Disciplines

Strategic Planning


Discipline: EAD5715-7

Concentration area: 12139

Number of Credits: 8

Course load:

Theoretical
(Per week)
Practice
(Per week)
Studies
(Per week)
DurationTotal
42215120
Goals:
1. OBJECTIVES:
• To present and discuss with participants the methodology of planning, formulation, implementation and control of strategic planning.
• Development of research related with the subject of the discipline.

Justification:
3. TYPE OF CLASS:
• Professor's presentations
• Student seminars
• Strategic planning applying work report
• Oriented readings
• Bibliographical research

2. PRE-REQUIREMENTS:
There are no pre-requirements

Content:
3. COURSE CONTENT – SCHEDULE – 1ST SEM/2017
Session Content
1st Presentation of the course content and its methods of development
Choice of seminars.
Presentation of strategic planning concepts [ 1 ]
2nd Presentation of the Strategic Planning Model [ 2 ]
History of the strategy [ 3 ]
3rd Lecture - Implementation Strategy Case
Strategy schools [ 4 ]
4th Core competence [5]
RBV [6]
5th Unidades Estratégicas de Negócios -UEN’s e Sinergia [7]
Modelo Delta [7]
6th Strategic Business Units -SBU 's and Synergy [8]
Delta Model [ 9 ]
7th Scenarios [ 10 ]
Video - Porter
8th Porter: 5 Forces Theory[ 11]
Porter generic strategies , Value Chain [ 12 ]
9 th Strategy implementation and strategic management . [ 13]
BSC [ 14]
10th Lecture - BSC Application
Logical incrementalism [ 15 ]
11 th Clusters [16]
Business networks [17]
12 th Lecture - Clusters and business networks
Presentation of field work
13th Presentation of field work
14th Presentation of field work
15 th Assessment test

Avaliation methods:
• Participation in the sessions
• Preparation of strategic planning report (field work)
• Seminars
• Written comments of mandatory readings
• Paper preparat

Notes:

Bibliography:
Mandatory Readings:
[1] Concepts:
FISCHMANN, A.A. e ALMEIDA, M.I.R. Planejamento estratégico na prática – 2ª ed., 3ª Tiragem – São Paulo: Atlas, 1995.
[2] Strategic planning model:
ALMEIDA, M. I. R., Manual de planejamento estratégico – 2ª ed. – São Paulo: Atlas, 2003.
[3] History of strategy:
GHEMAWAT, P. A Estratégia e o Cenário dos Negócios. – 2ª ed. - Porto Alegre: Bookman, 2007. Cap. 1, pp.15-31.
[4] Strategy Schools:
MINTZBERG, H.; AHLSTRAND B.; LAMPEL, J. Safári de Estratégia. Porto Alegre: Bookman, 2000. Cap. 1, pp.11-25.
MINTZBERG, H. e LAMPEL, J. Reflexão Sobre o Processo Estratégico. pp.39-44. In MINTZBERG, H.; LAMPEL, J.; QUINN, J. B.; GHOSHAL, S. O processo da estratégia – 4ª ed. – Porto Alegre: Bookman, 2006.
[5] Core Competence:
PRAHALAD, C.K. e HAMEL, G. The Core Competence of the Corporation. Harvard Business Review, May-June 1990.
[6] RBV:
BARNEY, J.B. & HESTERLY, W.S. Administração estratégica e vantagem competitiva, cap. 3, pp. 63-97, Pearson, 2008.
BARNEY, J. B. Firm Resource-based theories of competitive advantage: A ten year retrospective on the resource-based view. Journal of Management, v. 27, n. 6, 2001.
Todos os artigos deste número do JOM fazem uma revisão da RBV.
[7] SBU’s and Synergy:
FISCHMANN, A. A. e SANTOS, S. A. Uma aplicação de UEN´s na Formulação do Planejamento Estratégico. Revista de Administração do IA-USP, vol. 17, nº 3, jul/set 1982, pg. 5-20.
ANSOFF, H. I. A nova estratégia empresarial. São Paulo: Atlas, 1990. Cap. 5, pp. 73-91.
[7] Delta Model:
HAX, Arnold C.; WILDE II, Dean L. The Delta Model: adaptive management for a changing world. Sloan Management Review, 40, 2, winter 1999

____________________________. The Delta Project: discovering new sources of profitability in a networked economy. New York: Palgrave, 2001. 278 p.
[8] Product Portfolio de Produtos:
HAX, A.C. e MAJLUF, N.S. Strategic management. Prentice Hall, 1984. Cap. 6-9, pp. 108-208.
[9] Derek Abell's Model:
ABELL, D. F. Defining the business. Prentice Hall, 1980, Cap. 3, pp.29-30.
[10] Scenarios:
SCHOEMACKER, P. J. H. Scenario Planning: a tool for strategic thinking. Sloan Management Review, winter, 1995, pp. 25-40.
HEIJDEN, K. V. D. Planejamento de Cenários: a arte da conversação estratégica. Porto Alegre: Bookman, 2004. Cap. 6, pp. 98-111.
[11] Porter:
PORTER, M. E. How competitive forces shape strategy. Harvard Business Review, mar./apr. 1979.
[12] Porter:
PORTER, M. E. Vantagem Competitiva. Campus, 1990. Cap. 1-4, pp. 1-152.
[13] Implementação de estratégias e gestão estratégica:
FISCHMANN, A. A. Implementação de Estratégias: identificação e análise problemas. Tese de Livre Docência, USP, 1987, pp. 59-77.
WRIGHT, P., KROLL, M.J., PARNELL, J.P. Administração Estratégica: conceitos. Atlas, 2000. Cap. 9, pp. 300-337.
[14] BSC:
KAPLAN, R. S. e NORTON, D.P. A estratégia em ação: balanced scorecard – 4ª ed – Campus, 1997. Cap. 1 e 2, pp. 1-41.

[15] Logic Incrementalism:
QUINN, James Brian. Managing Strategies Incrementally. Omega, v. 10, n. 6, 1982.
QUINN, James Brian. Incrementação Lógica: administrando a formação da estratégia. pp.109-114 e Os 5 Ps da Estratégia. pp.26-32. In: Mintzberg, Henry e QUINN, James Brian. O processo da Estratégia – 3ª. ed. – Porto Alegre: Bookman, 2001.
[16] Clusters:
ZACCARELLI, S. B.; TELLES, R.; SIQUEIRA, J. P. L.; BOAVENTURA, J. M.; DONAIRE, D. Clusters e Redes de Negócios: uma nova visão para gestão dos negócios. São Paulo: Atlas, 2008. Cap. 1 e 2, pp. 1-38.
[17] Business Networks:
GEREFFI, Gary. The Global Economy: Organization, Governance and Development. In: SMELSER, N. J. e SWEDBERG, R. (org.) The handbook of economic sociology. New York, Princeton University Press, 2005.
GEREFFI, Gary; HUMPHREY, John and STURGEON, Timothy. The governance of global value chains. Review of International Political Economy, 12:1, February 2005.