Strategic Planning and Change

Recommended Prerequisites

Not applicable.

Teaching Methods

The choice of the methodology to adopt depends on the objectives to achieve in each class. Under the assumption that training is an interactive and co-responsibility process it privileged a shared reflection and critical analysis of the frameworks and models multiplicity. Like this are considered the following dimensions of teaching and learning: combining exposure classes with debate classes, group work, analysis of texts; application of knowledge exercises; tutorial support. May also occasionally be invited lecturers specialized in  study areas to be addressed

Learning Outcomes

The curricular unit of SPC is an introductory subject, either as regards the discussion of conceptual and operational issues of strategic planning, or in what concerns the understanding of entrepreneurial action as a coherent combination of reason and involvement in the construction of change and social value. Thus the aims are to: Provide master students frameworks/ instruments for initiatives founding and relevant social tools; promote critical and complex discussion around the conceptual and operative grounds  of ideas/practices targeted for change; identify/discuss the vectors of a prospective and strategic thinking, basic on the pursuit of social entrepreneurship practices; Understand the planning process as a platform, strategic and instrumental, of development and innovation; Framing, under a theoretical and pragmatic perspective, the methodology of planning, anchoring it on assumptions of analysis and strategic intervention.

Work Placement(s)

No

Syllabus

I - Entrepreneurship and Innovation – Introduction

1. Entrepreneurship: An attitude, a challenge, a goal, a requirement

2. To define change: processes and factors

II - Strategic Thinking and Planning

1. Between rationality and utopia: a vector of strategic thinking

2. Retrospective, prospective and strategy: differences and complementarities

3. Definition and importance of Strategic Planning

III. Strategy and Social Entrepreneurship

1. Assumptions for the definition of an Action Plan based on strategic options

2. Sustainability and production of value.

Head Lecturer(s)

Cristina Maria Pinto Albuquerque

Assessment Methods

Final Assessment
Exam: 100.0%

Continuous Assessment
a portfolio (descriptive-analytical, made in group) about the learning outcomes : 25.0%
final group work: 37.5%
Frequency: 37.5%

Bibliography

Bruce, A. & Langdon, K. (2007).Pensar Estrategicamente. Planeie o Futuro e torne-o possível. Porto: DK e Civilização

Bucha, A.I. (2009).Aprender a saber ser empreendedor. Lisboa: Ed. RH

Carvalho, J.C. & Filipe, J.C. (2010).Manual de Estratégia. Conceitos, prática e roteiro. Lisboa: Edições Sílabo

Dacheux, E. (org.) (2007).Communiquer l’Utopie. Économie solidaire et démocratie. Paris: L’Harmattan

Georgantzas,N. & Acar,W. (1995).Scenario. Driven Planning. Learning to manage strategic uncertainty. Quorum Books

Godet, M. (1997).Manuel de Prospective Stratégique. Tome 1 et 2. Paris: Dunod

Grumbach, R.J.S. (1999).Prospectiva. Chave para o planejamento estratégico.S. Paulo: Catau

Guerra, I. (2002).Fundamentos e processos de uma sociologia de acção.Cascais: Principia.

Marcial, E.C. & Grumbach, R.J.S.(2005).Cenários Prospectivos. Como construir um futuro melhor. R.Jan.: FGV Ed

Smale, G. et al. (2003).Problemas Sociales y Trabajo Soc. Hacia la inclusión y el cambio social. Madrid: Ed. Morata