NE_STM Strategic management for Masters Degree Programme

Institute of Technology and Business in České Budějovice
winter 2020
Extent and Intensity
2/3/0. 6 credit(s). Type of Completion: zk (examination).
Teacher(s)
Ing. Tsolmon Jambal, Ph.D. (seminar tutor)
Mgr. Michal Konečný, PhD. (seminar tutor)
doc. Ing. Jarmila Straková, Ph.D., 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/NE1: Sun 13. 12. 8:00–9:30 B2, 9:40–11:10 B2, 11:25–12:55 B2, 13:05–14:35 B2, Sun 10. 1. 8:00–9:30 B2, 9:40–11:10 B2, 11:25–12:55 B2, Sat 16. 1. 8:00–9:30 B1, 9:40–11:10 B1, 11:25–12:55 B1, J. Straková
NE_STM/P01: Tue 11:25–12:55 N121, J. Straková
NE_STM/S01: Tue 13:05–14:35 N205, Tue 14:50–15:35 N205, T. Jambal, M. Konečný
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
  • FOTR, J. et al., 2012. Tvorba strategie a strategické plánování. Praha: Grada. ISBN 978-80-247-3985-4.
  • ZUZÁK, R., 2012. Strategický management. Praha: Vysoká škola ekonomie a managementu. ISBN 978-80-86730-82-0.
  • KIM, W. CH. a R. MAURBORGNE, 2012. Strategie modrého oceánu. Praha: Management Press. ISBN 978-80-7261-128-7.
  • CLEGG, S. et al., 2011. Strategy. Theory and Practice. London: SAGE Publications Ltd. ISBN 978-1-84920-452-0.
  • DOZ, Y. a M. KOSONEN, 2011. Dynamická strategie. Praha: Management Press. ISBN 978-80-7261-227-7.
  • KONEČNÝ, M. a M. GREGUŠOVÁ, 2012. Strategický management. Ostrava: VŠB. ISBN 978-80-248-2791-9.
  • SOUČEK, Z., 2015. Strategie úspěšného podniku. Praha: C. H. Beck. ISBN 978-80-7400-572-5.
  • TICHÁ, I. a J. HRON, 2016. Strategické řízení. Praha: ČZU. ISBN 978- 80-213-0922-7.
  • JAROŠOVÁ, E. et al., 2015. Vyvážený leadership. Dynamika manažerských dovedností. Praha: Management Press. ISBN 978-80- 7261-289-5.
  • 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.
  • ZUZÁK, R., 2011. Strategické řízení podniku. Praha: Grada. ISBN 978- 80-247-4008-9.
    recommended literature
  • ARMSTRONG, M. a T. STEPHENS, 2008. Management a leadership. Praha: Grada. ISBN 978-80-247-2177-4.
  • KEŘKOVSKÝ, M. a O. VYKYPĚL, 2006. Strategické řízení. Teorie pro praxi. Praha: C. H. Beck. ISBN 80-7179-453-8.
Forms of Teaching
Lecture
Seminar
Tutorial
Teaching Methods
Frontal Teaching
Group Teaching - Cooperation
Brainstorming
method of confrontation
Student Workload
ActivitiesNumber of Hours of Study Workload
Daily StudyCombined Study
Preparation for Seminars, Exercises, Tutorial2642
seminar work elaboration4545
Self-study2049
Attendance on Lectures26 
Attendance on Seminars/Exercises/Tutorial/Excursion3920
Total:156156
Assessment Methods and Assesment Rate
Seminary Work 100 %
Exam conditions
seminar paper:

full-time and part-time form of study 10 SP at most, at least 20 citations, out of which at least 10 from the WoS or Scopus databases

Students will prepare a text on the topic concerning strategic management (during the first seminar, teachers will assign the topic). Each student will choose a real company operating in the manufacturing sector or in the sector of services and describes it in terms of its legal form, size, specialization (NACE classificaation); characterizes the relevant sector; the current phase of the company´s life cycle; describes its current economic situation. Afterwards, students will write a professional article on a given topic.

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 "F" mark will be automatically given.

Language of instruction
Czech
Further comments (probably available only in Czech)
The course is taught annually.
Teacher's information
Classes will be realized via MS Teams (seminars can be pre-recorded, if the teachers wish, provided that the teacher will be online (in MS Teams) for at least 30 min each lesson to discuss/answer questions of students concerning both the topic being discussed as well as the preparation of seminar papers).

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 seminars is mandatory.

The course is also listed under the following terms winter 2021, winter 2022, winter 2023.
  • Enrolment Statistics (winter 2020, recent)
  • Permalink: https://is.vstecb.cz/course/vste/winter2020/NE_STM