Universidad Nacional Abierta y a Distancia

Vicerrectoría Académica y de Investigación

Syllabus of the Course Strategic Management, Code 212053

1. Course Information

The Course is Part of the Unit: Escuela de Ciencias Básicas Tecnología e

Ingeniería ECBTI
Academic Degree Level: Profesional Training Field: Disciplinar
Number of Credits: 3 Course Type: Theoretical
Course Designed by: Karla Nathalia
The Course has a Re-Take Exam
Triana Ortiz
Course Updated by: Karla Nathalia Triana Ortiz
Date of Design: Tuesday, April 21, Date of Update: 4/21/2020
2020
Course Description:

Strategic Management is a theoretical course, provides a strategic approach and

management tools for organizational sustainability, prioritizing the safety of people,
equipment and facilities and the preservation of the environment.

This course is developed with the aim of strengthen managerial skills to make
decisions of great impact, providing the students with the necessary tools to lead
corporate performance to achieve strategic goals, introducing key concepts and
principles of strategy, allowing them to propose solutions to situations in a real
context.

Strategic Management is a 3 credits course, divided into three units. The first one
review general concepts and evaluation tools, the second one, formulation and
execution of the strategy at the company, finally, the third one, is geared towards
analyzing organizational behavior, in order to enhance the ability to communicate and
work effectively with others, identifying core skills of leadership.

2. Course Learning Purpose:

The course learning purpose is:

 Promote in students the ability to propose strategies that contribute to the

sustainable development of their social, economic and environmental context,

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 based on the appropriation of managerial skills, which allows them to be leaders
in companies that are at the forefront of their economic sectors.

3. Learning Outcomes:

At the end of the course the student will be able to:

Learning Outcome 1: Recognize experiences in real organizational contexts to

understand the relevance of strategic management in the leadership of companies
that are at the forefront of their economic sectors.

Learning Outcome 2: Apply strategic diagnostic tools in companies to identify their

position in the industry or market.

Learning Outcome 3: Design a strategic proposal creating value for the company,
establishing its tactics and indicators from the exploration of various theoretical
references.

Learning Outcome 4: Analyze strategies to lead teams to achieve strategic objectives

from the appropriation of different concepts framed in theories of leadership and
management of change and conflict within organizations.

4. Learning Strategy:

The Learning Strategy for the course is: Case-based strategy

This Learning Strategy is based on: Allowing students to analyze and understand
organizational problems in a real context, establishing relations between specific
situations and the contents studied along the course, with the aim of strengthening its
competences to propose creative and structured solutions.

The Learning Strategy is organized as follows:

 Phase 1: Course recognition

 Phase 2: Strategic diagnosis
 Phase 3: Strategic proposal
 Phase 4: Team leadership
 Phase 5: Final assessment
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 5. Course Contents and Bibliographic References

Unit 1: Strategic Management Vision

In this unit, the following contents will be addressed:
• Strategy
• Model of Strategic Management Process
• Strategic Direction
• External Analysis
• Internal Analysis

To address the contents, the following bibliographic references are required:

Jeyarathmm, M. Strategic Management, (pp. 4-11) Global Media, 2007. ProQuest

Ebook Central. Retrieved from: https://ebookcentral-proquest-
com.bibliotecavirtual.unad.edu.co/lib/unad-
ebooks/reader.action?docID=3011305&ppg=4

Andersen, T. J. (2013). Short Introduction to Strategic Management, (pp.29-63)

Cambridge University Press. Retrieved from:
https://bibliotecavirtual.unad.edu.co/login?url=http://search.ebscohost.com/login.as
px?direct=true&db=nlebk&AN=545665&lang=es&site=eds-
live&scope=site&ebv=EB&ppid=pp_29

GÜREL, E., & TAT, M. (2017). SWOT Analysis: A Theoretical Review. The Journal of
International Social Research. Retrieved from
http://bibliotecavirtual.unad.edu.co/login?url=http://search.ebscohost.com/login.as
px?direct=true&db=hus&AN=125204592&lang=es&site=eds-live

Virtual Information Object

Triana Ortiz, K. (15,08,2017). Porter´s Five forces. [Video]. Retrieved from:

http://hdl.handle.net/10596/12882

Virtual Learning Object

Triana Ortiz, K. (07,11,2018). Virtual Learning Object. Strategic Analysis Tools.

Retrieved from: http://hdl.handle.net/10596/22209

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Unit 2: Strategy Formulation and Execution
In this unit, the following contents will be addressed:
• Corporate Strategies
• Michael Porter´s Generic Strategies
• Strategic Plan
• Balanced Scorecard

To address the contents, the following bibliographic references are required:

Hales, G., & Mclarney, C. (2017). Uber’s Competitive Advantage vis-à-vis Porter’s
Generic Strategies. IUP Journal of Management Research, 16(4), 7–22. Retrieved
from: https://bibliotecavirtual.unad.edu.co/login?url=https://search-ebscohost-
com.bibliotecavirtual.unad.edu.co/login.aspx?direct=true&db=buh&AN=126823931&
lang=es&site=ehost-live

Jeyarathmm, M. Strategic Management. (pp. 122-130) Global Media, 2007.

ProQuest Ebook Central. Retrieved from: https://ebookcentral-proquest-
com.bibliotecavirtual.unad.edu.co/lib/unad-
ebooks/reader.action?docID=3011305&ppg=131

Masters, G. M. (2019). Simultaneous Short- Term and Long-Range Planning: Does

your organization have the right strategic plan? Healthcare Executive, 34(3), 54–57.
Retrieved from:
https://bibliotecavirtual.unad.edu.co/login?url=http://search.ebscohost.com/login.as
px?direct=true&db=buh&AN=136396933&lang=es&site=eds-live&scope=site

Kaplan, R. S., & Norton, D. P. (2007). Using the Balanced Scorecard as a Strategic
Management System. Harvard Business Review, 85(7/8), 150–161. Retrieved from:
http://bibliotecavirtual.unad.edu.co/login?url=http://search.ebscohost.com/login.as
px?direct=true&db=buh&AN=25358567&lang=es&site=eds-live

Virtual Information Object

Triana Ortiz, K. (21,04,2020). Porter´s Generic Strategies. [Video]. Retrieved from:

https://repository.unad.edu.co/handle/10596/33487

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Unit 3: Organizational Behaviour
In this unit, the following contents will be addressed:
• Change Management
• Conflict Management
• Leadership
• Team Building

To address the contents, the following bibliographic references are required:

Facebook Poised for Exodus of Current Employees. (2018). The New American, 24,
7. Retrieved from:
https://bibliotecavirtual.unad.edu.co/login?url=http://search.ebscohost.com/login.as
px?direct=true&db=edsgao&AN=edsgcl.568726484&lang=es&site=eds-
live&scope=site

Hiriyappa, B. (2009). Organizational Behavior (pp.184-195). New Age International.

Retrieved from:
https://bibliotecavirtual.unad.edu.co/login?url=http://search.ebscohost.com/login.as
px?direct=true&db=nlebk&AN=268251&lang=es&site=eds-
live&scope=site&ebv=EB&ppid=pp_184

McManus, J. (2006). Leadership : Project and Human Capital Management (pp.1-

21). Butterworth-Heinemann. Retrieved from:
https://bibliotecavirtual.unad.edu.co/login?url=http://search.ebscohost.com/login.as
px?direct=true&db=nlebk&AN=189617&lang=es&site=eds-
live&scope=site&ebv=EB&ppid=pp_1

6. Organization of Weekly Academic Activities

Initial Moment:

Phase 1 Course recognition

To be developed from week 1 to week 1Choose an option.
This responds to Learning Outcome: 1

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The activities are: Review the course contents, identify the Skype group, post the
personal presentation, read the case, write an article review and consolidate the final
work.

Intermediate Moment

Phase 2 Strategic diagnosis

To be developed from week 2 to week 3
This responds to Learning Outcome: 2
The activities are: Read and review the bibliography for Unit 1, analyze the case, post
a video identifying the case problem, solve the strategic diagnosis and consolidate the
final work.

Phase 3 Strategic proposal

To be developed from week 4 to week 5
This responds to Learning Outcome: 3
The activities are: Read and review the bibliography for Unit 2, analyze the case, post
a video identifying the case problem, design the strategy, the Strategic Plan, the
Balanced Scorecard and consolidate the final work.

Phase 4 Team leadership

To be developed from week 6 to week 7
This responds to Learning Outcome: 4
The activities are: Read and review the bibliography for Unit 3, analyze the case, post
a video identifying the case problem, proposed organizational behavior strategies and
consolidate the final work.

Final Moment

Phase 5 Final Assessment

To be developed from week 8 to week 8
This responds to Learning Outcome: 1, 2, 3 and 4
The activities are: Reply to the questionnaire Final Assessment (POC) evidencing the
appropriation of the contents studied along the course.

7. Teacher’s Support

To develop the course activities, you will have the support of a teacher or tutor. The
options for this academic support are:
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  Virtual Campus E-mail
 Collaborative Forums
 Skype Sessions
 Online Conference Sessions or Web Conferences

8. Course Evaluation Plan

Initial Evaluation Moment:

Phase 1
This responds to Learning Outcome: 1
The evaluation criteria are:
 Recognize the importance of Generic Strategy in the real context of companies
 Present the document according to the format and guidelines specified

The learning evidences are: A PDF document including the article review explaining
the importance of outlining the company´s strategy and plans.

The highest score for this activity is 25 points, corresponding to 5% of the course
evaluation.

Intermediate Evaluation Moment:

Phase 2
This responds to Learning Outcome: 2
The evaluation criteria are:
 Participate in the strategic diagnosis, appropriating the tools and applying
them correctly
 Evaluate the position of the company in the industry or market from the
development of the strategic diagnosis
 Present the document according to the format and guidelines specified

The learning evidences are: A PDF document consolidating the analysis and
evaluation of the strategic situation of the company.

The highest score for this activity is 120 points.

Phase 3
This responds to Learning Outcome: 3
The evaluation criteria are:

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  Participate in the formulation of the proposed strategy, exploring different
theoretical references
 Formulate a strategic proposal based on theoretical references, which
generates value for the company
 Participate in the design of the proposal for the execution and control of the
strategy
 Design the appropriate tools to guarantee the execution and control of the
strategy
 Present the document according to the format and guidelines specified

The learning evidences are: A PDF document consolidating the proposal to solve the
situation of the company.

The highest score for this activity is 120 points.

Phase 4
This responds to Learning Outcome: 4
The evaluation criteria are:
 Participate in the design of organizational behavior strategies, appropriating
the concepts and analyzing them in a corporative context
 Analyze the of organizational behavior strategies as a relevant factor to lead
teams towards the company´s goals
 Present the document according to the format and guidelines specified

The learning evidences are: A PDF document consolidating the strategies in relation
to the organizational behavior of the team.

The highest score for this activity is 110 points.

The highest score for this evaluation moment is 350 points, corresponding to 70% of
the course evaluation.

Final Evaluation Moment:

Phase 5
This responds to Learning Outcome: 1, 2, 3 and 4
The evaluation criteria are:
 Select the right answer for questions of multiple choice - only one answer

The learning evidences are: A questionnaire answered within the indicated dates

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The highest score for this activity is 125 points, corresponding to 25% of the course
evaluation.