VŠTE:SA_NE_STM Strategic Management – for Mas - Course Information
SA_NE_STM Strategic Management – for Master study programme
Institute of Technology and Business in České Budějovicesummer 2024
- Extent and Intensity
- 2/2/0. 5 credit(s). Type of Completion: zk (examination).
- Teacher(s)
- 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
- SA_NE_STM/P01: Fri 13:05–14:35 N004, M. Talíř
SA_NE_STM/S01: Fri 14:50–16:20 N004, M. Talíř - 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
- Business Administration (programme VŠTE, SN_PE)
- 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
- CLEGG, Stewart R et al. Strategy : theory & practice. 3rd edition. Los Angeles: SAGE, 2020. 723 s. ISBN 978-1-5264-7878-8.
- MAGRETTA, Joan. Understanding Michael Porter : the essential guide to competition and strategy. Boston, Massachusetts: Harvard Business Review Press, [2012] ©2012. x, 236 stran. ISBN 978-1-4221-6059-6.
- recommended literature
- TONY MORDEN. Principles of Strategic Management. 3rd. Velká Británie: Routledge, Taylor & Francis Group, 2017. 627. ISBN 978-1-138-29712-8.
- THOMAS L. WHEELEN. Strategic Management and Business Policy : Globalization, Innovation and Sustainability. 15th. Velká Británie: Pearson, 2018 Global edition. ISBN 978-1-292-21548-8.
- Forms of Teaching
- Lecture
Seminar
Tutorial - Teaching Methods
- Frontal Teaching
Group Teaching - Cooperation
Brainstorming
method of confrontation
- Student Workload
Activities Number of Hours of Study Workload Daily Study Combined Study Final test 1 Mid-term test 1 Preparation for the Mid-term Test 26 Preparation for the Final Test 50 Attendance on Lectures 26 Attendance on Seminars/Exercises/Tutorial/Excursion 26 Total: 130 0 - Assessment Methods and Assesment Rate
- Test – mid-term 30 %
Test – final 70 % - Exam conditions
- Overall classification of the subject, ie points for the mid-term test (0 - 30), for the final test (0 - 70), total (0 - 100).
Successful graduates of the course have to get totally at least 70 points: 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.
Full-time students are obliged to have 70% mandatory attendance at lessons (except for lectures). If the attendance is not met, the "-" mark will be automatically given.
- Language of instruction
- Czech
- Teacher's information
- Attendance at lessons in all forms is defined in a separate internal standard of VŠTE (Records of student attendance at VŠTE). For full-time students, 70% attendance at lectures and seminars is compulsory. Information for students with an ISP (Individual Study Plan). If a student with an ISP is unable to attend the interim assessment of a course, he/she will complete the interim assessment at a time agreed with the teacher. 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. Students with an ISP may contact the course advisor via email at strakova@mail.vstecb.cz if they have any questions.
- Enrolment Statistics (recent)
- Permalink: https://is.vstecb.cz/course/vste/summer2024/SA_NE_STM