Strategic Management
Module: Management
Matter: Dirección estratégica
Main language of instruction: Spanish
Strategic direction pretends introduce students into the basic principles for strategic management of an organization. How are the decisions affecting the future of the organizations being taken? How can they be implemented with success? How are these decisions affecting to the rest of the organization? ¿How the communication should be working in order to align all the organization towards the strategic objectives taken from the top management?
No prerequisites are established
1. Ability to plan technical resources
2. Ability to plan human resources
3. Ability to plan (personal, material, temporal ...) own resources
11. Ability to make judgments and well argued critical assessments.
17. Ability to face difficulties and solve problems
23. Ability to develop a budget
26. Ability to coordinate and / or coordinated a team
88. Ability to relate to people and the environment without losing autonomy
89. Ability to create synergies in work teams
91. Preparing to take risks
92. Capacity for analysis, synthesis and critical judgment
95. Ability to economic and budgetary management in its field of activity.
The program develops the different phases that constitute the process of directing an organization strategically, through addressing the following dimensions:
Chapter 1 Introduction to Strategic Management of Organizations
1. Vision, mission, corporate values, strategic objectives
1. Goals, objectives, business plan, KPI´S
1. Balance sheet finances, P&L finances
1. Strategic thinking, tactical Thinking
1. Strategy Definition
1. Company - Business; Project - Organization
Chapter 2 The Strategic Planning process
2.1 What is a Strategic Plan?
2.2 Reasons to realize a strategic plan and which are the elements that participate in it
2.3 Phases to develop a strategic plan
Chapter 3 Phase I. Analysis of the environment
3.1 Analysis of the general environment
3.2 Analysis of the competitive environment. Porter's 5 forces
3.3 Analysis of the Competitive position
Chapter 4 PHASE II. Internal analysis of the organization. Definition of the strategic capacities
4.1 Theory of the resources and capacities
4.2 Analysis of the value chain
4.3 Competencies and competitives advantages. Potential profits generation
Chapter 5 PHASE III. Strategic diagnostic
5.1 SWOT analysis
5.2 Strategic diagnostic
5.3 Development of strategic positioning Concept
Chapter 6 FASE IV. The Strategy
6.1 The model of corporative strategies
6.2 Generic corporate strategies (Cost Leadership, differentiation, specialization)
6.3 Strategic decision key factors
6.4 Desired future strategic positioning
Chapter 7 PHASE V. Implementation of the Strategy
7.1 Phases to concrete the Business Plan
7.2 Organizational design
7.3 Action Plans
7.4 KPI´S. The Balance Scorecard
7.5 The Role of Strategy in the professional and social Development of the organizations and the people
Chapter 8 Ongoing CANVAS Business Plan
8.1 CANVAS Business Plan model Introduction
8.2 Revenues Source
8.3 Costs Source
Chapter 9 The Business Scorecard (BSC)
9. Model of a BSC implementation
9.1 BSC concepts and benefits
9.2 BSC basic elements
9.3 Strategic maps
9.4 Strategic Projects
Chapter 10 Communication, Advertising and Strategy
10.1 Communication plan inside the strategy
TRAINING ACTIVITY | ECTS CREDITS |
---|---|
Seminar. This activity will consist of taking an in-depth look at specific up-to-date topics in a monographic manner-in some cases these topics will have been debated socially-, via active work in small groups. | 0,8 |
Meeting Point. Meetings will be organised with notable people from the professional and scientific fields or the international field, and students. These sessions will take the form of conferences, work sessions, discussions, or interviews, etc. | 0,4 |
Lectures. In lectures, lecturers/professors not only transmit content or knowledge, but also, and above all else, attitudes, motivation, skills and values, etc. They also ensure that participants can express their opinions and arguments to the other students. | 2,8 |
The evaluation will be continuous. the students shall deliver several written content exercices, both individually as group:
- Exercises that the students shall develop autonomously:
o Teamwork: Development of a Strategic Plan from one conrete organization.
o Individual work: Concretes businesses case studies where it's needed to apply the concepts that they will be worked during the lessons.
Also, a final exam will be placed at the end of the course.
Inside the evaluation criteria, assistant to lessons and active participation will be evaluated (presentation of the different phases of the Strategic Plan and debate about the businesses case studies)
For being able to approve the course, it is required to approve both the final exam as the teamwork, including the assistance to lessons.
Final mark = 60% final exam + 20% teamwork +10% individual work (exercices) + 10% (class participation)
Required reading:
Lectures obligatòries:
DANIEL MARTINEZ PEDROS, ARTEMIO MILLA GUTIERREZ: La elaboración del plan estratégico y su implantación a través del cuadro de mando integral. Ediciones Díaz de Santos. 2005
LUIS ANGEL GUERRAS, JOSE EMILIO NAVAS. Dirección estratégica de la empresa. Teoría y aplicaciones. Ediciones Thomson, 4ª edición 2014
Other readings:
JOHNSON, G y SCHOLES, K.: Dirección Estratégica. 7ª edición. Pearson Educación, Madrid 2006.
KOTLER, P., KARTAJAYA, H. y SETIAWAN I., Marketing 3.0. LID Editorial. Madrid, 2011.
KAPLAN, R.S. y NORTON D.P. El Cuadro de Mando Integral. 3ª edición. Gestión 2000. Barcelona, 2009
DIRECCIÓN ESTRATÉGICA DE EMPRESAS DE COMUNICACIÓN. SÁNCHEZ-TABERNERO, A.. Ediciones Cátedra (Grupo Anaya). Madrid, 2000.
GRANT, R.M.: Dirección estratégica. 5ª edición. Civitas Ediciones. Madrid, 2005.
CERVERA FANTONI, A.L. Comunicación total. ESIC. Madrid 2004.
PORTER, M.E. Estrategia competitiva: tecnicas para el analisis de la empresa y sus competidores. Pirámide. Madrid, 2009.
PORTER, M.E. Ventaja competitiva: creacion y sostenimiento de un desarrollo superior. Pirámide. Madrid, 2010.
OSTERWALDER, ALEX, Business Model Generation. Deusto, 2011