Organizational Strategy 2600-MSMdz2SO
Lecture content
1. (Problem-based) Definition of corporate strategy
• evolution of the concept of strategy
• challenges in making strategic decisions
• history and key milestones of the discipline
• schools of strategy: planning, evolutionary, positioning, resource-based, simple rules
2. Step-by-step strategy model
• strategy formulation
• role of mission
• defining the strategic domain (organizational boundaries – key dimensions)
• search for competitive advantage
• setting goals and priorities – principles and limitations
• functional action programs
3. Making sense of the environment and methods of environmental analysis
• trends
• scenarios
• PEST analysis
• competitive diamond
• stakeholder analysis
• Porter’s Five Forces
• GE/McKinsey matrix
• strategic group analysis
4. Business model logic and organizational diagnosis
• theory of the company life cycle; diagnosis at different stages
• strategic growth options
• strengths and weaknesses analysis (SWOT)
• resources and capabilities
• types of business models
• value chain
• portfolio methods
5. Leadership and responsibility. Passion and discipline in strategy
• role of passion and experimentation in strategy building
• building a strategic hypothesis – passion and its foundations
• key characteristics of strategy
• main mistakes in strategy formulation
Course coordinators
Type of course
Learning outcomes
K_W01
The student knows and understands in depth the methodology of research and terminology in the discipline of management and quality sciences, as well as in supporting disciplines (economics, finance, legal sciences), in particular in the area of financial management and accounting.
K_W02
The student understands and is able to analyze complex processes occurring in organizations and their environment, using strategic management tools (e.g. SWOT, Porter’s Five Forces, value chain) and knowledge from economics, finance, and law to diagnose problems and integrate organizational functions into a coherent strategy.
K_W05
The student identifies and explains the impact of technological, social, political, legal, economic, and environmental factors (e.g. PEST analysis, trends, scenarios) on the functioning of organizations and understands their significance for contemporary economic challenges.
Skills
K_U01
The student is able to use theories from management and quality sciences, as well as supporting disciplines (economics, finance, legal sciences), to identify, diagnose, and solve problems related to financial decision-making in organizations and the management of financial institutions, using appropriate sources and adapting existing or developing new methods.
Social competences
K_K01
The student is ready to critically evaluate complex situations and phenomena related to financial management in organizations, accounting, and management of financial institutions and their strategies.
K_K03
The student is ready to initiate strategic actions that take into account stakeholder needs and create value for society and the environment, including through responsible business models.
K_K05
The student adheres to ethical principles in the process of formulating and implementing strategies, considers leadership responsibility, and maintains professional standards in business relations.
Assessment criteria
Learning outcomes assessment
Learning outcomes from the lecture will be verified during a final exam in the form of a test.
Lecture:
• Test (100%)
Grading scale:
• 0–50% – grade 2.0 (fail)
• 51–60% – grade 3.0
• 61–70% – grade 3.5
• 71–80% – grade 4.0
• 81–90% – grade 4.5
• 91–100% – grade 5.0
Bibliography
Literatura podstawowa:
K. Obłój: Strategia organizacji, PWE, 2014
Literatura dodatkowa:
K Obłój, Myśl strategicznie!, Poltex 2022
M. Ciszewska-Mlinaric, K. Obłój, A. Wąsowska: Strategia korporacji, Wolters Kluwer, 2015
K. Obłój: Pasja i dyscyplina strategii, Poltext 2013
R. Rumelt: Dobra strategia, zła strategia, 2015
R. Grant, Współczesna analiza strategii, KLUWER 2011
M.E. Porter: Porter o konkurencji, PWE, 2001