Estratégia e Competitividade Empresarial

Código:

ESG0020

Sigla:

ECE

Áreas Científicas
Classificação	Área Científica
OFICIAL	Economia

Ocorrência: 2012/2013 - 1S

Ativa?	Sim
Unidade Responsável:	Departamento de Engenharia e Gestão Industrial
Curso/CE Responsável:	Mestrado em Engenharia de Serviços e Gestão

Ciclos de Estudo/Cursos

Sigla	Nº de Estudantes	Plano de Estudos	Anos Curriculares	Créditos UCN	Créditos ECTS	Horas de Contacto	Horas Totais
MESG	16	Plano de estudos oficial a partir de 2007/08	2	-	6	56	162

Língua de trabalho

Português

Objetivos

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

Programa

1. Introduction and objectives (APG)

2. Basic concepts (APG)
a. Company
b. Enterprise, Strategic management, Competitiveness, etc

3. Strategy formulation (APG)
a. The schools of strategic thinking/ strategy safari
b. Positioning model vs. resource based model

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

5. Creation of value /EVA (JRS)

6. Corporate level strategy
a. Fundamental concepts (APG)
b. Diversification/Portfolio Management (JRS)
c. Vertical integration and strategic outsourcing (APG)
d. Acquisitions (CMS)
e. Internationalisation (MPS ?)
f. Collaborative strategy (AM ?)

7. Strategy implementation/execution
a. Fundamental concepts (APG)
b. Balanced ScoreCard: Mobil NM&R and Epoli examples (JRS)
c. “Leading the change” (CMS)

Bibliografia Obrigatória

Hitt, Michael A.; Strategic management. ISBN: 0-324-11479-6

Bibliografia Complementar

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

Métodos de ensino e atividades de aprendizagem

Theoretical classes aim to endow students with the necessary conceptual, theoretical and methodological knowledge to discuss real cases in theoretical-practical classes. During the semester students have to prepare and present a case of strategic analysis based in a real company.
Some sessions with guest managers will take place during the semester. Attendance to the sessions is compulsory.

Tipo de avaliação

Avaliação distribuída com exame final

Obtenção de frequência

PE: Presentation of the enterprise
PMR: Presentation of the mid-term report
PFR: Presentation of the final report
E: Exam

Fórmula de cálculo da classificação final

Mark= 0.05*PE+0.10*PMR+0.35*PFR+0.50*E

Avaliação especial (TE, DA, ...)

Exam (50%) & Individual Assignment (50%)

Melhoria de classificação

New Exam. Same distributed evaluation elements