Course Syllabus

[Planning and Control]

Credit Points: 3 ECTS Course Code: (to be filled at EGP-UPBS)

Contact Length: 30 Hours Module: Second Term

Total Estimated: 82 Hours Type: Mandatory
Teacher: João Silveira Lobo Programme: Executive MBA
Contact: jslobo01@gmail.com Revision Date: 31.10.2010

Course Aims
(please try not to exceed 150 words)

This course aims to introduce the students to strategic Planning and Control, as well as
functional area as methodologies for structuring and disseminating strategic thinking within
organizations. Likewise, it covers three fundamental areas: foundations of strategic
thinking, methodologies of strategic planning (“ABP-Aspirations-based Planning) and
methodologies of strategic control (Balanced Scorecard of KPI’s).

Course Intended Learning Outcomes (ILOs)

(these ILOs are specific to this course; each ILO must correspond to at least one
Assessment item)

By the end of the course students should be able to:

Intended Learning Outcomes Assessment

1. Knowledge & Understanding

1.1. Explain core concepts of strategic thinking. A,B

1.2. Recognize and articulate under a planning perspective the base

A
models of strategy and value creation/appropriation.
1.3. To structure an operating model of strategic planning based
A
upon strategic intent, in any organization.
1.4. To explain the relationship between critical variables of a
B
business in order to create a balanced scorecard of KPI’s.

1
 Course Syllabus
[Planning and Control]
Intended Learning Outcomes Assessment
2. Intellectual Skills
2.1. Evaluate and appraise the strategic roadmaps through the core
A
foundations of strategic thinking.
2.2. Critical and creative thinking when drawing strategic options. B
2.3. Ability to read and understand the current and prospective
business environment and its impact in the creation and A
evaluation of strategic options.
2.4. Ability to interpret the unique internal conditions of each
organization and its impact in the creation and evaluation of B
strategic options.

Intended Learning Outcomes Assessment

3. Practical Skills
3.1. Design and implementation of a strategic planning model and its
A
phases and components.
3.2. Identification and creation of key-performance indicators. B

Intended Learning Outcomes Assessment

4. Transferable Skills

A
4.1. Interact efficiently and effectively in teamwork situations.

4.2. Development of independent judgment. A,B

4.3. Learning through the integration of theory, practical experience

A,B
and own reflection.

Assessment (items and their weighting; please verify that total weight equals 100%)

A. Group Assignment, 50%

B. Individual Assignment, 50%

Teaching Method (sum of hours must be equal to “Total Estimated” on dashboard)

Lecturers: 30 hours
Group Assignment: 20 hours
Individual Assignment: 20 hours
Case preparation and other readings: 12 hours

2
 Course Syllabus
[Planning and Control]
Sessions, Topics and Assignments

(including assignments to be completed before corresponding class meeting, related to

topics covered)

Sessions Topics Assignments

Current environment and challenges of businesses.
Foundations of Strategic Thinking and of Value
Session 1(5 hours)
Creation and Appropriation.
Strategic Planning – Aspirations-based Planning
Session 2(5 hours) Reading: 3, 4, 5 e 6
Model
Case presentation and discussion: “Strategic Planning
Session 3(5 hours) Reading: 1
at United Parcel Service”.
Session 4(5 hours) Strategic Control - Balanced Scorecard of KPI’s Reading: 7
Session 5(5 hours) Strategic Control - Balanced Scorecard of KPI’s Reading: 2
Case Presentation and discussion: “Maverick
Session 6(5 hours) Lodging”. Concluding and integrating remarks:
Strategic Planning and Control.

Teaching Materials
Essential:

0. Class presentation materials.

1. Case-Study: “Strategic Planning at United Parcel Service”, Garvin David and Lynne Levesque,
Harvard Business School, 9-306-002, Jun 19, 2006
2. Case-Study: “Maverick Lodging”, E. Richard Brownlee III, Luan Lynch, Karen Whitney, Darden
Business Publishing, University of Virginia, UV0225, 2002

3. “The Real Value of Strategic Planning”, Kaplan, Sarah e Eric D. Beinhocker, MITSloan Management
Review, Winter 2003, Vol. 44, Nº2, Repreint Number 4429
4. “The Resource-based Theory of Competitive Advantage: Implications for Strategy Formulation”,
Grant, Robert, California Management Review, Vol 3, Number 3, Spring 1991
5. “Cognitive Bias in Everyday Strategic Planning”, Gary, Loren, Harvard Management Update, Reprint
number: U9808D
6. “Sustainable Cooperative Advantage-Trust: The Residual Error”, João SIlveira Lobo, Cranfield
School of Management, April 2002.
7. “Using the Balanced Scorecard as a Strategic Management System”, Kaplan, Robert S. and David P.
Norton, Best of HBR, 2005.

Complementary:

8. To go some steps further in the foundations of strategic thought: “Economics of Strategy”,

Besanko,D., D. Dranove e M. Shanley, Wiley, 1999
9. To go some steps further in the Balanced Scorecard: “The Balanced Scorecard: translating
Strategy into Action”, Kaplan, Robert S. and David P. Norton, HBSP, 1996

3
 Course Syllabus
[Planning and Control]

MBA Programme ILOs check-list

(These are the general MBA Programme ILOs; please tick the ones that are covered by
this course; if needed, you are allowed to propose new programme ILOs other than these)

1. Knowledge & Understanding Covered

1.1. Knowledge of contextual forces on organizations including legal

systems; ethical, economic, environmental, social, political and
technological change issues; international developments; corporate √
governance;
1.2. Markets and customers: the development and operation of markets for
resources, goods and services; customer expectations, service and
orientation; market positioning; perceived value;
√
1.3. The concepts, processes and institutions in the production, marketing
and distribution of goods and/or services; the management of
resources and operations; supply chain management and the
integrated perspective over physical, informational and financial
√
business flows;

1.4. The financing of the business enterprise or other organizational forms:

sources, uses and management of finance; project financial appraisal;
use of accounting for managerial and financial reporting applications;

1.5. The management and development of people within organisations:

organisational theory, behaviour, HRM, change management; √
1.6. The uses and limitations of quantitative methods for providing
information and evaluating options in an uncertain business
environment;
√
1.7. The development, management and exploitation of information
systems with a strategic intent and their impact on organizations; √
1.8. The use of relevant communication and information technologies for
application in business and management within a global knowledge
based economy within a rapidly changing business environment;
1.9. The development of appropriate business policies and strategies
within a changing context to meet stakeholder interests. √

4
 Course Syllabus
[Planning and Control]

2. Intellectual Skills Covered

2.1. Critical thinking and creativity: managing creative processes in

self and others; organising thoughts, analysis, synthesis, critical
appraisal. This includes the capability to identify assumptions,
evaluate statements in terms of evidence, detect false logic or √
reasoning, identify implicit values, define terms adequately and
generalise appropriately;

2.2. Problem solving and decision making: establishing goals and

rules/restrictions, using appropriate decision-making techniques
including the identification, formulation and solving of multi-
criteria business problems; the ability to create, identify and
√
evaluate options; the ability to implement and review decisions;

2.3. Information and knowledge: scanning, selecting and organizing

data effectively, abstracting meaning from information and
sharing knowledge.
√

3. Practical Skills Covered

3.1. Numeracy and quantitative skills including the use of business

modelling techniques; √
3.2. Effective use of Communication and Information Technology
(CIT);

3.3. Awareness about the latest developments of research into

business and management issues; √
3.4. Project management and consultancy skills

5
 Course Syllabus
[Planning and Control]

4. Transferable Skills Covered

4.1. Personal effectiveness: self-awareness and self-management;

assertiveness and rigour; time management; sensitivity to
diversity in people and different situations; the ability and √
willingness to continue learning
4.2. Two-way communication: listening, negotiating and persuading
or influencing others; oral and written communication, using a
range of media, including the preparation of business reports
√
4.3. Effective performance within a team environment and the ability
to recognise and utilise individuals’ contributions in group
processes; team selection, delegation, development and √
management;
4.4. Leadership and performance management: selecting appropriate
leadership style for situations; setting targets, motivating,
monitoring performance, coaching and mentoring, continuous √
improvement
4.5. Ethics and value management: recognising unethical situations,
applying ethical and organisational values to situations and
decisions;
√
4.6. Learning through reflection on practice and experience. √