KHSTRP Corporate Strategic Management

Faculty of Economics and Administration
Autumn 2008
Extent and Intensity
0/0. 3 credit(s). Type of Completion: zk (examination).
Teacher(s)
Ing. Viliam Záthurecký, MBA, Ph.D. (lecturer)
doc. Ing. Petr Pirožek, Ph.D. (lecturer)
Guaranteed by
doc. Ing. Petr Pirožek, Ph.D.
Department of Business Management – Faculty of Economics and Administration
Contact Person: Vlasta Radová
Timetable
Sun 28. 9. 12:50–16:15 P304, Sat 11. 10. 12:50–16:15 P304, Sun 7. 12. 12:50–16:15 P304
Prerequisites
Subject strategic management of the company provides information and knowledge of the principles and foundations of the application of analytical methods in the company; is designed as a cross-section, where are blending together all aspects and topics used in an area of business economics and business management. Subject provides guidance to ensure business success in a market economy, anticipating market opportunities and possible solutions of company’s problem in a strategic character. Lectures combine theoretical knowledge and practical guidelines for the strategic analysis of business processes and in particular for the creation of new strategic goals, vision and recommendations for senior management. Lectures are organized in a way the transition from general information, via specific business analysis to the ability of the student and team create a proposal for a new business strategy. The issue is discussed in terms of the external environment the company as well as from the perspective of internal factors, in order to create a good description of the current situation and proposal solutions for business 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
Strategic management (PHSTRP)
Idea, the essence of the subject Strategic management is the ability to understand the basics of creating a strategic concept of modern enterprise management. The main objective of the course is understanding and familiarity with the functions, the essence and methods of strategic management. The issue is focused mainly on ownership and the definition of the concept of business strategy and its strategic objectives, the strategic diagnosis, monitoring and forecasting firm’s development. Attention is paid to justify the arguments why has the strategic management vital importance and role in the system of corporate governance and management. In addition, leads to a description of the nature and possibilities of applications of all methods of evaluation and formulation of corporate strategy for business management. In particular refers to method of enabling the company to analyze the sector in which does business and forecast its future development, understand the principles of competition, competitiveness and creating competitive advantage in the enterprise, understand their own position and this analysis convert into a competitive business strategies. Attention is paid to the impact of competitive strategy on the internal environment of the company and its amendments. Subject consists of lectures and seminars. The workshops are concerning the practice of creating strategies through case studies. Requirements for passing: active participation in the seminars. Form of test: defence of seminar work - colloquium.

At the end of the course the student will be able to understand and explain the basics of strategic decision analysis, will be able to identify at which markets and parts of the market can be placed products or services of analysed firm. Student will be able to create and use devices and procedures to develop an effective business strategy, including the creation of the development company, anticipate future problems and opportunities. Student will be able to create clear goals and directions for the future of the company. However, the foundation will create completely rational considerations for the future development of the company in terms of its economic - financial indicators and other business analysis to improve strategic decision-making
Syllabus
  • 1) Developments of strategic management. Rise and development of strategic management. Eminent authors and their efforts. Basic approaches to strategic management. 2)Strategic management models. Selected models of strategic management process (main stream, logic incrementalism, Greiners model etc.) 3) Company mission. Company mission - statement of a mission. Companys goals, their statement. Shareholders and stakeholders company approach. Shareholders influence analysis. 4) External environment analysis. STEP analysis, economic branch analysis, motive forces analysis in branches. 5) Competition analysis. Competition analysis in branch - Porter model, strategic maps, competitors analysis, branch attractivity analysis. 6) Internal environment analysis. Current strategy evaluation, results analysis in individual areas, company sensitivity analysis, portfolio analysis, analysis SPACE. 7) Analysis of success factors. Key success factors, competition analysis, SWOT analysis. 8) Strategy selection. Strategic alternatives generating, strategy selection, types of strategies (integrating, intensive, diversification, defensive), selection of convenient strategy. 9) Strategy implementation. Organizational structure, organizational processes, role engaging. 10) Strategic change management. Organizational preparation for strategy implementation, reconfiguration of operating processes, strategy implementation with planning and administrative support. Thematic plan of seminars: 1.2.3. First presentation of individual teams Description of the company is presented and discussed in accordance with demanded structure. 4.5.6. Second presentation of individual teams Analysis and strategy of the company is presented and discussed, including proposal of its implementation in accordance with chosen methodic procedures. 7. Finale evaluation.
Literature
  • KEŘKOVSKÝ, Miloslav and Oldřich VYKYPĚL. Strategické řízení : teorie pro praxi. Vyd. 1. Praha: C.H. Beck, 2002, xii, 172. ISBN 807179578X. info
  • BARTES, František. Konkurenční strategie firmy. Vyd. 1. Praha: Management Press, 1997, 124 s. ISBN 80-85943-41-7. info
  • HRON, Jan, Ivana TICHÁ and Jan DOHNAL. Strategické řízení. 2. vyd. Praha: Česká zemědělská univerzita, 1995, 221 s. ISBN 80-213-0255-0. info
  • SCHOLES, Kevan. Cesty k úspěšnému podniku : stanovení cíle, techniky rozhodování. Edited by Gerry Johnson. Vyd. 1. Praha: Computer Press, 2000, xxviii, 80. ISBN 8072262203. info
  • PORTER, Michael E. Konkurenční strategie :metody pro analýzu odvětví a konkurentů. Translated by Karel Kvapil. Praha: Victoria Publishing, 1994, xv, 403 s. ISBN 80-85605-11-2. info
  • STADLER, Susanne. Strategický management :nástroje, aplikace. Translated by Magda Schulmeisterová. 1. vyd. Brno: Masarykova univerzita, 2000, 258 s. ISBN 802102304X. info
Assessment methods
Students will be incorporated into working teams. The teams have to work out a collective seminar paper from the sphere of the strategic management. Number of students in a team has not to exceed number 5. Presentation of the paper must be prepared in MS PowerPoint. The course will terminate by the exam in a form of colloquium (PowerPoint presentation and discussion).
Language of instruction
Czech
Further Comments
The course is taught annually.
The course is also listed under the following terms Autumn 2006, Autumn 2007.
  • Enrolment Statistics (recent)
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