 | | |
| Version 2012-2013 |
|
| GEST3029-1 | International Strategy
|
|
| Duration : | 18h Th |
|
| Number of credits : |
| Master en droit, à finalité spécialisée en gestion, 1st year | | 3 |
|
| Master in Management Sciences, in-depth approach, 1st year | | 3 |
|
| Master degree in Management, didactic approach, 1st year | | 3 |
|
| Master degree in Management, professional focus in Banking and Asset Management, 1st year | | 3 |
|
| Master degree in Management, professional focus in Law, 1st year | | 3 |
|
| Master degree in Management, professional focus in Entrepreneurship, 1st year | | 3 |
|
| Master degree in Management, professional focus in Financial Analysis and Audit, 1st year | | 3 |
|
| Master in Management Sciences, professional Focus, 1st year | | 3 |
|
| Master degree in Management, professional focus in Human Management and Organization, 1st year | | 3 |
|
| Master degree in Management, professional focus in Management, 1st year | | 3 |
|
| Master en sciences de gestion, à finalité spécialisée en marketing and strategic intelligence, 1st year | | 3 |
|
| Master degree in Management, professional focus in Social Entreprise Management, 1st year | | 3 |
|
| Master degree in Management, professional focus in Strategic Intelligence and Marketing, 1st year | | 3 |
|
| Master degree in Management | | 3 |
|
|
|
| Lecturer : | Nathalie Crutzen, Thomas Froehlicher |
|
| Coordinator : | Thomas Froehlicher |
|
Language(s) of instruction :
|
| English language |
|
Organisation and examination :
|
| Teaching in the second semester |
|
Course contents :
|
| The course will introduce and develop the fundamentals of corporate strategic thinking within a multi-polar and international context. Strategic management raises many issues. Strategy relies on an integrative approach of the different functions of firms but it corresponds also to some specific concepts, methods and methodologies, which are directly linked to the activity of leading an organization or a set of organizations.
The course on International Strategy introduces contexts, contents and processes of strategic management in an international dimension. One part of the course will be directly devoted to "international strategies" but the "international" dimension must be embedded in all dimensions introduced. |
|
Learning outcomes of the course :
|
| The course « International Strategy » is given during the second part of the academic year (between February and May). It relies directly to the key Intended Learning Outcomes of the program. International strategic thinking and management involve a transversal view of the environment and its main features and also of the organization and its various resources. The course will introduce different integrated models of analysis and tools devoted to strategic thinking.
The course will be divided equally between class teaching and conferences given by keynote speakers (mainly CEOs of large international organizations). The students will be asked to prepare actively the conferences in order to enhance the interactivity and the exchanges with the speakers. They will have to materialize this active preparation through assignments (defining strategic issues of the CEOs' firm). The course will emphasize the international dimension of strategy to prepare students for decision-making in a widely international environment and multicultural companies. It will incorporate a real "business case" solved by groups of 4-5 students presented orally.
Course Intended Learning Outcomes
Defining strategy: history of strategic thinking, definitions and the strategy purpose
Developing two main abilities among the students :
The capacity to map the strategic position of the firm (external, internal, SWOT analysis to identify key success factors and distinctive competences);
The ability of defining the strategic choices at a business-level and at a corporate-level, international strategies and strategic alliances at a network-level;
Introducing the practice of strategy, strategy in action and the general framework expected to solve real "case studies".
This course contributes to the following Intended Learning Outcomes :
ILO-1 : To strengthen knowledge and understanding of management disciplines and its legal, policy and social context ILO-3 : To understand, in management situations, the transversal tools of quantitative reasoning, information systems and project management
ILO-4 : To acquire the capacity to research autonomously and methodically the information needed to solve a complex, transversal management problem,
ILO-5 : Integrate autonomously researched information, tools, knowledge and context to build and propose, either individually or as part of a team, original, creative and viable solutions to concrete complex management problems, whether real or simulated, taking into account, when necessary, the human, social and legal context.
ILO-6 : Ability to speak 2 foreign languages: C1 in English and B2 in one other language.
ILO-7 : Being capable of professional team work
ILO-8 : Developing leadership
ILO-9 : Developing a critical sense (arguing)
ILO-10 : Developing a transversal, global vision
ILO-11 : Creative conception of solutions
ILO-12 : Professional capacity for oral communication
ILO-13 : Professional capacity for written communication
ILO-14 : Faced with a management problem, suggesting solutions that are ethical and socially responsible and that respect the principles of good governance. |
|
Prerequisites and co-requisites/ Recommended optional programme components :
|
| To take benefit of this course, students must have a clear understanding of the nature of organizations, economics and industries/sectors/markets dynamics and, at the same time, the basis of each main functions of the firm (Finance, Human Resources, Logistics and supply chain, Marketing).
Workshops
Each course will be followed by a conference given by the CEO of an international company, from various sectors and organizations. |
|
Planned learning activities and teaching methods :
|
| |
|
Mode of delivery (face-to-face ; distance-learning) :
|
| The course will mix theoretical lessons, cases and illustrations with six conferences given by CEOs of major international companies.
What is Strategy in a nutshell by M. Porter http://www.youtube.com/watch?v=ibrxIP0H84M |
|
Recommended or required readings :
|
| Bibliography
The course will be based on the following book. We suggest that students acquire it as it will remain the manual of reference in the course "CSR and Strategy" in the second year of the master in science management:
G. Johnson, K. Scholes, R. Whittington,(2008), "Exploring Corporate Strategy, Text & Cases", Pearson, FT Prentice Hall, 8th Edition.
Other books are recommended for further readings:
I. Ansoff, (1965), "Corporate Strategy: An analytic Approach to Business Policy for Growth and Expansion", Mc Graw Hill
B. De Witt, R. Meyer, (2010), "Strategy: Process, Content, Context, An International Perspective", South-Western CENGAGE Learning
R. M. Grant, (2008), "Contemporary Strategy Analysis", Blackwell
Learned E.P., Christensen C.R., Andrews K.R., Guth W.D., (1965), "Business Policy, Texts and Cases", Irwin, 1965
H. Mintzberg, Ahlstrand B., Lampel J., (1998), "Strategy Safary, A Guided Tour Through the Wilds of Strategic Management", Prentice Hall (see French translation)
M. Porter, (1985), "Competitive Advantage", The Free Press (see French translation) |
|
Assessment methods and criteria :
|
| 70% of the mark will be based upon the "business case". Students will present orally their resolution of the case and a written synthesis. They will assess the level of participation of each member of the group individually and anonymously to assure an equal effort distribution among the group.
30% of the mark will be assessed through a continuous engagement in the preparation of the conferences by CEOs, measured by a written individual assignment sent before the conference on the School's Lol@ platform.
The students who will fail during the first session will be assessed individually on the basis of a "business case" (oral presentation supported by a written document) for 70% of the mark. They will keep their mark concerning the assignments (30%) unless they can clearly demonstrate their inability for doing so during the academic year. In this case, they will have 100% of their mark on the basis of the "business case".
Attendance to courses and conferences being strictly compulsory. |
|
Work placement(s) :
|
| |
|
Organizational remarks :
|
| The students will find more details on the conferences, documents to read and information on possible changes occuring during the period of the course on Lol@ educational resources platform of HEC-ULg. |
|
Contacts :
|
| Thomas.Froehlicher@ulg.ac.be |
|
|
| |
