contribution Level | Absolute Evaluation | |
| Rate of Midterm Exam to Success | 40 | |
| Rate of Final Exam to Success | 60 | |
| Total | 100 | |
| ECTS / Workload Table | ||||||
| Activities | Number of | Duration(Hour) | Total Workload(Hour) | |||
| Course Hours | 14 | 3 | 42 | |||
| Guided Problem Solving | 0 | 0 | 0 | |||
| Resolution of Homework Problems and Submission as a Report | 1 | 25 | 25 | |||
| Term Project | 0 | 0 | 0 | |||
| Presentation of Project / Seminar | 0 | 0 | 0 | |||
| Quiz | 1 | 15 | 15 | |||
| Midterm Exam | 1 | 25 | 25 | |||
| General Exam | 1 | 30 | 30 | |||
| Performance Task, Maintenance Plan | 0 | 0 | 0 | |||
| Total Workload(Hour) | 137 | |||||
| Dersin AKTS Kredisi = Toplam İş Yükü (Saat)/30*=(137/30) | 5 | |||||
| ECTS of the course: 30 hours of work is counted as 1 ECTS credit. | ||||||
Detail Informations of the Course
Course Description
| Course | Code | Semester | T+P (Hour) | Credit | ECTS |
|---|---|---|---|---|---|
| STRATEGIC MANAGEMENT | - | Spring Semester | 3+0 | 3 | 5 |
| Course Program |
| Prerequisites Courses | |
| Recommended Elective Courses |
| Language of Course | Turkish |
| Course Level | First Cycle (Bachelor's Degree) |
| Course Type | Required |
| Course Coordinator | Assist.Prof. Emine GÜNDOĞMUŞ |
| Name of Lecturer(s) | Assoc.Prof. Öznur GÜLEN ERTOSUN |
| Assistant(s) | |
| Aim | The aim of the course; to provide students with a perspective of strategic thinking, research, analysis and interpretation, as well as to accumulate knowledge about strategic management, one of the basic tools for enterprises to provide / maintain competitive structures. |
| Course Content | This course contains; Course Introduction and Introduction to Strategic Management,External Environmental Analysis: General Environment,Internal Environmental (Business) Analysis,Strategic Direction Determination: Vision, Mission, Values, Aims and Targets,Basic and Corporate Strategies,Competition (Business Unit) Strategies,Functional Strategies,Global Strategies,Techniques Used in the Implementation of Management Strategies: Mergers, Purchases, Strategic Cooperation and Partnerships,Implementation of Strategies: Structure, Culture and Resource Allocation,Strategic Evaluation and Control,Corporate Governance, Social Responsibility, Business Ethics and Managerial Ethics,Strategic Leadership,Innovative Business Strategies and Strategic Entrepreneurship. |
| Dersin Öğrenme Kazanımları | Teaching Methods | Assessment Methods |
| 1. The student will be able to explain the basic concepts related to Strategic Management. | 10, 14, 16, 9 | A |
| 1.1. The student states the stages of strategic thinking and strategic planning. | ||
| 1.2. The student states the importance of leadership in strategic management. | ||
| 1.3. The student Discusses the benefits of Strategic Management together with the reasons for possible failures. | ||
| 2. The student will be able to explain the strategic management process and its elements. | 13, 14, 6, 9 | A |
| 2.1. The student discusses the processes of strategy formulation, implementation and evaluation. | ||
| 2.2. The student states the strategic management process and its effectiveness. | ||
| 2.3. The student states how vision and mission can be improved. | ||
| 3. The student will be able to analyze the internal and external environment of businesses. | 13, 14, 16, 6, 9 | A |
| 3.1. The student realizes and solves problems related to the internal and external business environment. | ||
| 3.2. The student defines the methods used in the external environment analysis. | ||
| 3.3. The student both makes and comments on the core competencies, value chain and SWOT analysis. | ||
| 4. The student will be able to explain the relationship between strategic management, organizational structure and human resources. | 10, 14, 16, 9 | A |
| 4.1. The student compares the importance of different organizational structures and their importance to strategic management practices. | ||
| 4.2. The student defines the importance of human resources in terms of strategic management. | ||
| 4.3. The student states strategic human resources management practices. | ||
| 4.4. The student states how human resources strategies and organizational strategies can be integrated. | ||
| 5. The student will be able to explain corporate, competitive and operational strategies. | 10, 14, 4, 9 | A |
| 5.1. The student discusses the corporate strategies. | ||
| 5.2. The student states the methods used in determining corporate strategies. | ||
| 5.3. The student states the hierarchical relationship between corporate, competitive and operational strategies. | ||
| 6. The student will be able to explain the application of the strategies and how the resources should be distributed in the application process. | 10, 6, 9 | A |
| 6.1. The student discusses the strategy implementation models and their variables. | ||
| 6.2. The student states the role of organizational structures and systems in strategy implementation. | ||
| 6.3. The student discusses how the strategies will be adapted to the skills of the employees. | ||
| 7. The student will be able to explain how strategies can be assessed. | 13, 14, 16, 9 | A |
| 7.1. The student states the evaluation process of the strategies. | ||
| 7.2. The student states the characteristics of an effective evaluation system. | ||
| 8. The student will be able to explain the importance of corporate governance, social responsibility and business ethics practices in terms of strategic management. | 14, 16, 4, 9 | A |
| 8.1. The student compares the theoretical infrastructure, purpose and benefits of corporate governance together with its internal and external mechanisms and models. | ||
| 8.2. The student discusses social responsibility strategies. | ||
| 8.3. The student states the development and implementation of ethical strategies. |
| Teaching Methods: | 10: Discussion Method, 13: Case Study Method, 14: Self Study Method, 16: Question - Answer Technique, 4: Inquiry-Based Learning, 6: Experiential Learning, 9: Lecture Method |
| Assessment Methods: | A: Traditional Written Exam |
Course Outline
| Order | Subjects | Preliminary Work |
|---|---|---|
| 1 | Course Introduction and Introduction to Strategic Management | |
| 2 | External Environmental Analysis: General Environment | |
| 3 | Internal Environmental (Business) Analysis | |
| 4 | Strategic Direction Determination: Vision, Mission, Values, Aims and Targets | |
| 5 | Basic and Corporate Strategies | |
| 6 | Competition (Business Unit) Strategies | |
| 7 | Functional Strategies | |
| 8 | Global Strategies | |
| 9 | Techniques Used in the Implementation of Management Strategies: Mergers, Purchases, Strategic Cooperation and Partnerships | |
| 10 | Implementation of Strategies: Structure, Culture and Resource Allocation | |
| 11 | Strategic Evaluation and Control | |
| 12 | Corporate Governance, Social Responsibility, Business Ethics and Managerial Ethics | |
| 13 | Strategic Leadership | |
| 14 | Innovative Business Strategies and Strategic Entrepreneurship |
| Resources |
| course presentation files |
| Stratejik Yönetim, 2014, Atatürk Üniversitesi, AÖF Yayınları Stratejik Yönetim - I, 2015, Anadolu Üniversitesi Yayınları, Eskişehir. Stratejik Yönetim - II, 2014, Anadolu Üniversitesi Yayınları, Eskişehir. Prof.Dr. Recai Coşkun, 2016, Stratejik Yönetim: Kuram ve Uygulama (Ders Notları), Sakarya:Sakarya Yayıncılık. "Strategic Management: Concepts and Cases: Competitiveness and Globalization" - Michael A. Hitt, R. Duane Ireland, and Robert E. Hoskisson, Cengage Learning, 2020. "Strategic Management: Text and Cases" - Gregory G. Dess, Gerry Johnson, and Alan Eisner, McGraw-Hill Education, 2020. "Crafting and Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases" - Arthur A. Thompson, Margaret A. Peteraf, John E. Gamble, and A. J. Strickland III, McGraw-Hill Education, 2020. |
Course Contribution to Program Qualifications
| Course Contribution to Program Qualifications | |||||||
| No | Program Qualification | Contribution Level | |||||
| 1 | 2 | 3 | 4 | 5 | |||
| 1 | Defines the theoretical issues in the field of HRM. | X | |||||
| 2 | Describes the necessary quantitative and statistical methods in the field of HRM. | ||||||
| 3 | Uses at least one computer program in the field of HRM. | ||||||
| 4 | Sustains proficiency in a foreign language required in HRM. | ||||||
| 5 | Prepares HR projects and leads teams. | X | |||||
| 6 | Constantly updates himself / herself by following developments in science and technology with an understanding of the importance of lifelong learning through critically evaluating the knowledge and skills that s/he has got. | X | |||||
| 7 | Uses theoretical and practical expertise in the field of HRM. | X | |||||
| 8 | Follows up-to-date technology using a foreign language at least A1 level, holds verbal / written communication skills. | ||||||
| 9 | Adopts organizational / institutional and social ethical values. | X | |||||
| 10 | Within the framework of community involvement, adopts social responsibility principles and takes initiative when necessary. | X | |||||
| 11 | Uses and analyses basic facts and data in various disciplines (economics, finance, sociology, law, business) in order to conduct interdisciplinary studies. | X | |||||
| 12 | Have the necessary skills to ascertain person-job fit and person-organization fit. | ||||||
| 13 | Have enough knowledge to put forward some ideas in all business functions and have aptitude to collaborate with other departments. | X | |||||
Assessment Methods
| Contribution Level | Absolute Evaluation | |
| Rate of Midterm Exam to Success | 40 | |
| Rate of Final Exam to Success | 60 | |
| Total | 100 | |