FACULTY OF BUSINESS
Department of Business Administration
BA 402 | Course Introduction and Application Information
Course Name |
Business Policy
|
Code
|
Semester
|
Theory
(hour/week) |
Application/Lab
(hour/week) |
Local Credits
|
ECTS
|
BA 402
|
Spring
|
3
|
0
|
3
|
6
|
Prerequisites |
None
|
|||||
Course Language |
English
|
|||||
Course Type |
Required
|
|||||
Course Level |
First Cycle
|
|||||
Mode of Delivery | face to face | |||||
Teaching Methods and Techniques of the Course | DiscussionGroup WorkProblem SolvingCase StudyQ&ACritical feedbackLecture / Presentation | |||||
Course Coordinator | ||||||
Course Lecturer(s) | ||||||
Assistant(s) |
Course Objectives | This course aims at enhancing the knowledge and skills of students about the basic concepts of strategic management, environmental scanning, strategy formulation, and strategy implementation and control. |
Learning Outcomes |
The students who succeeded in this course;
|
Course Description | This course covers various topics related with strategic management and business policy. Basic concepts of strategic management, the issues of corporate governance and social responsibility and ethics are first discussed. Scanning external and internal environment, specifying organizational mission, goals and core competences, formulating corporate and functional strategies, followed by strategy implementation, evaluation and control are the main topics to be discussed. Case studies related with these topics are analyzed. In discussing these topics, the issues of globalization, innovation, sustainability, and applicability of strategic management concepts to Turkish business context are also discussed. |
|
Core Courses |
X
|
Major Area Courses | ||
Supportive Courses | ||
Media and Management Skills Courses | ||
Transferable Skill Courses |
WEEKLY SUBJECTS AND RELATED PREPARATION STUDIES
Week | Subjects | Related Preparation |
1 | Introduction to the Course | |
2 | The Basic Concepts of Strategic Management | Wheelen et al (2018) Chapter 1 M. E. Porter. 1996. What is strategy? Harvard Business Review’s Must-Reads on Strategy, pp.4-24. |
3 | Corporate Governance | Wheelen et al (2018) Chapter 2 Robert C. Pozen. 2010. The Case for Professional Boards. Harvard Business Review, December, pp. 50-58. |
4 | Social Responsibility and Ethics in Strategic Management | Wheelen et al (2018) Chapter 3 M. E. Porter & M. R. Kramer. 2011. Creating Shared Value. Harvard Business Review, January, 62-77 |
5 | Environmental Scanning and Industry Analysis | Wheelen et al (2018) Chapter 4 M. E. Porter. 2008. Five Competitive Forces that Shape Strategy. Harvard Business Review’s Must-Reads on Strategy, pp. 25-40. |
6 | Organizational Analysis and Competitive Advantage | Wheelen et al (2018) Chapter 5 Collis, D.J. & Montgomery, C.A. (2008). Competing on Resources. Harvard Business Review, 86(7/8), pp. 140-150 |
7 | Strategy Formulation: Business Strategy | Wheelen et al (2018) Chapter 6 Kim, W. C. & Mauborgne, R. (2004). Blue Ocean Strategy. Harvard Business Review’s Must-Reads on Strategy pp. 69-80. |
8 | Midterm Exam | |
9 | Strategy Formulation: Corporate Strategy | Wheelen et al (2018) Chapter 7 |
10 | Strategy Formulation: Functional Strategy | Wheelen et al (2018) Chapter 8 |
11 | Strategy Implementation: Global Strategy | Wheelen et al (2018) Chapter 9 |
12 | Strategy Implementation: Organizing-Structure | Wheelen et al (2018) Chapter 10 |
13 | Strategy Implementation: Staffing-Directing | Wheelen et al (2018) Chapter 11 |
14 | Evaluation and Control | Wheelen et al (2018) Chapter 12 |
15 | Review of The Semester | |
16 | Final Exam |
Course Notes/Textbooks | Wheelen, T. L., Hunger, J. D., Hoffman, A. N., & Bamford, C. E. 2018. Strategic Management and Business Policy: Globalization, Innovation and Sustainability, Global Edition, 15/E. Pearson. ISBN 10: 1-292-21548-8 |
Suggested Readings/Materials | Supplementary readings given above. |
EVALUATION SYSTEM
Semester Activities | Number | Weigthing |
Participation | ||
Laboratory / Application | ||
Field Work | ||
Quizzes / Studio Critiques | ||
Portfolio | ||
Homework / Assignments | ||
Presentation / Jury | ||
Project |
1
|
30
|
Seminar / Workshop | ||
Oral Exams | ||
Midterm |
1
|
30
|
Final Exam |
1
|
40
|
Total |
Weighting of Semester Activities on the Final Grade |
2
|
60
|
Weighting of End-of-Semester Activities on the Final Grade |
1
|
40
|
Total |
ECTS / WORKLOAD TABLE
Semester Activities | Number | Duration (Hours) | Workload |
---|---|---|---|
Theoretical Course Hours (Including exam week: 16 x total hours) |
16
|
3
|
48
|
Laboratory / Application Hours (Including exam week: '.16.' x total hours) |
16
|
0
|
|
Study Hours Out of Class |
14
|
2
|
28
|
Field Work |
0
|
||
Quizzes / Studio Critiques |
0
|
||
Portfolio |
0
|
||
Homework / Assignments |
0
|
||
Presentation / Jury |
0
|
||
Project |
1
|
32
|
32
|
Seminar / Workshop |
0
|
||
Oral Exam |
0
|
||
Midterms |
1
|
25
|
25
|
Final Exam |
1
|
35
|
35
|
Total |
168
|
COURSE LEARNING OUTCOMES AND PROGRAM QUALIFICATIONS RELATIONSHIP
#
|
Program Competencies/Outcomes |
* Contribution Level
|
||||
1
|
2
|
3
|
4
|
5
|
||
1 | To be able to solve problems with an analytical and holistic viewpoint in the field of business administration. |
X | ||||
2 | To be able to present the findings and solutions to the business problems in written and oral formats. |
X | ||||
3 | To be able to interpret the application of business and economic concepts, and philosophies at the national and international levels. |
X | ||||
4 | To be able to use innovative and creative approach for real-life business situations. |
X | ||||
5 | To be able to demonstrate leadership skills in different business situations. |
X | ||||
6 | To be able to interpret the reflections of new technologies and softwares to business dynamics. |
|||||
7 | To be able to integrate knowledge gained in the five areas of business administration (marketing, production, management, accounting, and finance) through a strategic perspective. |
X | ||||
8 | To be able to act in accordance with the scientific and ethical values in studies related to business administration. |
X | ||||
9 | To be able to work efficiently and effectively as a team member. |
X | ||||
10 | To be able to have an ethical perspective and social responsiveness when making and evaluating business decisions. |
X | ||||
11 | To be able to collect data in the area of business administration and communicate with colleagues in a foreign language ("European Language Portfolio Global Scale", Level B1). |
|||||
12 | To be able to speak a second foreign at a medium level of fluency efficiently. |
|||||
13 | To be able to relate the knowledge accumulated throughout the human history to their field of expertise. |
*1 Lowest, 2 Low, 3 Average, 4 High, 5 Highest
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