Strategic Planning

Human Resources Management and Organisational Behaviour
5 ECTS; 2º Ano, 2º Semestre, 60,0 TP + 15,0 OT

Lecturer
- Eduardo Fontão MontAlverne Brou

Prerequisites
Elements of Management and Economics.

Objectives
The purpose of this course is the Strategic Management of Organizations. It is intended to clarify the concept of Strategy, Strategic Process and Strategic Planning, as well as to transmit the evolution of concepts, models and practices of Strategic Management, reporting to the work of some of the main authors of this interdisciplinary area.
It is intended to familiarize the student with the concept of Business Strategy and Strategic Process, to transmit the main models and tools of analysis and formulation of strategy, as well as to induce the understanding of strategy formation and its emergent and deliberate practices (Strategic Planning).
A review of the Theory of Organizations will be proposed, in order to enable a final and capable study of the Strategic Process in different organizational contexts.
It is intended that students be able to identify and analyze, in context, the strategy of an organization, the processes by which it is formulated, planned and / or formed and the roles of stakeholders, and interpret their implications, being prepared to participate intelligently in the strategic process.

Program
1st UNIT: STRATEGY
I – STRATEGY: CONCEPT AND PROCESS
1. Presentation of definitions.
2. Strategic Decision, Choices and Process.
3. Strategic Intention.
4. Seminal Works in Strategic Management.
II – STRATEGY ANALYSIS AND FORMULATION
1. SWOT Analysis – K. Andrews
2. The “Economical Strategy” - K. Andrews
3. Competitive Analysis; The Positioning School (5 Forces Model – Porter).
4. Generic Strategies
5. Strategic Groups – Porter
6. Value Chain – Porter
7. Resource Based Strategy (the Resource-based view of the Firm).
8. Core Competences - Hamel & Prahalad.
9. Competing for the Future - Hamel & Prahalad.
III – STRATEGY FORMATION
1. Formal Strategic Plan
1.1. Conventional Strategic Plan.
1.2. Planning as a Numbers Game (control tool).
1.3. Budgeting as Ad Hoc Control
2. Interaction between Formulation and Execution.
3. Crafting Strategy - Mintzberg.
4. The “Honda Effect” - Pascale.
5. Variation – Selection – Retention.

2nd UNIT: THE ORGANIZATIONS (A brief Review)
I – THEORY OF ORGANIZATIONS
1. Why study Organizations?
2. Organizations Theory.
3. Organizations as a study field.
4. Defining the concept organization.
4.1 Organization: three perspectives.
4.2 Organization: three analysis levels.
5. Why do Organizations Exist?
5.1 Explanations on the perspective “rational system”.
5.2 Explanations on the perspective “natural system” and “open system”.
6. The “Total” Organization.

II - THE STRUCTURE OF ORGANIZATIONS
1. Concept revision.
2. Six basic parts of the Organization - Mintzberg.
3. Basic Characteristics and coordination mechanisms.
4. Configurations of the Organization - Mintzberg.
5. Main variables in an Organization’s structure.
6. Basic characteristics of an Organization’s structure.
7. Structure vs. dimension/age.
8. Structure and Technology
9. Structure; trends.

3rd UNIT: STRATEGY AND ORGANIZATIONAL CONTEXTS

I – STRATEGY AND THE ENTREPRENEURIAL CONTEXT (START-UP)
1. The Entrepreneurial Organization.
2. Strategy in entrepreneurial context.
II – STRATEGY AND MATURE CONTEXT
1. The Mechanistic Bureaucracy.
2. The strategic planning.
3. Conditions for strategic programming
III – STRATEGY AND DIVERSIFIED CONTEXT
1. The Diversified Organization.
2. The Divisional Structure.
3. Role of the Headquarters.
4. Types of Diversification
4.1 Vertical Integration.
4.2 Horizontal Diversification.
4.3 Diversification and core competence.
IV - STRATEGY AND INNOVATIVE CONTEXT

1. The innovative organization; basic structure.
2. The innovative organization conditions.
3. Strategy formation in an innovative context; functions of the strategic apex.

V – STRATEGY AND INTERNATIONAL CONTEXT:
Internationalization and Management of Multinational Companies

1. Traditional Approach to Management and International Development.
2. Internationalization: a learning experience
3. International Structure Stages Model - Stopford & Wells.
4. Entry Mode Decision
5. Internationalization Strategic and Organizational Models
5.1 Multinational.
5.2 Global.
5.3 International.
5.4 Transnational
5.5 Metanational
6. International Strategy and Industry Characteristics
7. Global and Local Scope of Decisions

Evaluation Methodology
Continuous assessment:Written Tests, Notes on Pratical cases, Team Work, Quality of Participation on classes.

Exam_ Written proof.

Bibliography
- Mintzberg, H. (2003). The Strategy Process. USA: Pearson Education
- Lampel, J. e Ghoshal, S. e Quinn, J. e Mintzberg, H. (2014). The Strategy Process; Concepts, Contexts, cases. UK: Pearson Education
- Jang, Y. e Ott, J. e Shafritz, J. (2005). Classics of Organization Theory. USA: Wadsworth
- Santos, J. (1992). A Gestão de Grupos Empresariais. Porto: Asa

Method of interaction
Lectures supported by class discussion and case study exercises

Software used in class