FP-smaPAcad. year: 2020/2021
Strategic management in the market economy and competitive environment is a crucial aspect of company success. Decision about strategy, if the selected strategy should lead the company to the required target, has to be based on solid strategic analysis. Only on this base, the management can generate possible solutions, choose and implement an optimal variant. Within the process of strategic management, the management of a company considers factors such as available resources, mission and goals, external and internal environment of company. Strategy created and understood this way can represent a good basis for ensuring the competitiveness of a company.
Learning outcomes of the course unit
Students will have a clear idea of strategic management process and principals of strategic thinking. They will be made familiar with analytical tools intended for strategic analysis of external and internal factors. Students will learn the methodology of formulation of strategy based on hierarchical strategy structure - corporate, business and functional strategy. Students will also learn the methods applied for selection, realization and evaluation of strategy.
Students are expected to have basic knowledge of methods used in planning, organizing, stimulation and control. They have to understand basic function of company. Knowledge of basic marketing methods is required.
Recommended optional programme components
Recommended or required reading
GRANT, R.M. Contemporary strategic analysis. 6th ed. Blackwell Publishing, 2008. 482 p. ISBN 978-1-4051-6309-5.
HITT, M.A. - IRELAND, R.D. - HOSKISSON, R.E. Strategic Management - Competitiveness and Globalization: Concepts. 6th ed. South-Western College Pub, 2004. 544 p. ISBN 0324275307
KOTLER, P. Matrketing Management. 10. vyd. Praha: Grada Publishing, 2001. 720 s. ISBN 80-247-0016-6.
MALLYA, T. Základy strategického řízení a rozhodování. 1.vyd., Praha: Grada Publishing, a.s., 2007. 246 s. ISBN 978-80-247-1911-5.
JOHNSON, G. - SCHOLES, K. Cesty k úspěšnému podniku. Přel. Z. Strnad. 1. vyd. Praha: Computer Press, 2000. 803 s. Přel. z: Exploring Corporate Strategy. ISBN 80-7226-220-3
ZICH, R. Koncepce úspěchuschopnosti Konkurenceschopnost - vítězství, nebo účast v soutěži?. Brno: Akademické nakladatelství CERM, 2012. 125 s. ISBN: 978-80-7204-818- 2.
MINTZBERG - QUINN - GHOSHAL The Strategic Management Process. Revised European Edition. Prentice Hall Europe 1998, 1036 p. ISBN 0-13-675984-X.
PORTER, MICHAEL E. Competitive Advantage. First Free Press Export Edition: Free Press 2004. 557 s. ISBN: 0-7432-6087-2.
Planned learning activities and teaching methods
The course contains lectures that explain basic principles, problems and methodology of the discipline, and exercises that promote the practical knowledge of the subject presented in the lectures.
Assesment methods and criteria linked to learning outcomes
Evaluation is based on points from the project, its defence and points from written exam combined with oral examination. Score can be as following:
• Evaluation of continuous work at seminars – up to 60 points, required minimum is 20 points. Specific tasks are evaluated in individual seminars.
• Project defence – up to 40 points – based on team discussion. Students must prove both practical knowledge of solved problem and knowledge of theoretical background.
• Exam – written with oral examination – up to 100 points
Written exam with oral examination
Two open tasks, each is evaluated 50 point. Exam is open book type. Oral examination follows written part. Maximum of points is 100.
Project elaboration and project defence
Project is solved in teams (3 – 8 members). Students can choose either analytical or complex project -for detailed specification see e-learning. Students must establish team, define the project goal and submit the specification of assignment until 6th week of semester. One consultation, at least, is compulsory before submission.
Final defence is planned for two last weeks of semester and first two weeks of exam period – for specification see e-learning (three options: without defence, defence with submited project, defence without project submition). Time reserved for on defence is 60 – 120 minutes. Whole team must participate. Missing members must come individually. Whole project must be submitted one week before the defence - electronic version, pdf file (use surname of one management member as file name). The defence test both practical knowledge of solved problem and knowledge of theoretical background. Whole team is evaluated. Peer evaluation of team members can be part of evaluation.
Late project submission: -10b
Late assignment submission: -10b
Final mark follows from number of points and respect ECTS. Retakes are defined by Study and Examination Code.
- exam as described
Language of instruction
1. Strategic management – process and specification, hierarchy of company strategy.
2. Strategic goals and objectives and their links to vision, mission, corporate, business and functional strategy.
3. Definition and analysis of business environment. Identification of relevant factors of general and industry environment. Analysis of competitive environment. Identification of customers and competitors. Analysis of competition and competitive relations.
4. Analysis of internal factors of competitive advantage based on functional approach. Application of value chain as a tool for analysis and development of competitive advantage.
5. Application of resource based view and core competences in the process of identification and development of competitive advantage.
6. Definition of business strategy. Competitive character of business strategy. Business strategy based on application of business model.
7. Formulation of vision and mission. Corporate strategy in the context of diversification. Restructuring of company. Function of corporate strategy in development of strategic competitiveness.
8. Hierarchy of company strategy in the context of internationalization activities.
9. Strategic development based on external cooperation. Strategic alliances and networks. Strategic aspects of mergers.
10. Implementation of strategy. Organizational aspects of strategy implementation. Strategic control. Strategic leadership and role of management in strategy implementation.
The objective of the course is to make students familiar with the strategic management process in market and competitive environment. The course is focused on explanation of analytical tools and possibility of their application and on formulation of strategy and its realization.
Specification of controlled education, way of implementation and compensation for absences
Attendance at lectures is recommended and controlled. Attendance at seminars is required. Control is in teacher’s competence. Projects are discussed as well during lectures and seminars.
Classification of course in study plans