Uniwersytet Warszawski - Centralny System Uwierzytelniania
Strona główna

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 Podstawowe informacje o zasadach przyporządkowania punktów ECTS:
  • roczny wymiar godzinowy nakładu pracy studenta konieczny do osiągnięcia zakładanych efektów uczenia się dla danego etapu studiów wynosi 1500-1800 h, co odpowiada 60 ECTS;
  • tygodniowy wymiar godzinowy nakładu pracy studenta wynosi 45 h;
  • 1 punkt ECTS odpowiada 25-30 godzinom pracy studenta potrzebnej do osiągnięcia zakładanych efektów uczenia się;
  • tygodniowy nakład pracy studenta konieczny do osiągnięcia zakładanych efektów uczenia się pozwala uzyskać 1,5 ECTS;
  • nakład pracy potrzebny do zaliczenia przedmiotu, któremu przypisano 3 ECTS, stanowi 10% semestralnego obciążenia studenta.

zobacz reguły punktacji
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
Wybrany podział planu:
Przejdź do planu
Typ zajęć:
Wykład, 30 godzin więcej informacji
Koordynatorzy: Tomasz Ludwicki
Prowadzący grup: Tomasz Ludwicki
Lista studentów: (nie masz dostępu)
Zaliczenie: Zaliczenie na ocenę
Opisy przedmiotów w USOS i USOSweb są chronione prawem autorskim.
Właścicielem praw autorskich jest Uniwersytet Warszawski.
ul. Banacha 2
02-097 Warszawa
tel: +48 22 55 44 214 https://www.mimuw.edu.pl/
kontakt deklaracja dostępności USOSweb 7.0.3.0-2b06adb1e (2024-03-27)