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| FINA0044-5 | Strategic Performance Management
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| Duration : | 30h Th |
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| Credits/ECTS : |
| Advanced Master in Financial Risk Management | | First semester | | 3 |
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| Master in Management Sciences, in-depth approach, 1st year | | Second semester | | 5 |
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| Master in Management Sciences, didactic approach, 1st year | | Second semester | | 5 |
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| Master en sciences de gestion, à finalité spécialisée en banking and asset management, 1st year | | Second semester | | 5 |
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| Master in Management Sciences, professional Focus in Entrepreneurship, 1st year | | Second semester | | 5 |
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| Master en sciences de gestion, à finalité spécialisée en financial analysis and audit, 1st year | | Second semester | | 5 |
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| Master in Management Sciences, professional Focus, 1st year | | Second semester | | 5 |
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| Master en sciences de gestion, à finalité spécialisée en management humain et organisation, 1st year | | Second semester | | 5 |
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| Master in management Sciences, professional focus in management, 1st year | | Second semester | | 5 |
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| Master en sciences de gestion, à finalité spécialisée en management des entreprises sociales, 1st year | | Second semester | | 5 |
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| Master en sciences de gestion, à finalité spécialisée en intelligence stratégique et marketing, 1st year | | Second semester | | 5 |
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| Holder(s) : | Gabriele Catania |
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| Language : | English language |
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| Course contents : | Business value management
Stakeholders' theory and agency cost
Creating and developing strategies
Strategy execution : Mapping, balanced Scorecard, road map
Holistic view of business system and performance: performance management and measurement |
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| Course objective : | After this seminar, students should be able to:
master basic concepts of business value management ;
integrate in a holistic view business systems and the relationship among their components such as strategy, people, management systems, working processes and leadership, as well as taking into account stakeholders perspectives, change management dimensions and performances management and measurement ;
understand best practices to develop and implement strategies through situation appraisal, competition analysis and environmental scan ;
use tools such as Porter's models (Five forces model and value chain analysis), PESTEL Analysis, SWOT Analysis, Balanced Scorecard, etc. ;
map strategies and setting effective performance objectives ;
determine the maturity stage of a Performance Management System ;
assess effectiveness of strategy execution. |
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| Prerequisites : | Management accounting (General, analytical, budgeting)
Financial mathematics (basics) |
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| Written notes : | Power Point Presentations posted on Lol@
Syllabus on Lol@
Articles file including :
Kaplan, R., & Norton, D. (1992). The Balanced Scorecard - Measures that drive performance. Harvard Business Review, 70-79.
Kaplan, R., & Norton, D. (2008). Mastering the Management System [Electronic version]. Harvard Business Review, 63-77.
Porter, M. (2008). The Five Competitive Forces that Shape Strategy. Harvard Business Review, 79-93.
Epstein, M. & Manzoni, J-F. (1998). Implementing Corporate Strategy : From Tableaux de Bord to Balanced Scorecards. European Management Journal (Vol 16.2), 190-203.
Extra lecture :
Kaplan, R., Norton, D. (2004). Strategy Maps: Converting intangible assets into convertible outcomes. USA: Harvard Business School.
Kaplan, R., Norton, D. (2008). The Execution Premium : Linking Strategy to Operations for Competitive Advantage. USA: Harvard Business School Press. |
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| Assessment : | The evaluation is twofold:
Multiple choice questionnaire based on the lecture of scientific articles file (25 to 35 % of the final grade)
Written examination to test knowledge and skills in relationship with the seminar objectives (75 to 65 % of the final grade). |
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| Contacts : | Assistant :
Giuseppina Capodici
tél : 04/232 72 63
Giuseppina.Capodici@ulg.ac.be |
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