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Academic staff member responsible for the design of the course syllabus
(name, surname, academic title/scientific degree, email address and signature)
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NA
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Lecturer (name, surname, academic title/scientific degree, email address
and signature) and Office Hours:
|
Xhimi Hysa
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Second Lecturer(s) (name, surname, academic title/scientific degree, email
address and signature) and Office Hours:
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NA
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| Teaching Assistant(s) and Office Hours: |
NA
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| Language: |
English
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| Compulsory/Elective: |
Compulsory
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| Classroom and Meeting Time: |
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| Course Description: |
The major functions of top management, the major problems that affect the success in the total organization, and the decisions that determine the direction of the enterprise. Heavy emphasis on the ethical-social responsibility with implications in strategic decision making, including value chain analysis, and internal, external, and global considerations. Includes case studies, special reports, and seminar discussion of firm management problems
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| Course Objectives: |
The goal of this course is to inform and familiarize students with what strategic management means to today’s global world. Often people are unaware of how the strategy-making process affects them. We are all used to going to work and going into companies such as restaurants, stores, and banks, and buying the goods and services we need to satisfy our many needs. However, the actual strategic management activities and processes that are required to make these services available to us commonly go unappreciated. Similarly, we might know that companies exist to make a “profit,” but what is profit, how is it created, and what is profi t used for? Moreover, what are the actual strategic management activities involved in the creation of service, and why is it that some companies seem to be more effective and more “profitable” than others? Hence, this course has been structured to address these issues. The goal is to explain in a clear, comprehensive, but concise way why strategic management is important to people, the companies they work for, and the society in which they live. Consequently, to provide the overall “big picture” of what strategic management is, what strategic managers do, and how the strategy-making process affects company performance. The book provides a focused, integrated approach that gives students a solid understanding of the nature, functions, and main building blocks of strategic management. Despite of the schematic view of Strategic Management, the course offers also integrated materials from influential scholars such as Peter Drucker and Henry Mintzberg in order to develop a critical thinking approach on students.
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| Week |
Topics |
| 1 |
The Strategy-Making Process |
| 2 |
Stakeholders, The Mission, Governance, and Business Ethics |
| 3 |
External Analysis: The Identification of Opportunities and Threats |
| 4 |
Building Competitive Advantage |
| 5 |
Business-Level Strategy and Competitive Positioning |
| 6 |
Strategy in the Global Environment |
| 7 |
Corporate-Level Strategy and Long-Run Profitability |
| 8 |
Strategic Change: Implementing Strategies to Build and Develop a Company |
| 9 |
Implementing Strategy Through Organizational Design |
| 10 |
Viable Systems Approach: strategy from deciding to acting |
| 11 |
Peter Drucker's thoughts on Strategy: on mission, customers, and results |
| 12 |
Peter Drucker's thoughts on Strategy: on business theory, innovation, executives, and people |
| 13 |
Henry Mintzberg's thoughts on Strategy: the fall and rise of strategic planning |
| 14 |
Final reflections from the art of stratagems |
| 1 |
Actively think about and engage in strategic management issues and decision making |
| 2 |
Designing and formulating effective strategies |
| 3 |
Understanding the relation between mission, strategy, structure, and performance |
| 4 |
Implementing efficiently the strategy |
| 5 |
Creating a sustainable competitive advange |
| 6 |
Navigate on change and complexity |
| 7 |
Building resources, capabilities, and competencies |
| 8 |
Becoming a critical and systems thinker on dealing with yourself, employees, and stakeholders |
| No |
Program Competencies |
Cont. |
| Master of Science in Banking and Finance Program |
| 1 |
The students are gained the ability to look at the problems of daily life from a broader perspective. They gain the needed skills not only to understand economic problems in banking and finance but also to construct a model and defend in meaningful way. |
5 |
| 2 |
They have knowledge about the finance and banking. |
2 |
| 3 |
They have knowledge about the money and banking. |
1 |
| 4 |
They have knowledge about the international finance and banking. |
1 |
| 5 |
They have ability to use mathematical and statistical methods in banking and finance. |
1 |
| 6 |
They know how to use computer programs in both daily office usage and statistical data evaluations in banking and finance department. |
1 |
| 7 |
They have necessary banking and finance skills that needed in private and public sector. |
1 |
| 8 |
They are intended to be specialist in one of departmental fields that they choose from the list of general economics, finance economics, public finance, corporate finance, finance management, international finance markets and institutions, banking and central banking, international finance and banking, money and banking, international trade and banking. |
1 |
| 9 |
They have ability to utilize fundamental economic theories and tools to solve economic problems in banking and finance. |
3 |
| 10 |
They are aware of the fact that banking and finance is a social science and they respect the social perspectives and social values of the society’s ethics. |
5 |
