Facultatea de Științe Economice și Gestiunea Afacerilor
Str. Teodor Mihali nr. 58-60
Cluj-Napoca, RO-400951
Tel.: 0264-41.86.52-5
Fax: 0264-41.25.70
[email protected]
www.econ.ubbcluj.ro
DETAILED SYLLABUS
Strategic management
1. Information about the study program
1.1 University
1.2 Faculty
1.3 Department
1.4 Field of study
1.5 Program level (bachelor or master)
Babeș-Bolyai University
Faculty of Economics and Business Administration
Management
Finance
Bachelor
1.6 Study program / Qualification
Finance and Banks
2. Information about the subject
2.1 Subject title
Strategic Management
2.2 Course activities professor
Assoc. Prof. Cătălina Crișan
2.3 Seminar activities professor
Assoc. Prof. Cătălina Crișan
2.4 Year of study
3
2.5 Semester
1
2.6 Type of assessment C
2.7 Subject regime Elective
3. Total estimated time (teaching hours per semester)
3.1 Number of hours per week
4 out of which: 3.2 course
2
3.3 seminar/laboratory
3.4 Total number of hours in the
56 out of which: 3.5 course
28
3.6 seminar/laboratory
curriculum
Time distribution
Study based on textbook, course support, references and notes
Additional documentation in the library, through specialized databases and field activities
Preparing seminars/laboratories, essays, portfolios and reports
Tutoring
Assessment (examinations)
Others activities ...................................
3.7 Total hours for individual study
58
3.8 Total hours per semester
100
3.9 Number of credits
4
1
28
Hours
17
10
25
4
2
4. Preconditions (if necessary)
4.1 Curriculum
4.2 Skills
Not the case
Not the case
5. Conditions (if necessary)
5.1. For course
development
5.2. For seminar /
laboratory development
The theoretical and practical aspects discussed during the courses are meant to
sustain subject comprehension.
According to the discipline curriculum the seminars will be interactive. Also,
discussions and presentations will take place base on case studies and exercises that
are meant to sustain subject’s applicability.
1
NOTE: This document represents an informal translation performed by the faculty.
6. Acquired specific competences
Professional
competences
Transversal
competences
Students will have the possibility to use strategic management concepts, methods, instruments
that applied properly lead to higher performances. Also they will have the opportunity to learn
how to implement strategies at varicose levels (functional, business and corporate) and to
understand the complexity of the actions involved.
• Demonstrate concern for the improvement of professional business results by taking part in a
multidisciplinary team ;
• Undertake involvement in research, such as documenting, developing of literature
syntheses, scientific papers and articles;
• Participate in projects with scientific character and demonstrate the ability to identify training
opportunities for the future.
7. Subject objectives (arising from the acquired specific competences)
7.1 Subject’s
general objective
Ability to initiate and carry out activities meant to support an efficient the strategic
management process by gathering and using the required resources.
7.2 Specific
objectives
Understanding the use of strategic management concepts like strategy, sustainable
competitiveness, strategic management process, resources and competencies, etc.
Develops proper skills to enable the student to identify the cause of problems and provide
appropriate solutions to specific issues.
Familiarization with the market trends and the future perspective of Strategic Management.
8. Contents
8.1 Course
The Strategic Management Process
The external environment
The internal environment
Business level strategies
Teaching methods
Interactive Course
Interactive Course
Interactive Course
Interactive Course
Observations
3 lectures
2 lectures
2lectures
1 lecture
Corporate-level strategy formulation.
Interactive Course
2 lectures
The Tools of Corporate-level options
Interactive Course
1 lecture
Strategy implementation and evaluation
Interactive Course
1 lecture
Particularities of Strategic Management in Not For Profit and Governmental
Interactive Course
2 lectures
Organizations
References:
1. Borza Anca, Bordean Ovidiu-Niculae, Dobocan Ciprian Radu, Crisan Cătălina-Silvia, 2008, Management
strategic. Concepte si studii de caz, RISOPRINT , CLUJ-NAPOCA.
2. Bresser, R., Hitt, M., Heuskel, D., 2006, Winning strategies in a deconstructing world, John Wiley&Sons, USA,
3. David, F., 2013, Strategic management. Concepts and cases, Pearson/Prentice Hall, USA.
4. Dess, G., 2007, Strategic management: text and cases, McGraw-Hill/Irwin, USA.
5. Hitt, M., Hoskisson, R., Ireland, D., 2007, Management of strategy. Concepts and cases, Thomson, USA.
6. Mellahi, K., 2010, Global strategic management, Oxford University Press, UK.
7. Pearce, J., 2007, Formulation, implementation and control of competitive strategy, McGraw-Hill/Irwin, USA.
8. Thompson, J., Martin, F, 2005, Strategic management: awareness and change, South-Western Learning, UK.
9. Wheelen, T., Hunger, D., 2006, Strategic management and business policy, Pearson Education, USA.
8.2 Seminar/laboratory
1.Apple Computer Inc
2. H& M and C&A
3. Ikea and Kika
4. H& M and C&A
5.UPC and RCS
6.Project presentation
7. Drawing final conclusions and providing the seminar scores
Teaching methods
Interactive seminar
Interactive seminar
Interactive seminar
Interactive seminar
Interactive seminar
Interactive seminar
Interactive seminar
Observations
1 seminar
1 seminar
1 seminar
1 seminar
1 seminar
1 seminar
1 seminar
2
NOTE: This document represents an informal translation performed by the faculty.
References:
1. Bresser, R., Hitt, M., Heuskel, D., 2006, Winning strategies in a deconstructing world, John
Wiley&Sons, USA.
2. David, F., 2013, Strategic management. Concepts and cases, Pearson/Prentice Hall, USA.
3. Mellahi, K., 2010, Global strategic management, Oxford University Press, UK.
9. Corroboration / validation of the subject’s content in relation to the expectations coming from
representatives of the epistemic community, of the professional associations and of the representative
employers in the program’s field.
 The discipline “ Strategic management” is included in the accreditation given by the Association of Chartered
Certified Accountants (ACCA);
 This discipline will actively contribute by strengthening the students' practical skills of strategic management,
because during the courses will be invited successful managers and employees who will share their success by
providing useful examples and situations faced by them during their career.
10. Assessment (examination)
Type of activity
10.1 Assessment criteria
10.2 Assessment methods
10.4 Course
The final exam will consist of
The ability to actively participate to the
several types of questions that will
discussions during the course
Ability to adequate use of concepts, methods address specific issues from the
Strategic Management domain. In
and procedures learned
order to pass the exam the student
Active participation during the group
has to obtain at least 5 (five).
discussions based on theoretical and
practical aspects studied, and to provide
pertinent arguments.
Develop pros and cons arguments for
distinctive situations.
10.5
Ability to use correctly the concepts learned
Seminar/laboratory at the course/seminars and using them to
solve the case studies requirements.
The seminar points consist of
Ability to take decisions based on the student implication during
analysis of a given situation using the seminars (20%) and final project
methods, models and strategies learned at (40%).
the course and seminars;
Assessment of own or other peoples
arguments/contributions;
10.3 Weight in
the final grade
40%
60%
10.6 Minimum performance standard
• It is necessary to obtain a minimum grade of 5 (five) in order to pass this subject;
• The grades being granted are between 1 (one) and 10 (ten);
• Students must approach each element (question, problem) within the exam sheet;
• The exam is written and takes approximately 120 minutes;
Date of filling
Signature of the course professor
Signature of the seminar professor
10.02.2016
Assoc. Prof. Cătălina Silvia Crișan
Assoc. Prof. Cătălina Silvia Crișan
Date of approval by the department
21.03.2016
Head of department’s signature
Prof. Răzvan Nistor
3
NOTE: This document represents an informal translation performed by the faculty.