NE_STM_a Strategic Management – for Master study programme

Institute of Technology and Business in České Budějovice
summer 2024
Extent and Intensity
2/2/0. 5 credit(s). Type of Completion: zk (examination).
Teacher(s)
Ekaterina Chytilová, Ph.D. (seminar tutor)
doc. Ing. Jarmila Straková, Ph.D., MBA (seminar tutor)
Ing. Milan Talíř, MBA (seminar tutor)
Guaranteed by
doc. Ing. Jarmila Straková, Ph.D., MBA
Department of Management – Faculty of Corporate Strategy – Rector – Institute of Technology and Business in České Budějovice
Supplier department: Department of Management – Faculty of Corporate Strategy – Rector – Institute of Technology and Business in České Budějovice
Timetable of Seminar Groups
NE_STM_a/NE5: Sun 17. 3. 8:00–9:30 B2, 9:40–11:10 B2, Sat 4. 5. 8:00–9:30 B2, 9:40–11:10 B2, Sun 12. 5. 8:00–9:30 B2, 9:40–11:10 B2, 11:25–12:55 B2, 13:05–14:35 B2, J. Straková, M. Talíř
NE_STM_a/P01: Mon 8:00–9:30 E7, J. Straková
NE_STM_a/S02: Mon 11:25–12:55 B5, E. Chytilová
Prerequisites
Basic knowledge from the issue of Strategic management.
Course Enrolment Limitations
The course is also offered to the students of the fields other than those the course is directly associated with.
fields of study / plans the course is directly associated with
Course objectives supported by learning outcomes
The course is focused on new approaches to creating business strategies under market economy conditions. The basis is to define enterprise as an organizational system, within which students become theoretically and practically acquainted with both departmental and process decomposition, procedures in designing business architecture and new approaches in projecting value production potential of a given enterprise. The course will include presentation of own research results related to the current strategic management level of the corporate sector in the Czech Republic.
Learning outcomes
Having successfully completed the course, the students will be able to:
• understand the current role of strategic management at the international level,
• define and characterize the organizational system of an enterprise and the set of 1st-order subsystems,
• understand the principles of strategic leadership, strategic thinking and decision-making,
• be familiar with individual components of the strategic planning cycle,
• specify enterprise potential, its components and importance for enterprise competitiveness related to internationalization processes within the European and global scale,
• define the concept of competitiveness and sustainable competitive advantage,
• be familiar with the basic approaches to business strategy formulation,
• describe individual stages of business strategy formulation according to M. Porter,
• understand the meaning and content of the process of indicating strategic enterprise risks,
• understand the role and importance of individual components of the business environment (internal enterprise resources, intermediate environment and macro-environment),
• identify changes taking place in the macro-environment,
• have a command of decomposing strategic goals into the basic areas of enterprise activities,
• master the principles and approaches to defining enterprise competitive advantages,
• have a command of analyzing the production and value potential of a given enterprise,
• have a command of mapping the system of enterprise activities, prepare analyses of strategic risks at industry and enterprise levels.
Syllabus
  • Lectures
  • 1. Strategic management in the global environment.
  • 2. Organizational system, Areas and processes of the organizational system, Performance and dynamics of the organizational system.
  • 3. Strategic leadership.
  • 4. Strategic planning cycle, Principles of developing and implementing business potential.
  • 5. Competitiveness - sustainable competitive advantage.
  • 6. Definition of business strategy according to M. Porter.
  • 7. Resource-based view and Structure-conduct-performance approach to business strategy.
  • 8. Strategic competition, Value creation, Unique value chain.
  • 9. Trade-offs, Strategic fit, Continuity strategy.
  • 10. Identification of strategic risks.
  • 11. Analytical model for internal enterprise resources.
  • 12. Analytical model for intermediate environment - the nearest business environment.
  • 13. Analytical model for the macro-environment, Intensity, extent and impact of changes in the macro-environment.
  • Seminars
  • 1. Decomposition of strategic goals into the basic areas of enterprise activities.
  • 2. Projection of the organizational system.
  • 3. Existing and expected changes in the nature of managerial work and strategic management on practical examples.
  • 4. Development of a strategy implementation scenario.
  • 5. Definition of enterprise competitive advantages.
  • 6. Characteristics of approaches to strategy formulation in relation to a selected enterprise.
  • 7. Analysis of enterprise production potential with the use of variant models and their comparison.
  • 8. Application of an industry value chain.
  • 9. Application of a unique business value chain.
  • 10. Map of the system of activities.
  • 11. Projection of strategic risk maps.
  • 12. Analysis of the significance of internal enterprise resources and intermediate environment factors.
  • 13. Analysis of the macro-environment - Scenario method and Industry life cycle analysis.
Literature
    required literature
  • HRON, J. a A. TRAXLER, 2017. Teorie řízení organizačních systémů. Praha: ČZU. ISBN 978-80-213-2768-9.
  • MAGRETTA, J., 2012. Michael Porter jasně a srozumitelně. O konkurenci a strategii. Praha: Management Press. ISBN 978-80-7261- 251-2.
    recommended literature
  • PORTER, Michael E. Competitive strategy : techniques for analyzing industries and competitors. First Free Press export edition. New York: Free Press, 2004. xxviii, 396 stran. ISBN 0-7432-6088-0.
  • STRAKOVÁ, Jarmila. Podnikové prostředí : základ pro strategické řízení a rozhodování. Plzeň: Vydavatelství a nakladatelství Aleš Čeněk, s.r.o, 2019. 220 stran : Monografie. ISBN 978-80-7380-755-9.
Forms of Teaching
Lecture
Seminar
Tutorial
Teaching Methods
Frontal Teaching
Group Teaching - Cooperation
Brainstorming
Critical Thinking
Student Workload
ActivitiesNumber of Hours of Study Workload
Daily StudyCombined Study
Intermediate test11
Preparation for the Mid-term Test2525
Preparation for Seminars, Exercises, Tutorial99
Preparation for the Final Test4250
Self-study 24
Final test11
Attendance on Lectures26 
Attendance on Seminars/Exercises/Tutorial/Excursion2620
Total:130130
Assessment Methods and Assesment Rate
Test – mid-term 30 %
Test – final 70 %
Exam conditions
Overall classification of the course, i.e. points for the continuous test (0 - 30), for the final test (0 - 70), total (0 - 100), i.e. max. 100 %: A 100 - 90, B 89.99 - 84, C 83.99 - 77, D 76.99 - 73, E 72.99 - 70, FX 69.99 - 30, F 29.99 - 0.
Language of instruction
Czech
Teacher's information
Attendance in all forms of teaching is regulated by a separate internal standard of VŠTE (Recording of student attendance at VŠTE). For full-time students, 70% attendance is compulsory at lectures and seminars. Information for students with an ISP (Individual Study Plan). If a student with an ISP is unable to attend the continuous assessment of a course, he/she will complete the continuous assessment at a time agreed with the lecturer. A student with an Individual Study Plan is required to contact the instructor immediately upon approval of the ISP. If the student fails to do so, his/her ISP will not be considered. If students with an ISP have any questions, they may contact the course advisor via email at strakova@mail.vstecb.cz.
The course is also listed under the following terms SUMMER 2023.
  • Enrolment Statistics (recent)
  • Permalink: https://is.vstecb.cz/course/vste/summer2024/NE_STM_a