Strategic Management
Informacje ogólne
Kod przedmiotu: | 2600-ERSM1SM |
Kod Erasmus / ISCED: | (brak danych) / (brak danych) |
Nazwa przedmiotu: | Strategic Management |
Jednostka: | Wydział Zarządzania |
Grupy: |
Przedmioty dla studentów ERSAMUS na Wydziale Zarządzania UW w semestrze zimowym |
Punkty ECTS i inne: |
4.00
|
Język prowadzenia: | angielski |
Rodzaj przedmiotu: | fakultatywne |
Skrócony opis: |
(tylko po angielsku) 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. |
Pełny opis: |
(tylko po angielsku) Sessions Topics Introduction to the Strategy Course Strategy as a plan • Main assumptions • General strategy model Tools – trends, programs, SWOT Discussion of Honda (A) case study - What are the reasons of Honda success? - How did Honda manage to create a positive feedback loop that ensures growth? Summary: lessons from the case study Strategy as a pattern - Main assumptions - Development of inertial pattern Tools – analysis of organizational rules of the game Discussion of Honda (B) case study - Evaluate leaders of Honda and their relations? - How did Honda prepare to entry to the US market? - How did Honda perform entry into the US market? - What was the pattern of Honda activities and moves? Summary: lessons from the case study Strategy as position at the marketplace • Main assumptions; • General strategy model; • Tools: o 5 forces model; o Value net model; o Stakeholder model; o Generic strategies framework; o Value chain model and strategy as set of choices and activities. Discussion of RyanAir (A) case study: - What is your assessment of Ryanair’s launch strategy? (give solid arguments.) - How do you expect Aer Lingus and BA to respond - Create scenarios and discuss which is the most probable? - How costly would it be for those airlines to retaliate against Ryanair’s launch rather than accommodate it? (Calculate range of costs involved). Summary: lessons from the case study Strategy as core competence • Main assumptions • General strategy model – VRIO framework • Tools o Core competence exercise o Strategy as configuration – developing innovative strategies • Strategy as simple rules and real options. Case study: Judo in Action Developing and implementing strategy • Selection of approach and 5 elements of good strategy - making choices and implementing them. Types of strategy – classical typologies and trade offs • Price-quality • Old-new markets/products • Conservative versus offensive strategies • Generic strategies • Focused and diffused advantages Case Study “Barco Projection Systems (A)” - Analyze the industry - Evaluate strategic position of Barco from the perspective of different typologies - Analyze options listed at the end of the case – which one should they choose? Why? Summary: lessons from the case study Strategic toolbox • Analyzing strategic groups and practical significance of drawing groupings – making options clear • Analyzing value chains • Benchmarking • Configuration analysis • Portfolio Analyzes • Rules of good and bad strategic portfolio - Case Study: Samsung Summary: lessons from the case study Sum-up the course. Preparation for the final case study. |
Literatura: |
(tylko po angielsku) Reading: 1. Bob de Wit i Ron Meyer (2004) Strategy: Process, Content, Context. London: ITBP lub (1999) Strategy Synthesis, London: ITBP, www.thomsonlearning.co.uk Articles available via EBSCO: 2. Don Sull (1999), Why Good Companies Go Bad, HBR , July-August 3. C. Markides (1999), Six Principles of Breakthrough Strategy, Business Strategy Review, Issue 2/1999 4. Bower and Christensen (1995), Disruptive Technologies, HBR January-February 5. Hamel Gary and C.K. Prahald (1989), Core Competence of a Corporation, HBR 6. Hamel Gary (1996), Strategy as Revolution, HBR, July-August 7. Christiansen C. M. (2001) The Past and Future of Competitive Advantage, Strategic Management Review 8. Eisenhardt Kathleen and Don Sull (2001), Strategy As Simple Rules, HBR , Jan.-Feb. |
Efekty uczenia się: |
(tylko po angielsku) Course objectives are: 1. to develop an understanding of the different concept of strategy and their commonalities and differences 2. to practice several tools of strategic management 3. to analyze several cases of good and bad strategic management |
Metody i kryteria oceniania: |
(tylko po angielsku) Assignments & Points Team Assignments - Cases ( Honda (A+B), RyanAir A, Barco, Judo Samsung) 5 x 8 = 40 Class Participation (class discussion and right activity mean taking part in cases discussion, offering insightful commentaries, being prepared) 10 Final Exam – Individual Case Study (remote, open book exam) 50 Total 100 Bonus 10 |
Zajęcia w cyklu "Semestr zimowy 2023/24" (zakończony)
Okres: | 2023-10-01 - 2024-01-28 |
Przejdź do planu
PN WT ŚR CZ PT |
Typ zajęć: |
Wykład, 30 godzin
|
|
Koordynatorzy: | Tomasz Ludwicki | |
Prowadzący grup: | Tomasz Ludwicki | |
Lista studentów: | (nie masz dostępu) | |
Zaliczenie: | Zaliczenie na ocenę |
Właścicielem praw autorskich jest Uniwersytet Warszawski.