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| Version 2013-2014 |
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| FINA0044-5 | Strategic Performance Management
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| Duration : | 30h Th |
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| Number of credits : |
| One-year preliminary programme leading to the Master in Business Engineering | | 5 |
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| Master in Management Sciences, in-depth approach, 1st year | | 5 |
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| Master degree in Management, didactic approach, 1st year | | 5 |
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| Master degree in Management, professional focus in Banking and Asset Management, 1st year | | 5 |
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| Master en sciences de gestion à finalité spécialisée en digital marketing and sales management, 1st year | | 5 |
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| Master degree in Management, professional focus in Entrepreneurship, 1st year | | 5 |
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| Master degree in Management, professional focus in Financial Analysis and Audit, 1st year | | 5 |
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| Master in Management Sciences, professional Focus, 1st year | | 5 |
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| Master degree in Management, professional focus in Human Management and Organization, 1st year | | 5 |
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| Master degree in Management, professional focus in Management, 1st year | | 5 |
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| Master en sciences de gestion, à finalité spécialisée en marketing and strategic intelligence, 1st year | | 5 |
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| Master degree in Management, professional focus in Social Entreprise Management, 1st year | | 5 |
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| Master degree in Management, professional focus in Strategic Intelligence and Marketing, 1st year | | 5 |
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| Lecturer : | Gabriele Catania |
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Language(s) of instruction :
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| English language |
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Course contents :
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| 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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Learning outcomes of the course :
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| 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.
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-2 : Gaining the knowledge and understanding of one of the proposed fields of concentration or to gain deep knowledge in the field of the management being already specialized thru a first University Master Degree .
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-7 : Being capable of professional team work
ILO-9 : Developing a critical sense (arguing)
ILO-10 : Developing a transversal, global vision
ILO-11 : Creative conception of solutions
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. |
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Prerequisites and co-requisites/ Recommended optional programme components :
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| Management accounting (General, analytical, budgeting)
Financial mathematics (basics) |
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Planned learning activities and teaching methods :
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Mode of delivery (face-to-face ; distance-learning) :
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Recommended or required readings :
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| 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 methods and criteria :
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| 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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Work placement(s) :
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Organizational remarks :
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Contacts :
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| Assistant :
Giuseppina Capodici
tél : 04/232 72 63
Giuseppina.Capodici@ulg.ac.be |
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