Strategic Management 2600-DSMz3ZS
Lecture:
1. (Problematic) Defining Corporate Strategy
- Evolution of the Strategy Definition
- Challenges Related to Strategic Decision-Making
- History and Milestones of the Discipline
- Schools of Strategy: Planning, Evolutionary, Positional, Resource-Based, Simple Rules
2. A Step-by-Step Strategy Model
- Constructing Strategy
- The Role of Mission
- Defining the Strategic Domain, or Organizational Boundaries – Key Dimensions
- Seeking Competitive Advantage
- Formulating Goals and Priorities – Principles for Formulating and Limiting This Process
- Functional Action Plans
3. Making Sense of the Environment and Methods for Analyzing the Organization's Environment
- Trends
- Scenarios
- PEST
- The Competitiveness Diamond
- Stakeholder Analysis
- Porter's 5 Forces
- The GE Model
- Strategic Group Analysis
4. The Logic of an Organization's Business Model and Organizational Diagnosis
- The Corporate Life Cycle Theory Organizational Diagnosis in Various Life Stages
- Strategic Growth Options
- Strength and Weakness Analysis / SWOT
- Resources and Skills
- Types of Business Models
- Value Chain
- Portfolio Methods
5. Leadership and Responsibility: Passion and Strategic Discipline
- The Essence and Importance of Passion and Experimentation in Strategy Development
- Developing a Strategic Hypothesis – Passion and Its Material
- Basic Features of Strategy
- Main Mistakes Made in Strategy Development
Tutorials:
- Introduction: Overview of the Concept and Key Elements of Strategy, Including the Obłój Model and Kaplan and Norton's Assumptions
- Business Design: Strategy Development Process and Overview of the Key Elements of a Business Model
- Porter's 5 Forces Model
- Value Chain
- Environmental Analysis (PESTEL)
- Stakeholder Analysis
- The Role and Analysis of the Competition
- Value Chain Design
- The Role of the Leader and Ethical Behavior
Course coordinators
Type of course
Mode
Learning outcomes
After completing the course, the student will:
Knowledge:
K_W01 Knows and understands the terminology in the field of corporate management within the discipline of management and quality science and complementary disciplines (economics and finance, legal studies).
K_W02 Knows and understands the specifics, principles, procedures, and practices related to the operation of a small enterprise, its key functions (operations, marketing, finance, personnel management), and its relationships with the environment.
K_W07
Knows the principles of creating and developing various forms of entrepreneurship, including building strategies, business models, and identifying competitive advantage.
Skills:
K_U01 Can use the theory of management and quality science and complementary disciplines (economics and finance, legal studies) to identify, diagnose, and solve problems related to key functions in a corporation and integrate them into a strategy, using appropriate sources and adapting existing methods.
K_U02
Able to correctly interpret technological, social, political, legal, economic, and ecological processes and phenomena, and their impact on the functioning of an organization and the entire economy, using appropriate sources.
K_U07
Is able to plan and organize both individual and team work, as well as effectively collaborate in the development and implementation of organizational strategies.
K_U08
Is capable of independently improving qualifications through environmental analysis, learning new strategic tools, and continuously developing competencies.
Attitudes:
K_K01
Is ready to evaluate and critically approach situations and phenomena related to the functioning of an organization, sector, and the entire economy.
K_K04
Demonstrates an entrepreneurial attitude by initiating strategic actions, identifying market opportunities, and making informed decisions.
K_K05
Adheres to the principles of professional ethics and maintains standards in business relationships, taking into account social responsibility in the process of creating and implementing strategies.
Assessment criteria
Learning outcomes from tutorials will be verified on an ongoing basis through tasks performed individually and in groups by students during tutorials and through homework assignments. Learning outcomes from the lecture will be verified during an exam in the form of a test.
Lecture:
Test (100%)
0-50% – grade 2
51-60% – grade 3
61-70% – grade 3.5
71-80% – grade 4
81-90% – grade 4.5
91-100% – grade 5
Tutorials:
Assesment of the tutorials is based on accumulating points, which can be earned through:
- in-class discussions based on company examples and presented tasks (30%)
- team-based analysis based on case studies, which can earn 10%, 10%, 20%, and 30%, respectively
Provided that at least 51% of the possible points are obtained in the tutorials:
a) A grade of 4.5 increases the exam grade by 0.5
b) A grade of 5 increases the exam grade by 1 grade
Bibliography
Core Reading:
K. Obłój: Organizational Strategy, PWE, 2014
Additional Reading:
K. Obłój, Think Strategically!, Poltex 2022
M. Ciszewska-Mlinaric, K. Obłój, A. Wąsowska: Corporate Strategy, Wolters Kluwer, 2015
K. Obłój: The Passion and Discipline of Strategy, Poltext 2013
R. Rumelt: Good Strategy, Bad Strategy, 2015
R. Grant, Contemporary Strategy Analysis, KLUWER 2011
M.E. Porter: Porter on Competition, PWE, 2001