Business Strategies (5 cr)

Evaluation scale

0-5

Content scheduling

During the course, independent learning assignments and interactive and collaborative webinars and group discussions will alternate.

The group project completed during the course will examine the course themes in working life based on independent and collaborative working.

At the end of the course, a personal final assignment will be completed independently, making use of all the lessons learned during the course.

Objective

The object of the course
After completing the course, you will be able to utilise different kinds of tools when making strategic choices.

Course competences
Proactive development
Learning to learn
Operating in a workplace
Business Competence


The learning objectives of the course
You are familiar with the principal concepts, theories and models of strategic leadership and understand their utilisation when making strategic choices. You understand the significance of strategy as a business development tool. You understand the significance of strategy in your own work and the significance of your work for the strategy of your organisation.

Content

Basic concepts of strategic management
Environment analyses
Internal analyses
Synthesis analyses
Megatrends
Added value and the value chain
Business strategies
Competitive advantage / competitiveness
Strategic flexibility

Location and time

The cource will be implemented 100% on-line.

Materials

Doz, Y. & Kosonen, M. (käännös Laukkanen, M.) 2008. Nopea strategia: miten strateginen ketteryys auttaa pysymään kilpailun kärjessä. Helsinki: Talentum. Kamensky, M. 2009. Strateginen johtaminen: Menestyksen timantti. Helsinki: Talentum. (Ks. myös aiemmat painokset) Vuorinen, T. 2013. Strategiakirja. Helsinki: Talentum. Kehusmaa, K. 2010. Strategiatyö: Organisaation voimanlähde. Helsinki: Kauppakamari.Kim, W.C. & Mauborgne, R. 2005. Sinisen meren strategia. Helsinki: Talentum. Lindroos, J. E. & Lohivesi, K. 2004. Onnistu strategiassa. Helsinki: WSOYpro. (myös e-kirjana) Suominen K., Karkulehto K., Sipponen J. & Hämäläinen V. 2012. Esimies strategiavaikuttajaksi. Helsinki: Sanoma Pro.Åhman H. ja Runola J. 2006. Strategia on kuollut? Eläköön tulevaisuus! Helsinki: Edita.

Teaching methods

The teaching during the course will proceed by themes.

Interactive introduction to the themes and learning assignments
Independent study and theme-specific learning assignments, theme-specific self-assessments
Group discussions and peer learning
Group excercice/strategy game and its analysis
Self-reflection
Litterature analysis
Personal final assignment

Employer connections

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Exam schedules

The theme-specific learning assignments must be completed and returned during the course.
Group discussions must be attended to in accordance with the course timetable.
The personal final assignment must be returned in May 2022, exact date will be announced at the beginning of the course.
The retake of the personal final assignment and the group project is possible in May 2022, the exact date will be announced at the beginning of the course in January 2022.

Completion alternatives

Accreditation (replacement and inclusion)
Recognition of prior learning and experience acquired in other ways
Studification
More detailed instructions can be found from the Degree Regulations and the Study Guide.

Student workload

Preparing for webinars to complete theme-specific learning assignments, self-assessment 44 h
Interactive and collaborative webinars 16 h
Strategy game and analysis 15 h
Litterature analysis
Completing the personal final assignment 40 h
Voluntary guidance

Assessment criteria, satisfactory (1)

Sufficient 1
You are familiar with the principal concepts, theories, and models of strategic leadership and understand their utilisation when making strategic choices. You understand the significance of strategy as a business development tool. You understand the significance of strategy in your own work and the significance of your work for the strategy of your organisation.

Satisfactory 2
You are familiar with the principal concepts, theories, and models of leadership and understand their relationship to the questions of practical leadership. You understand the significance of strategy as a business development tool. You are able to apply strategy in your own work.

Assessment criteria, good (3)

Good 3
You are well aware of the strategy-related basic concepts, theories, and methods and understand their connection to your own work. You are able to utilise analysed data and substantiate your action proposals related to development. You are able to analyse and assess the company’s operating environment, market demand and customer and competitive situation on a superficial basis with the help of strategic analyses.

Very Good 4
You understand and are able to assess theories, key concepts, and methods related to strategy work and substantiate their use as a tool for business development. You are able to apply your theory-level understanding on a practical level. You are able to utilise well-researched knowledge in the development work and are able to carry out development work related to the strategy work.

Assessment criteria, excellent (5)

Excellent 5
You understand and are able to critically assess theories, key concepts, and methods related to strategy work and substantiate their use as a tool for business development. You are able to utilise theories in the strategic level assessment of different areas of business and are capable of adopting an analytic approach. You are capable of critical and analytical strategic level assessment of different areas of business.

Qualifications

Basic concepts and theories in management and leadership.

Further information

Litterature analysis, 0-5 (30% of the final evaluation)
Personal final assignment, 0-5 (70% of the final evaluation)
Self-assessment (passed/not passed)
Theme-specific learning assessments (passed/not passed)