Strategic Management

Description

What makes an organization unique and how does it manage to create value for its customers, employees, shareholders, and other stakeholders. That is the essence of strategy. The course Strategic Management aims at giving students insight into the importance of strategy, and how to develop (and implement) strategy while taking into account the internal and external environment of an organization and paying attention to the various stakeholders of the organiziation. Several methods, tools and theoretical frameworks will be presented that will guide students in thinking critically about the strategic choices that need to be made in organizations, and that will allow them to apply strategic management in practice. The course aims at contributing to the following learning results: The student... Analyses the environment in which an organisation is active and estimates the influence of environmental factors on the functioning of the organization (1.a). Performs an analysis of the external and internal environment in which the organisation is operating and applies the learned theories and tools/frameworks as a basis to define and implement a strategy (1.a.3). Understands and clarifies the diverse relations of the organisation with its stakeholders and integrates these insights in de development of a strategy (1.a.4). Understands basic theories, basic terms and basic concepts of strategic management and uses them to critically evaluate the organisational strategy and make proposals to adjust the latter (1.b) Explains the process of strategy formulation of an organization and is able to match  in this context classic and contemporary management theories (1.b.5) Performs an analysis of and compares various streams, mind-sets, attitudes, concepts and trends in the theory and practice of strategic management. (1.b.6) Matches theory and practice of strategic management (1.b.7) Applies relevant models/frameworks and approaches of strategic management in practice. (1.b.8) Uses the analysis of a (business) economic problem to develop and propose a solution in line with the organisational strategy (1.c) Interprets a (business) economic problem related to the strategy of an organization (1.c.1) Selects relevant models/frameworks and tools/techniques in order to frame a (business) economic problem within the strategy of an organization (1.c.2) Understands basic theories, basic terms, and basic concepts of each management domain, in particular with respect to the financial, operational, commercial and organisational activities, and applies them when solving  (business) economics problems (2.a) Critically reflects on advantages and drawbacks of the own discipline and understands the interrelations between diverse disciplines (2.a.7) Analyzes and reflects critically on scientific research in the discipline of strategic management (2.a.8) Understands and substantiates the critical importance of each management domain for a successful organisation and the coherence with other management domains (2.c) Understands the various management domains for a successful organisation and the coherence with strategy/strategic management (2.c.5) Within the different management domains, develops proposals for the implementation of a certain organisational strategy, critically analyses the consequences of them and, based on this analysis, formulates proposals to adjust the organisational strategy (2.d) Within the different management domains, develops proposals for the implementation of a certain organisational strategy, critically analyses the consequences of them and, based on this analysis, formulates proposals to adjust the organisational strategy (2.d.1) Detects the impact of regional, national and international environmental factors on corporate policies and estimates the complexity of operating in an international environment when putting together a strategy (3.a) Understands the importance of strategies for international growth (3.a.2) Enumerates and recognises the most important internationalisation strategies and processes of organisations (3.a.3)