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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:
|
Islam Jusufi
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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: |
Elective
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| Classroom and Meeting Time: |
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| Course Description: |
This course introduces master level students with the basic concepts of strategic planning and management. This course aims to explore important social, political, economic, technological, and legal forces (and their change over time), identify opportunities and threats as well as organizational strengths and weaknesses (a process known as SWOT analysis), and develop organizational strategies that capitalize on organizational strengths. This course will equip students with an understanding of strategy concept and process, and will provide some practical tools to develop strategies at functional and organizational levels.
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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 advantage |
| 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 Political Science and International Relations Program |
| 1 |
Having and using advanced knowledge and comprehension supported by textbooks including actual knowledge in political sciences and international relations literature, materials and the other scientific resources. |
3 |
| 2 |
Analyzing data, ideas and concepts of current political issues and international relations, determining complex events and topics, making discussions and developing new suggestions in accordance with researches. |
3 |
| 3 |
Having knowledge and thought about actual topics and problems together with their historical, social and cultural aspects. |
4 |
| 4 |
Introducing those who are interested in politics and international events with the topics of Political Science and IR and teaching clearly the problems and the types of solutions. |
1 |
| 5 |
Improving skills of working together with the main social science disciplines and other disciplines which are related to Political Science and International Relations. |
3 |
| 6 |
Improving critical thinking and skills in making research independently. |
4 |
| 7 |
Developing solutions about the problems and conflicts which are common in national and international arena. |
5 |
| 8 |
Improving skills for leadership and research and analyze capacity of those who is responsible with national and international ones. |
4 |
| 9 |
Knowing any foreign language enough to communicate with colleagues and understand actual researches and articles. |
1 |
| 10 |
Gaining IT skills to use computer and technology) in order to reach actual knowledge. |
1 |
| 11 |
Gaining skills to follow societal, scientific and ethic values during collecting, interpreting, conducting of data related to social and political developments. |
5 |
| 12 |
Having consciousness about human rights and environment. |
3 |
| 13 |
Gaining the skills to follow actual developments and pursue long-life learning. |
5 |
