Teaching plan for the course unit

 

 

Catalā Castellano English Close imatge de maquetació

 

Print

 

General information

 

Course unit name: Strategic Management

Course unit code: 363659

Academic year: 2025-2026

Coordinator: Paloma Miravitlles Matamoros

Department: Department of Business

Credits: 6

Single program: S

 

 

Estimated learning time

Total number of hours 150

 

Face-to-face and/or online activities

60

 

-  Lecture with practical component

Face-to-face

 

30

 

-  Problem-solving class

Face-to-face

 

30

Supervised project

30

Independent learning

60

 

 

Competences / Learning outcomes to be gained during study

 

   -

Creative and entrepreneurial skills (capacity to conceive, design and manage projects/capacity to research and integrate new knowledge and approaches).

   -

To be able to interpret the development and changes in an environment.

   -

To be ethical and to recognize fundamental rights.

   -

To design, manage and create viable and feasible business projects, according to the type of organization.

Learning objectives

 

Referring to knowledge

  • Acquire a general understanding of strategic management, including accurate knowledge of professional language and terminology.
  • Understand the rational model of strategic decision-making and the different phases of a business strategy.
  • Learn to use and correctly apply the main tools for strategic diagnosis in both external and internal capacities.
  • Understand and analyse the various types of business strategies applied in the strategy formulation process.
  • Understand and recognize the importance and the main tools for monitoring and controlling a business strategy.

 

Referring to abilities, skills

  • Acquire the capacity to search for, select and analyse business information from different sources (Internet, written press, databases, etc.) to resolve case studies and problems.
  • Learn to work as part of a team, and communicate, debate, negotiate and interact with other people to make decisions in situations with varying degrees of information.

 

Referring to attitudes, values and norms

  • Acquire the critical spirit, creative capacities and proactive approach required for future professional activity.

 

 

Teaching blocks

 

1. Introduction to strategic management

1.1. Strategic company management

1.2. Company goals and values

2. Strategic analysis and diagnosis

2.1. Analysis of the environment

2.2. Internal analysis

2.3. Decision-making tools and business models

3. Strategy formulation

3.1. Generic competitive strategies

3.2. Strategies by sector

3.3. Innovation strategies

3.4. Strategies for growth and development

3.5. Internationalization

 

 

Teaching methods and general organization

 

The course combines face-to-face lectures and various complementary activities (case studies, problem-solving exercises, readings, tests, assignments, etc.), which are completed either individually or in small groups, both in and out of class. 

Two two-hour classes per week, during which the essential information is provided so that students can work through the course syllabus and accomplish the learning objectives. In addition, part of this time is dedicated to working on articles, cases, exercises, tests, presentations, group work, etc. to deepen knowledge of the application and interpretation of theoretical concepts.

All information related to the course (assessment information, tasks, teaching materials, assignment due dates, etc.) is published on the Virtual Campus, the platform for communication between students and the teaching staff.

Class attendance is important for the learning process, which is based equally on individual and group work and class participation. Students are expected to prepare for classes by completing the relevant case studies and the recommended reading, as outlined in the course plan.

 

 

Official assessment of learning outcomes

 

Continuous assessment requires students to work consistently through the course material and submit assessed work throughout the semester. Marks are awarded for specific assessed tasks and activities.

The overall mark for continuous assessment is worth 40% of the final grade, and the mark for the final examination is worth the remaining 60%. At the start of the academic year, information is posted on the Virtual Campus describing the continuous assessment tests, how they are evaluated, when they are carried out, and their weighting.

The business case studies and the different tasks included in continuous assessment have been defined to assess, both in terms of their content and presentation, the following student’s capacities: creativity and entrepreneurship, ethical commitment, interpretation and adaptation to changes in the environment, and the design, management and creation of viable business projects. 

To complete the continuous assessment process, students must sit a final examination on the entire course content, the date of which is set by the Academic Board.

For this method of assessment, the following points should be observed:

  • Students must obtain a mark of at least 6 out of 10 for the continuous assessment activities to be eligible for a weighted final grade that takes into account the examination mark. Students who do not achieve this minimum mark are automatically entered for single assessment.
  • Students must obtain a mark of at least 4 out of 10 in the final examination to be eligible to receive a final grade for the subject. Otherwise, the final grade awarded for the subject is 3.5.
  • The examination consists of a multiple-choice test (50%) and a case study (50%). Students must obtain a mark of at least 4 out of 10 in each part to be eligible for a weighted final grade. Otherwise, the final grade awarded for the subject is 3.5 and there is no possibility to weight a final grade that takes into account the continuous assessment marks. 
  • Students who submit the first continuous assessment activity are entered for this assessment procedure. Students who do not submit the first activity are entered for the single assessment procedure.


The continuous assessment procedure for students in the EUS group may differ from that of other groups of the subject. Details on the type of assessment are provided via the Virtual Campus at the beginning of the course.

 

Examination-based assessment

Single assessment consists of a final exam, including more detailed and comprehensive questions, worth 100% of the final grade. The examination comprises a multiple-choice test (50%) and a case study (50%). Students must obtain a mark of at least 4 out of 10 in each part to be eligible for a weighted final grade. Otherwise, the final grade awarded for the subject is 3.5.

The examinations for students who have chosen the continuous assessment and single assessment options are held on the same day.

Students who do not achieve a pass grade through single or continuous assessment are entitled to repeat assessment, consisting of a single multiple-choice examination (comprising theoretical questions and a practical case). Under no circumstances can continuous assessment marks be considered for repeat assessment.

The dates for repeat assessment are set in the Faculty’s academic calendar and coincide with the second examination period in the academic year.

 

 

Reading and study resources

Check availability in Cercabib

Book

FERNÁNDEZ SÁNCHEZ, Esteban. Dirección estratégica de la empresa : fundamentos y puesta en práctica. Madrid : Delta, 2005

Catāleg UB  Enllaç

GRANT, Robert. Dirección estratégica : conceptos, técnicas y aplicaciones. 8ª ed. Madrid : Thomson Civitas, 2014

Catāleg UB  Enllaç

GUERRAS MARTÍN, Luis Angel; NAVAS LOPEZ, JOSÉ Emilio. La Dirección estratégica de la empresa : teoría y aplicaciones.  5ª ed. Navarra : Cizur Menor : Aranzadi : Civitas Thomson Reuters. 2015

Versiķ en línia (2016)  Enllaç

JOHNSON, Gerry; SCHOLES, Kevan. Dirección estratégica. Madrid: Pearson Prentice Hall, 2006

Catāleg UB  Enllaç

VENTURA VICTORIA, Juan. Análisis estratégico de la empresa. Madrid: Paraninfo, 2008

Catāleg UB  Enllaç

Navas, J.E. y Guerras, L.A.: Fundamentos de Dirección Estratégica de la Empresa.Madrid, Civitas Thomson Reuters, 2016, ISBN: 978-84-9135-800-8

Versiķ en línia (2016)  Enllaç

Pla Barber, J. y León Darder, F. Dirección International de la Empresa. Madrid, MC Graw Hill Educación, 2016

Catāleg UB  Enllaç