SA_NE_STM Strategic Management – for Master study programme

Vysoká škola technická a ekonomická v Českých Budějovicích
léto 2023
Rozsah
2/2/0. 5 kr. Ukončení: zk.
Vyučující
Ing. Milan Talíř, MBA (cvičící)
Garance
doc. Ing. Jarmila Straková, Ph.D., MBA
Katedra managementu – Ústav podnikové strategie – Rektor – Vysoká škola technická a ekonomická v Českých Budějovicích
Dodavatelské pracoviště: Katedra managementu – Ústav podnikové strategie – Rektor – Vysoká škola technická a ekonomická v Českých Budějovicích
Rozvrh seminárních/paralelních skupin
SA_NE_STM/P01: Čt 8:00–9:30 N214, M. Talíř
SA_NE_STM/S01: Čt 9:40–11:10 N214, M. Talíř
Předpoklady
Basic knowledge from the issue of Strategic management.
Omezení zápisu do předmětu
Předmět je nabízen i studentům mimo mateřské obory.
Mateřské obory/plány
Cíle předmětu opírající se o výstupy z učení
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.
Výstupy z učení
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.
Osnova
  • 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.
Literatura
    povinná literatura
  • REEVES, M., K. HAANAES a J. SINHA, 2015. Your Strategy Needs a Strategy: How to Choose and Execute the Right Approach. Harvard Business Press. ISBN 978-1-6252-7586-8.
  • PORTER, M. E., 2008. Competitive Strategy: Techniques for Analyzing Industries and Competitors. Simon and Schuster. ISBN 978-1-4165-9035-4.
  • CLEGG, S. et al., 2011. Strategy. Theory and Practice. SAGE Publications Ltd. ISBN 978-1-84920-452-0.
  • DAVINA, S., 2019. The So What Strategy Revised Edition. Wilkins Farago. ISBN 978-0-6484-0256-5.
  • PORTER, M. E., 2008. Competitive Advantage: Creating and Sustaining Superior Performance. Simon and Schuster. ISBN 978-1-4165-958-7.
    doporučená literatura
  • LAFLEY, A. G. a R. L. MARTIN, 2013. Playing to Win: How Strategy Really Works. Harvard Business Press. ISBN 978- 1-4221-8739.
  • McKEOWN, 2013. The Strategy Book ePub eBook: How to Think and Act Strategically to Deliver Outstanding Results. Pearson UK. ISBN 978-0-2737-5711-5.
  • DIXIT, A. K. a B. NALEBUFF, 2008. The Art of Strategy: A Game Theorist's Guide to Success in Business & Life. W.W. Norton. ISBN 978-0-3930-6243-4.
  • RUMELT, R., 2011. Good Strategy/Bad Strategy: The difference and why it matters. Profile Books. ISBN 978-1-8476- 5746-6.
  • MELLAHI, K. a J. G. FRYNAS, 2011. Global strategic management. Oxford University Press. ISBN 978-0-19-954393- 9.
Organizační formy výuky
přednáška
seminář
tutoriál
Komplexní výukové metody
frontální výuka
skupinová výuka - kooperace
brainstorming
method of confrontation
Studijní zátěž
AktivitaPočet hodin za semestr
Prezenční formaKombinovaná forma
Final test11
Průběžný test11
Příprava na průběžný test2626
Příprava na seminář, cvičení, tutoriál 16
Příprava na závěrečný test5050
Self-study 16
Účast na přednáškách26 
Účast na semináři/cvičeních/tutoriálu/exkurzi2620
Celkem:130130
Metody hodnocení a jejich poměr
test - průběžný 30 %
test - závěrečný 70 %
Podmínky testu
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.
Informace učitele
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.
Předmět je zařazen také v obdobích léto 2024.