Strategic Management
General data
Course ID: | 2600-0550211014 |
Erasmus code / ISCED: | (unknown) / (unknown) |
Course title: | Strategic Management |
Name in Polish: | Strategic Management |
Organizational unit: | Faculty of Management |
Course groups: |
(in Polish) Przedmioty dla 1 roku, 1 sem., stacjonarne, IBP (Nowy Program ważny od 2022/2023) (in Polish) Przedmioty dla studentów ERSAMUS na Wydziale Zarządzania UW w semestrze zimowym |
ECTS credit allocation (and other scores): |
4.00
|
Language: | English |
Type of course: | obligatory courses |
Prerequisites (description): | Course Objectives This course focuses on key issues in formulating and implementing strategies in business organization, in a way to create a sustainable competitive advantage. These issues are approached from the perspective of general manager, responsible for organizational success in today’s global, turbulent economy. The emphasis is on pragmatic and action oriented general management skills. However, a considerable body of theory has evolved within different disciplines that have salient implications for the strategy discipline. Therefore the course will emphasize interdisciplinary nature of the strategy field. Course objectives are: • to develop an understanding of the different concept of strategy and their commonalities and differences • to practice several tools of strategic management • to analyze several cases of good and bad strategic management Case analysis We will analyze several cases in the class. Cases are always loaded with relevant and irrelevant information. There is always lack of important information, information you would think is necessary to “solve” the case, but this is exactly like in the real life. The success of the case method depends almost entirely on your preparation and active participation. |
Short description: |
Course Objectives This course focuses on key issues in formulating and implementing strategies in business organization, in a way to create a sustainable competitive advantage. These issues are approached from the perspective of general manager, responsible for organizational success in today’s global, turbulent economy. The emphasis is on pragmatic and action oriented general management skills. However, a considerable body of theory has evolved within different disciplines that have salient implications for the strategy discipline. Therefore the course will emphasize interdisciplinary nature of the strategy field. |
Full description: |
Zarządzanie strategiczne jest nazywane podstawową filozofią organizacji gdyż nadaje ramy funkcjonowania całej organizacji a z drugiej strony jest nieuchronnie czymś abstrakcyjnym, nienamacalnym. Podczas zajęć prezentowane będą podstawowe teorie strategiczne ilustrujące różne podejścia do strategii od jakże klasycznych: planistycznego, czy pozycyjnego po podejście ewolucyjne, zasobowe oraz najnowsze trendy w zarządzaniu strategicznym. Po omówieniu najważniejszych podejść zostanie przedstawiony eklektyczny model zarządzania strategicznego: misja, domena, przewaga strategiczna, cele strategiczne i funkcjonalne programy działania. Będzie on stanowić podstawę do dalszych rozważań nad procesem formułowania strategii i narzędziami analiz oraz typologiami strategii, potrzebnymi aby wypełnić go treścią. W efekcie, uczestnik zajęć otrzyma zarówno podstawy koncepcyjne jak i praktyczne do celowego i świadomego wykorzystywania zarządzania strategicznego w praktyce organizacyjnej. |
Bibliography: |
Course literature: Bob de Wit i Ron Meyer (2014 or 2010) Strategy: Process, Content, Context. London: ITBP or (1999) Strategy Synthesis, London: ITBP, www.cengagebrain.com Plus articles as a supplementary material for the course: Don Sull (1999), Why Good Companies Go Bad, HBR , July-August C. Markides (1999), Six Principles of Breakthrough Strategy, Business Strategy Review, Issue 2/1999 Bower and Christensen (1995), Disruptive Technologies, HBR January-February Hamel Gary (1996), Strategy as Revolution, HBR, July-August Christiansen C. M. (2001) The Past and Future of Competitive Advantage, Strategic Management Review Eisenhardt Kathleen and Don Sull (2001), Strategy As Simple Rules, HBR , Jan.-Feb. Osterwalder Alexander and Yves Pigneur (2008) Business Model Generation : A Handbook for Visionaries, Game Changers, and Challengers. Hoboken, NJ : Wiley. 2010 |
Learning outcomes: |
• to develop an understanding of the different concept of strategy and their commonalities and differences • to practice several tools of strategic management • to analyze several cases of good and bad strategic management |
Assessment methods and assessment criteria: |
Evaluation: Grades will be determined on the basis of following assignments: # Assignments Points 1 Team Assignments - Cases (1 out of 6: Honda (A+B), RyanAir A, ZARA, Apple and TBD Case) 1 x 20 = 20 2 Individual and team assignments related to the assigned case studies (including online quizzes, tests, and essays – answers to questions). 4 x 5 = 20 3 Class Participation (class discussion and right activity mean taking part in cases discussion, offering insightful commentaries, being prepared) 10 4 Final Take Home Exam – Individual Case Study (24 h, remote, open book, individual exam) 50 Total 100 Bonus (for any activities above and beyond professors expectations and imagination) 10 Course literature: |
Classes in period "Winter semester 2023/24" (past)
Time span: | 2023-10-01 - 2024-01-28 |
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MO WYK
TU W TH WYK
FR WYK
|
Type of class: |
Lecture, 30 hours
|
|
Coordinators: | Tomasz Ludwicki | |
Group instructors: | Tomasz Ludwicki | |
Students list: | (inaccessible to you) | |
Examination: |
Course -
Examination
Lecture - Examination |
Classes in period "Winter semester 2024/25" (in progress)
Time span: | 2024-10-01 - 2025-01-26 |
Navigate to timetable
MO WYK
TU WYK
WYK
W WYK
TH FR |
Type of class: |
Lecture, 30 hours
|
|
Coordinators: | Tomasz Ludwicki | |
Group instructors: | Tomasz Ludwicki | |
Students list: | (inaccessible to you) | |
Examination: |
Course -
Examination
Lecture - examination or credit |
Copyright by University of Warsaw.