Course syllabus adopted 2021-02-26 by Head of Programme (or corresponding).
Overview
- Swedish nameStrategy creation and change
- CodeTEK280
- Credits7.5 Credits
- OwnerMPMEI
- Education cycleSecond-cycle
- Main field of studyIndustrial Engineering and Management
- DepartmentTECHNOLOGY MANAGEMENT AND ECONOMICS
- GradingTH - Pass with distinction (5), Pass with credit (4), Pass (3), Fail
Course round 1
- Teaching language English
- Application code 26118
- Maximum participants90 (at least 10% of the seats are reserved for exchange students)
- Minimum participants40
- Block schedule
- Open for exchange studentsYes
Credit distribution
Module | Sp1 | Sp2 | Sp3 | Sp4 | Summer | Not Sp | Examination dates |
|---|---|---|---|---|---|---|---|
| 0108 Examination 7.5 c Grading: TH | 7.5 c |
|
In programmes
- MPMAR - MARITIME MANAGEMENT, MSC PROGR, Year 2 (elective)
- MPMEI - MANAGEMENT AND ECONOMICS OF INNOVATION, MSC PROGR, Year 1 (compulsory elective)
- MPMEI - MANAGEMENT AND ECONOMICS OF INNOVATION, MSC PROGR, Year 2 (elective)
- MPQOM - QUALITY AND OPERATIONS MANAGEMENT, MSC PROGR, Year 2 (elective)
Examiner
Tobias Fredberg- Professor, Entrepreneurship and Strategy, Technology Management and Economics
Eligibility
General entry requirements for Master's level (second cycle)Applicants enrolled in a programme at Chalmers where the course is included in the study programme are exempted from fulfilling the requirements above.
Specific entry requirements
English 6 (or by other approved means with the equivalent proficiency level)Applicants enrolled in a programme at Chalmers where the course is included in the study programme are exempted from fulfilling the requirements above.
Course specific prerequisites
To be admitted to the course, students need to have taken courses in industrial management, work organization or business administration, for example courses TEK255 and TEK250. The course is a high level course designed for graduate students (e.g. not bachelor level students). Students are expected to be up to date with basic strategy concepts and models of organizations. Individuals that feel that such knowledge is lacking are expected to take necessary individual preparations in order to contribute in seminars and group work.Aim
Decisions of scale, scope and direction - strategic decisions - are among the most important decisions made in an organisation. The process by which they are made, and the subsequent process of changing the organisation is the focus of this course. In this course, we want to provide an opportunity for students to create an understanding of the whole chain of strategic actions and decisions. Through incorporating different parts of the process, we create an area for systematic learning in areas that the academia tends to separate analytically (strategy analysis, strategy process, decision-making, market strategy, change management, communication managment). We aim to mix academic lectures and hand-in tasks with exercises, cases and lectures from industrial representatives, both from consultancies and major companies.
Learning outcomes (after completion of the course the student should be able to)
In the course student should learn to:- Draw conclusions on the effects of strategy analysis for implementation
- Describe and analyze the connections between organization design and strategic effectiveness
- Make casual analysis of the effects of differentiation strategy on how the organization must work
- Make a congruence diagnosis of an organization as the basis for strategy implementation
- Describe and prescribe the process of creating strategic change and implementation
- Describe the conditions for and the effects of strategic decision making
Content
The course will be structured around parts in the strategy process to give the students and understanding of how strategy unfolds. Lectures will be mixed with cases and presentations from consultants and industrial professionals. This course is designed for participant-centered learning and case oriented seminars and much emphasis is put on the work of students in teams. Students are required to be active in class seminars on the business cases throughout the course.The course will deal with the following areas:
- Market analysis and market strategy
- Strategic decision making
- Executing strategy
- Strategic change
- The process of organizational renewal
- The politics of change
- Communicating strategy
Organisation
The course points to the strategic process of an organization and compromises three parts.(a) Strategy creation
(b) Strategy in the making (for example market strategy, decision making)
(c) Strategy implementation (for example change management, communication)
The course is actively promoting a view of strategy work in organization as a process and a practice unfolding as a market analysis, an organization review, and the implementation of formulated strategies. The course is structured around theoretical lectures, business case seminars invited guest lecturers from industry and team based work.
Literature
The literature will be decided upon the start of the course.Examination including compulsory elements
The course will have examination by tests and individual- as well as group assignments in written and oral form. Depending on the number of students taking the course, the forms of examination may vary. Examination forms will be announced at the beginning of the course.Part of the grading basis for the course is participation on case seminars and presentation of case assignments.
The course examiner may assess individual students in other ways than what is stated above if there are special reasons for doing so, for example if a student has a decision from Chalmers on educational support due to disability.