Strategic management - creating and implementing plans 2400-ZEWW840-OG

As part of interactive work based on case studies (of both large corporations and small organizations), we will look for answers to the following questions:

• Why do companies, institutions and each of us need an strategy?
• What key information and tools help to diagnose the condition of the organization and the challenges it faces?
• What critical factors related to the broadly understood macro-environment should be included in the design of the strategy?
• What critical factors related to the analysis of the competitive (close environment) and sectoral environment should be taken into account in building the strategy?
• How to recognize the key success factors of an activity in a specific industry and what are the most important methods of testing the organization's potential?
• What are the crucial components of strategic management of the organization?
• What are the basic models useful in setting the company's strategy?
• How to define strategic goals and cascade them to the level of functional strategies?
• What are the basic tools supporting managerial control?
• What are strategic and operational controlling?
• What is a balance scorecard and what are its core elements?
• What tools should be used to properly identify key risks to the operation of the company / organization?
• How to integrate the implementation of climate goals and sustainable development goals into the strategy and strategic management?
• How to design a sustainable development strategy for an organization?

Detailed Issues
1. General characteristics of the idea and concept of strategy, strategic management process; goals, essence and stages of the strategic management process, evolution of strategic thinking, main schools of strategic management,
2. Analysis of the company's environment
structure of the enterprise's macro-environment - PESTEL analysis, sector analysis: competition model of Porter – five forces, strategic groups, evaluation of the company's competitive position
3. Enterprise resource analysis
Intangible assets and the value chain as the basis for identifying the strengths and weaknesses of the company, analysis of key success factors, the essence and sources of competitive advantages, resource determinants of the company's strategy
4. The goals of the enterprise
The essence of entrepreneurship, the mission of the organization: the essence and the formulation process, strategic, tactical and operational goals, the SMARTER model
5. Generating and evaluating strategic options
SWOT matrix, basic / central strategies (corporate level): strategies at the level of units (business level), functional strategies (functional level)
6. Implementation and control of the strategy
successful strategy implementation, resource planning: structure, leadership, human resources, technology, balanced scorecard (BSC), business models

Type of course

general courses

Prerequisites (description)

The course is implemented as part of a project co-financed by the European Union with the European Social Fund under the Operational Programme Knowledge Education Development 2014-2020. Therefore, it is necessary to register on the website: https://www.wne.uw.edu.pl/pl/misja-wne/formularz-3 and sign a training contract, after completing registration under USOS. Course is free of charges.

Course coordinators

Marcin Dwórznik
Marcin Michalak
Agnieszka Różycka
Grzegorz Tchorek

Learning outcomes

Knowledge:
As a result of the education process, the student:
- can define the basic concepts and problems of strategic management,
- knows the methods of strategic analysis, identifies various typologies of strategies, criteria for their selection and describes the control and monitoring tools,
- has in-depth knowledge of the functioning of the organization, its objectives, resources, etc.
- has in-depth knowledge of strategic management, schools and strategy typology
- knows and understands the necessity to learn about the concept of strategic management as a source of knowledge and inspiration to influence the development of the organization
- uses professional terminology, diagrams and models in the field of strategic management
- has extensive knowledge of building and implementing the company's strategy

Skills
After completing the course, the student:
- can analyze the micro, meso and macro environment, using various methods of strategic analysis,
- has the ability to think critically and evaluate applied strategies for the development of the company,
- can independently define problems and look for them in the field of strategic management,
- has the ability to search, select and evaluate information for the purposes of formulating and implementing the organization's strategy,
- is able to use the methods and tools used in strategic management,
- has the ability to set strategic goals for the enterprise and to diagnose key factors of the company's competitiveness
- has the ability to select and construct strategic plans and company strategies at the level of the entire organization and at the functional level
- is aware of the possibilities of strategic management as an instrument increasing the competitiveness of the organization,
- is able to prepare an oral and written presentation on issues related to the issues of management, including the ability to make a critical analysis of various concepts during the presentation and develop his own position

Social competence
At the end of the course, the student:
- understands the social responsibility related to strategic management,
- is able to self-assess competences and improve their skills in strategic management,
- is able to define priorities for the achievement of strategic management goals,
- can work in a group and independently analyze case studies,
- understands the idea of life-long learning,
- reports readiness to participate in projects,
- develops leadership skills,
- develops critical thinking,
- can listen with understanding
- is able to plan and take up challenges related to self-education,

Assessment criteria

Attendance during classes and evaluation of the effects of group and individual work on case studies
Points for activity during classes (30%) and points for the assessment of the effects of group work (30%) and individual work (40%) on case studies

Bibliography

1. Ciszewska M. Obłój K. Wąsowska A. Strategia Korporacji, Wolters Kluwer, 2015
2. K. Obłój, Strategia organizacji. W poszukiwaniu trwałej przewagi konkurencyjnej, PWE, Warszawa 2007.
3. M.E. Porter, Strategia konkurencji. Metody analizy sektorów i konkurentów, PWE, 1992 lub późniejsze wydania

Notes

Term 2023Z:

None

Additional information

Information on level of this course, year of study and semester when the course unit is delivered, types and amount of class hours - can be found in course structure diagrams of apropriate study programmes. This course is related to the following study programmes:

Additional information (registration calendar, class conductors, localization and schedules of classes), might be available in the USOSweb system:

Description of 2400-ZEWW840-OG in USOSweb