Strategic analysis 2600-MSMdz1abAS
1. The concept of strategic analysis - cognitive errors
2. strategic choices model (Prof. Obłój's Model)
3. SWOT analysis - identification of analytical areas (inside and outside the organization)
4. strategic diagnosis of the organization's environment
a. PEST/PESTEL
b. Porter's Diamond Model of competitiveness
c. Porter's 5 forces analisys
d. Stakeholder analysis
e. Strategic group maps
f. Value network analysis (value net/PARTS)
5. strategic diagnosis of the organization
a. Prism of game theory
b. Still about SWOT/TOWS - building a competitive profile
c. VRIO
d. "Blue ocean" strategy
e. Porter's value chain
f. Other value chain approaches
6. network analysis
a. Network structure
Type of course
Mode
Learning outcomes
Student:
K_W01 - Knows and understands to an in-depth degree the methodology of conducting strategic analysis and terminology in the field of strategic management and related analyses
K_W02 - Knows and understands the complex processes and phenomena occurring in different types of organizations and in the world around them, uses the theory of management and complementary disciplines (economics and finance, legal sciences) to recognize, diagnose and solve problems related to the structure of the organization and its environment, and integrate solutions to problems into the organization's strategy.
K_U01 - Can use strategic analysis to recognize, diagnose and solve complex and unusual problems related to key functions in the organization and integrate them within the organization's strategy, using an appropriate selection of sources and adapting existing or developing new methods.
K_U02 - Can correctly interpret complex technological, social, political, legal, economic, ecological processes and phenomena and their impact on the functioning of the organization and the economy as a whole, using an appropriate selection of sources.
K_U03 - Is able to independently and collectively prepare analyses, diagnoses and reports on complex and unusual problems related to the functioning of the organization, the sector and the economy as a whole
and present them communicatively, including in English - using advanced information and communication tools.
K_K01 - Is ready to evaluate and critically approach complex situations and phenomena related to the functioning of the organization, the sector and the economy as a whole. He is able to carry out an appropriate interpretation of the results of the analysis in practice.
Assessment criteria
Subject completed with evaluation of work, activity and attendance during the semester (final grade based on points earned))
1. attendance: attendance +1, absence -1, absence uspr. 0.
2. activity: up to 2 points per class
3. sample work to be done and scoring:
a. Work on the topic of the Cladding model for small business: up to 5 points (individually)
b. Work on SWOT analysis: up to 5 points (individually)
c. PESTEL analysis for a large company: up to 10 points (team)
d. Construction of a map of strategic groups for a selected industry: up to 10 points (team)
e. Stakeholder analysis: up to 5 points
f. Construction of a value curve for the "blue ocean": up to 10 points
Maximum total: 90 points.
Bibliography
Basic:
Obłój K., Strategia organizacji, PWE, 2014
Ciszewska-Mlinarič M., Obłój K., Wąsowska A., Strategia korporacji, WN, 2021
Additional readings:
Obłój K., Myśl strategicznie!, Poltext, 2022
Obłój K., Pasja i dyscyplina strategii, Poltext, 2016
Obłój K., Praktyka strategii firmy, Poltext, 2020
Grant R.M., Contemporary Strategy Analysis, WILEY, 2020
Zdziarski M., Analiza sieci, w: Sieci międzyorganizacyjne. Współczesne wyzwanie dla teorii i praktyki zarządzania, C.H.Beck, 2012.
Chan Kim W., Mauborgne R., Strategia Błękitnego Oceanu, MTBiznes, 2010
Taleb N.N., Czarny Łabędź, Zysk i S-ka, 2020
Kahneman D., Pułapki myślenia, MR, 2012
Additional information
Additional information (registration calendar, class conductors, localization and schedules of classes), might be available in the USOSweb system: