| Responsible Department | Institute of Food and Resource Economics | ||||||||||||||||
| Earliest Possible Year | MSc. 1 year to MSc. 2 year | ||||||||||||||||
| Duration | One block | ||||||||||||||||
| Credits | 7.5 (ECTS) | ||||||||||||||||
| Level of Course | MSc | ||||||||||||||||
| Examination | Final Examination written examination and oral examination Some Aid allowed Own case study Description of Examination: 1) Each student hand in an individual case description 2) Students will draw a general topic (e.g. innovation, organisational development, business model, etc) relevant for their own case study. The students are expected to focus their discussion of their case study on the general topic and relate to the general theories presented during the course. Moreover, students are expected to present and argue for solutions to the problems outlined in the case study Weight: 50% oral examination in course curriculum based on the individual case study description; 50 % case study description 7-point scale, external examiner | ||||||||||||||||
| Requirement for Attending Exam | It is a prerequisite for participating in the exam that the students, in groups of 4-5 persons, identify a company where they can develop a case study in a relevant management topic. | ||||||||||||||||
| Organisation of Teaching | The course will be based on a mix of group work, class lectures, guest lectures, workshops, case study discussions, and article discussions. | ||||||||||||||||
| Block Placement | Block 4 Week Structure: B | ||||||||||||||||
| Language of Instruction | English | ||||||||||||||||
| Optional Prerequisites | The course is designed to give students from a broad range of educations an introduction to strategic management and no prior economic or managerial knowledge is required. | ||||||||||||||||
| Course Content | |||||||||||||||||
| The course has a managerial perspective and integrates an overview of general strategic management, innovation management and entrepreneurship. Participants will acquire skills for analysing internal and external environment and capabilities influencing small and medium-sized enterprise (SME) start-up and development processes. Based on such analysis participants will obtain the capacity to participate in strategic deliberation aiming at identifying business-level strategic choices. Finally, participants will be capable of identifying central aspects of strategy implementation, including organising the enterprise, leadership and management of people, information, finance and technology. | |||||||||||||||||
| Teaching and learning Methods | |||||||||||||||||
| The course aims at presenting to the participants an overview of strategic management issues and provides opportunities for reflecting on how general management theory can be applied in specific small and medium-sized organisations. The course will be based on a mix of class lectures, guest lectures, workshops, case study and article discussions. During the course, the students will, based on preliminary work in groups of 4-5, develop an individual case study description based on a SME case. The course is designed to give students from a broad range of educations a basic introduction to strategic management, entrepreneurship and innovation management, and no prior economic or managerial knowledge is required. | |||||||||||||||||
| Learning Outcome | |||||||||||||||||
| The purpose of the course is to provide participants with a basic understanding of strategic management and innovation processes in SMEs. The course focuses on management processes in agriculture, agribusiness, forestry, biotechnology and other natural resource-based enterprises and organisations. Most LIFE candidates will be employed in SMEs where continued development and organisational change is a fundamental condition. Understanding the dynamics of SME development and ability to plan and manage innovation and contribute to strategic processes is therefore essential to job performance and personal career development. On completion of the course the student will be able to: Knowledge . Define, explain and critically reflect on main theories and concepts in strategic management and innovation related to SME . Define and explain the phases and intermediate results in a strategy development processes . Define, discuss and reflect on different organisational cultures and characteristics of different leadership profiles . Define, discuss and reflect on the characteristics of entrepreneurship and innovation and its relation to strategic management Skills . Design and plan the implementation of strategy formulation and implementation processes considering specific SME and sector characteristics . Plan and implement relevant analyses and develop a business plan for new product or process . Design, plan and implement techniques for analysing the business environment and internal conditions Competences . Facilitate a strategy development processes in a small or medium-sized organisation . Apply theories of strategic management, entrepreneurship, innovation and leadership to analyse strategic aspects in complex management situations . Craft company type specific strategy and business plans in collaboration with subject experts, for example in finance, production and sales departments . Reflect critically on ethical issues in relation to strategic management and innovation | |||||||||||||||||
| Course Literature | |||||||||||||||||
| Haberberg, A. and A. Rieple (2010). Strategic Management: Theory and Application. Oxford University Press. 822 pages. ISBN 978-0-19-921646-8. Additional readings will be introduced at the start of the course. | |||||||||||||||||
| Course Coordinator | |||||||||||||||||
| Carsten Nico Portefée Hjortsø, cnh@foi.dk, Institute of Food and Resource Economics/Production and Technology Unit, Phone: 353-32267 | |||||||||||||||||
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| Study Committee NSN | |||||||||||||||||
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