| Course ID: | PEK-SL>2816.5.E |
| Course title: | STRATEGIC MANAGEMENT |
| Semester: | 5 / Winter |
| ECTS: | 2 |
| Lectures/Classes: | 15 / 15 hours |
| Field of study: | Ecomomics |
| Study cycle: | 1st cycle |
| Type of course: | compulsory |
| Prerequisites: | Knowledge of microeconomics, macroeconomics, management basics and market research |
| Contact person: | dr Krzysztof Rutkiewicz Ph.D.; krzysztof.rutkiewicz@upwr.edu.pl |
| Short description: | https://sylabus.upwr.edu.pl/en/document/ed9dd5f4-21d8-42f9-b4f4-4aaf4a29e7e0.pdf The subject covers issues related to the essence of strategy and strategic management and their role in company management. Strategic analysis of the environment. Analysis of the company's strategic potential. Formulating and selecting the company's strategy. Implementation of the strategy. Contemporary concepts of strategic management. |
| Full description: | LECTURES: 1. Introduction to strategic management. The concept and essence of strategic management. The evolution of strategic management. 2. Model of strategic management of the enterprise. Basic types of decisions in an enterprise. Strategic management stages. The concept, types and levels of the company's strategy. The company's mission. Strategic vision. The goals of the enterprise. External (environment) analysis of the enterprise. Internal analysis of the enterprise. Strategic alternatives. Strategic choice. Strategic programs. Action programs. Budgets. Time dependencies for the implementation of tasks. Choosing an organizational structure. Strategic control. 3. The company's competitive strategies. Types of enterprise strategies. Competitive strategies of M.E.Porter. Cost leadership strategy. Diversification strategy. Focus strategy. 4. Basic strategies of enterprise development. Horizontal integration strategy. Vertical integration strategy. Diversification strategy. Strategy to narrow down the field of activity. Decommissioning strategy. Restructuring strategy. Market development strategy. Product development strategy. 5. Strategic analysis of the enterprise. Strategic analysis methods. Analysis of the company's environment. Methods of macro-environment analysis. Scenarioless methods. An exemplary construction of environmental state scenarios. Methods of microenvironmental analysis. Micro-environment and its main elements. Model of "five forces" by M. Porter. Strategic groups method. Scoring the attractiveness of the sector. Strategic gap analysis. Strategic benchmarking as a method of assessing the company's position in the sector. Profile method. 6. Portfolio methods as a tool for researching the company's market position. Life cycle. Product life cycle. Technology life cycle. Boston Consulting Group (BCG) method. The McKinsey matrix. The ADL matrix. Hofer and Schendl matrix. 7. Comprehensive methods of strategic analysis. SWOT method. An exemplary identification of the company's strengths and weaknesses using the SWOT method. SPACE method. The use of the SPACE method to evaluate the company's strategy. Credit Commerciale de France (CCF) method. 8. The role of financial analysis in a comprehensive strategic diagnosis of an enterprise. Use of financial analysis in strategic management. Measures of the company's financial standing. Profitability indicators. Rotation indicators. Liquidity and financial support ratios. Enterprise debt analysis. General strategic situation of the enterprise. |
| Bibliography: | Business strategy. Managing uncertainty, opportunity & enterprise, J.C.Spender, Oxford; Frank T. Rothaermel, Strategic management: Concepts, McGraw-Hill Education, 2016; Vinh Sum Chau, Barry J. Witcher, Strategic management: Principles & Practice, Cengage Learning EMEA, 2014; Martyn Pitt, Dimitrios Koufopoulos, Essentials of strategic management, Sage Publications Ltd, 2012; Morden Tony, Principles of strategic management, Taylor & Francis Ltd, 2017. |
| Learning outcomes: | KNOWLEDGE: -Student defines fundamental concepts and classifies problems and classic concepts of strategic management. -The student knows the methods of strategic analysis, identifies various types of strategies and the criteria for their selection, and describes the tools for controlling and monitoring the progress of their implementation. SKILLS: -Student is able to analyze the environment on a micro and macro scale, using various methods of strategic analysis and determine the strategic position of the company. -The student has the ability to think critically and evaluate the strategies used for the development of the company. -Student is able to use in practice strategic management tools. SOCIAL MOMPETENCES: -Student understands the social responsibility of strategic management of the enterprise, -makes self-assessment of competences and improves their skills in this area; -Student is able to define priorities to achieve the goals of strategic management. |
| Assessment methods and assessment criteria: | Written test, Project, Activity in class, Paper, Presentation, Participation in discussion |