Corporate Strategy

Code:

EIG0040

Acronym:

ECE

Keywords
Classification	Keyword
OFICIAL	Organizational Behavior and Human Resources
OFICIAL	Marketing and Strategy
OFICIAL	Economics and Finance

Instance: 2009/2010 - 1S

Active?	Yes
Responsible unit:	Department of Industrial Engineering and Management
Course/CS Responsible:	Master in Engineering and Industrial Management

Cycles of Study/Courses

Acronym	No. of Students	Study Plan	Curricular Years	Credits UCN	Credits ECTS	Contact hours	Total Time
MIEIG	54	Syllabus since 2006/2007	5	-	7	56	187

Teaching language

Portuguese

Objectives

1- BACKGROUND
Strategic thinking is becoming more and more relevant for an Industrial Engineer. The need to develop strategic management skills is crucial for the competitiveness of organizations, and only those o possess such skills will be able to assume higher levels of responsibility.

2- SPECIFIC AIMS
This course unit aims to endow students with the basic skills to think strategically, to develop a specific business and corporate strategy, to understand the issues and hurdles of implementation, in order to play a role in a given company's competitiveness.

3- PREVIOUS KNOWLEDGE
EIG0035 Project Appraisal
EIG0036 Human Resources Management
EIG0034 General Management
EIG0029 Operations Management
EIG0028 Total Quality Management
EIG0032 Financial Management
EIG0030 Logistics Management
EIG0031 Marketing

4- PERCENTUAL DISTRIBUTION
* Scientific component - 60%
* Technological component - 40%

5- LEARNING OUTCOMES
At the end of this subject, students should be able to:
- think strategically
- understand the issues and hurdles of implementing a given strategy
- design a specific business and corporate strategy
- design a strategic implementation plan
- define the controlling mechanisms for a given implementation plan

Program

1. Introduction and aims

2. Basic concepts
a. Company
b. Strategy, strategic management, competitiveness, etc


3. Strategy formulation
a. Schools of strategic thinking/ strategy safari
b. Positioning model vs. resource based model

4. Business level strategy:
a. Revision of fundamental concepts and analysis tools
b. Revision of strategies (cost, differentiation, focus) and chain value
c. “Chain value disarticulation”
d. MBOs: example of Probos MBO about ProHolding

5. Value creation/ EVA

6. Corporate level strategy
a. Fundamental concepts
b. Diversification/ Portfolio management
c. Vertical integration and strategic outsourcing
d. Acquisitions
e. Internationalisation
f. Cooperative strategy

7. Strategy implementation/execution
a. Fundamental concepts
b. Balanced ScoreCard: Mobil NM&R and Epoli
c. “Leading the change “
d. Execution: dealing with inertia, overcoming organisational dysfunctions, managing resources

Mandatory literature

Hitt, Michael A.; Strategic management. ISBN: 0-324-22713-2

Complementary Bibliography

Thompson, Jr., Arthur A.; Crafting and Executing Strategy. ISBN: 978-0-07-110756-3
Grant, Robert M.; Contemporary strategy analysis. ISBN: 0-631-23136-6

Teaching methods and learning activities

Theoretical classes aim to endow students with the necessary concepts, theory and methodologies to discuss real cases in theoretical-practical classes. During the semester students have to prepare and present a case of strategic analysis based on a real company.
During the semester it will take place some sessions given by experts, which students have to attend.

Evaluation Type

Distributed evaluation with final exam

Eligibility for exams

CD: Case Discussion
PC: Presentation of the company
PIR: Presentation of the intermediate report
PFR: Presentation of the final report
E: Final Exam

Calculation formula of final grade

FG=0.1*CD+0.05*PC+0.1*PIR+0.25*PFR+0.5*E

Special assessment (TE, DA, ...)

New Special Exam. Same distributed evaluation elements.

Classification improvement

Single case study/assignment resolution (individual work) (50%) + Special Exam (50%)