Cursos / 1º Ciclo / Faculty of Economy and Business Management :: Business Management

ESTRATÉGIA EMPRESARIAL - 2025/2026

3º curricular year
Semestralidade: 2nd semester
ECTS: 6

Teachers

Leading Teacher: Prof. Doutor Carlos Martins
Assistant Professor: Prof. Doutor Carlos Martins

Class type and School hours

Orientação Tutorial : 1 Horas
Teórico-prática : 2 Horas

Teaching Language

Portuguese

Main Aims/Objectives

It is this fundamental task chair convey the basic knowledge for an adequate strategic thinking in modern business organizations.

Specific Aims/Objectives

Provide an integrated view of modern organizations, both in its size and in its strategic operational side. This operational component will be combined with the knowledge and skills considered essential, so that is transmitted which decisions more relevant to the various functional areas of an organization - financial, production, marketing, human resources and information systems.

Skills to be acquired

Promote analytical capabilities and stimulate strategic reasoning.

Teaching Procedures

The classes included a theoretical and practical, with some practice sessions filled with presenting subjects offered to students, exercises or discussion on "Case Studies". Failure to attend classes in part or in its entirety does not inhibit students from ignorance of the content of the materials.

Programme

1. THE IMPORTANCE OF STRATEGIC DIMENSION IN ORGANIZATIONS
1.1. . The concept of corporate strategy
1.2. . Schools strategic
1.3. . The function and the elements of the strategy:
1.3.1.1. . The field of activity - strategic matrices
1.3.1.2. . Competitive advantage (I / O and TRC)
1.3.1.3. . The growth vector
1.3.1.4. "Staging"
1.3.1.5. "Economic logic"
1.3.1.6. . Synergy (fit)
1.4. The strategy in diversified business groups.

A STRATEGIC DESIGN
2. The external diagnostic
2.1. . Environmental analysis
2.2. . Analysis of the industry / sector
2.3. . Market analysis
2.4. . Competitive analysis.

3. The internal diagnostics
3.1. . Functions (finance, production, human resources, marketing, procurement)
3.2. SWOT analysis.

4. The Vision and the redefinition of the business - the mission
4.1. Strategic diamond

5. The strategic typologies (Porter / Miles & Snow)
5.1. The fundamentals of Competitive Advantage (HI / TRC)
5.1.1. Basic strategies
5.1.2. . Growth
5.1.3. . Maintenance
5.1.4. . Conversion
5.1.5. . Alliances, mergers and acquisitions, and internal development.

6. The selection strategies
6.1. . Risk optics.

7. The definition of business objectives - the methodology of Balanced Scorecard (BSC)
7.1. . The characteristics of the targets
7.2. . The types of objectives in BSC
7.3. . Strategic map
7.4. . Strategic initiatives
7.5. the strategic budget.

8. IMPLEMENTATION STRATEGY

8. The organizational structure
8.1.1. . Diagnosis for organizational design
8.1.2. . The concept and structure elements
8.1.2.1. . The basic models
8.1.2.2. . Models simple
8.1.2.3. . Complex models
8.1.2.4. . The virtual models

9. The planning and operational management
9.1. . Policies and decisions functional:
9.1.1. marketing / finance / production / rec.humanos / information systems / quality
9.1.2. . Operational programs and rules.

10. Culture, leadership, and teams.

11. CONTROL
11.1. The distribution of resources and control
12.1.1. . Resource allocation
12.1.2. . Process control
12.1.3. . Types of control.

Evaluation Type

. The classes included a theoretical and practical, with some practice sessions filled with presenting subjects offered to students, exercises or discussion on "Case Studies".
. Tests (2).

Teaching Resources

Data show.

Sustainability Objectives

The methodology for thinking about and executing an organization´s strategy on a sustainable basis must balance "doing well" obtaining results, and "doing good" seeking to solve social problems and/or environmental complications. The balance between these dimensions through sustainable initiatives can thus generate better business performance. A metric that combines the different dimensions (EGS) will be encouraged in order to assess how ethical and sustainable an organization will be.

Keywords

Strategy
Strategic Managment

Main Bibliography

Complementary Bibliography