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katalog przedmiotów - pomoc

Strategic Management

Informacje ogólne

Kod przedmiotu: WZ.IEZ-Z/dbfm/I1/SM Kod Erasmus / ISCED: (brak danych) / (0413) Zarządzanie i administracja
Nazwa przedmiotu: Strategic Management
Jednostka: Instytut Ekonomii, Finansów i Zarządzania
Grupy: Przedmioty obowiązkowe dla I roku Business and Finance Management - II st. sta. sem. zimowy
Punkty ECTS i inne: 4.00
Język prowadzenia: angielski

Zajęcia w cyklu "Semestr zimowy 2018/2019" (zakończony)

Okres: 2018-10-01 - 2019-01-27
Wybrany podział planu:


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zobacz plan zajęć
Typ zajęć: Ćwiczenia, 15 godzin, 105 miejsc więcej informacji
Wykład, 15 godzin, 100 miejsc więcej informacji
Koordynatorzy: Marta Najda-Janoszka
Prowadzący grup: Marta Najda-Janoszka
Lista studentów: (nie masz dostępu)
Zaliczenie: Przedmiot - Egzamin
Efekty kształcenia:

(tylko po angielsku) The student knows and explains the key terms in strategic management , discusses the formal process of strategic management and building strategy of organization; has expertise in the development of strategic management theory and explains the essence and importance of strategic analysis in the process of strategic management in various types of business; lists and distinguish between methods and tools for the analysis of the macro and competitive environment and the potential of an organization; identifies levels of strategic management and corresponding policy options; recognizes activities specific for various kinds of strategies on given examples; recognizes the most important factors determining the choice of an appropriate strategy for the organization and the effectiveness of its implementation; sees manifestations of the dynamics of socio-economic systems , interpreting their meaning in the context of the strategy building and implementation

Student correctly classifies the strategic , tactical and operational objectives and tasks of the organization; finds and organizes internal and external sources of strategic information for enterprises; compares , evaluates and selects tools of strategic analysis relevant for the observed phenomena; properly constructs strategic options tailored to the specific problem situations , identifies the potential strategic risks , is able to diagnose the situation of the organization and make a critical evaluation of strategic options.

Student is able to carry out the tasks in a groupwork mode; properly deploys an analytical approach and synthesis; actively participates in discussions;, efficiently expresses and argues own opinions and conclusions;

Wymagania wstępne:

(tylko po angielsku) Students should have a basic theoretical knowledge of management science and practical knowledge of business operation patterns and problems.

Forma i warunki zaliczenia:

(tylko po angielsku) The written exam. The condition of the entry to the exam is earlier completion of class exercises, projects, written essay.

The grading scale for the exam and the group project (in %)

0-51% - fail (F)

52-61 – satisfactory (E)

62-71 – satisfactory plus (D)

72-81 – good (C)

82-91 – good plus (B)

92-100 – very good (A)


Metody sprawdzania i kryteria oceny efektów kształcenia uzyskanych przez studentów:

(tylko po angielsku) Two assessment methods:

1. Formative evaluation through discussions during lectures, class exercises, and through consultations of group projects

2. Summative evaluation:

a. Final assessment of an essay using formal criteria (timely execution, completeness, references to the literature) and substantive criteria (clarity and comprehensiveness of the provided content, relatedness to provided literature, insightfulness of provided conclusions)

b. Final written exam covering material from lectures and exercises


Metody dydaktyczne - słownik:

E-learning
Metody podające - objaśnienie lub wyjaśnienie
Metody podające - prezentacja multimedialna
Metody podające - wykład informacyjny
Metody praktyczne - ćwiczenia przedmiotowe
Metody praktyczne - metoda przewodniego tekstu
Metody problemowe - klasyczna metoda problemowa
Metody problemowe - metody aktywizujące - dyskusja dydaktyczna
Metody problemowe - metody aktywizujące - metoda przypadków

Metody dydaktyczne:

(tylko po angielsku) • Expository

o Visual presentation,

o Explanation and clarification

• Activity:

o Study cases

o Didactic discussion

• Practice

o case study method

o class exercises


Bilans punktów ECTS:

(tylko po angielsku) Participation in lectures: 15 hours

Participation in the exercises: 15 hours

Participation in the exam (including consultations after the exam): 2 hours

Preparing for exercise classes: 20 hours

Essay: 20 hours

Participation in the consultations necessary for producing the essay: 8 hours

Preparation for the final exam: 30 hours


Total student workload is 110 hours, which is equivalent to 4 ECTS

Wymiar, zasady i forma odbywania praktyk:

(tylko po angielsku) not required

Skrócony opis: (tylko po angielsku)

• Definition the strategic management process

• Strategic thinking and cognitive biases

• Changes in the business environment and their impact on strategic behavior of business entities

• Strategy development process

• Strategic management levels, strategic options at each level

• Definition, function and importance of strategic analysis

• Methods of strategic analysis – characteristics and application in tourism business

• New concepts and trends in strategic management

Pełny opis: (tylko po angielsku)

• Definition the strategic management process

• Strategic thinking and cognitive biases

• Changes in the business environment and their impact on strategic behavior of business entities

• Strategy development process

• Strategic management levels, strategic options at each level

• Definition, function and importance of strategic analysis

• Methods of strategic analysis – characteristics and application in tourism business

• New concepts and trends in strategic management

Literatura: (tylko po angielsku)

B. deWit, R. Meyer, Strategy: Process, Content, Context, 4th Edition, Cengage Learning EMEA 2010

A. A.Thompson JR., A.J.Stricland III, J.E.Gamble, Crafting and Executing Strategy, 16th Edition, McGraw-Hill 2008.

M.E. Porter, Competitive Advantage: Creating and Sustaining Superior Performance, The Free Press, New York, 2008;

G. Hubbard, J. Rice, P. Galvin, Strategic management. Thinking, Analysis, Action. Melbourne: Pearson Australia.

C.K. Prahalad, V. Ramaswamy, The Future of Competition: Co-creating Unique Value with Customers, Harvard Business School Publishing 2004;

C.K. Prahalad, M.S. Krishnan, The New Age of Innovation: Driving Cocreated Value Through Global Networks, McGraw Hill Professional, 2008;

Articles provided by the lecturer during the classes

Zajęcia w cyklu "Semestr zimowy 2019/2020" (jeszcze nie rozpoczęty)

Okres: 2019-10-01 - 2020-01-28

Wybrany podział planu:


powiększ
zobacz plan zajęć
Typ zajęć: Ćwiczenia, 15 godzin, 105 miejsc więcej informacji
Wykład, 15 godzin, 100 miejsc więcej informacji
Koordynatorzy: Wojciech Czakon
Prowadzący grup: Wojciech Czakon
Lista studentów: (nie masz dostępu)
Zaliczenie: Przedmiot - Egzamin
Efekty kształcenia:

(tylko po angielsku) The student knows and explains the key terms in strategic management , discusses the formal process of strategic management and building strategy of organization; has expertise in the development of strategic management theory and explains the essence and importance of strategic analysis in the process of strategic management in various types of business; lists and distinguish between methods and tools for the analysis of the macro and competitive environment and the potential of an organization; identifies levels of strategic management and corresponding policy options; recognizes activities specific for various kinds of strategies on given examples; recognizes the most important factors determining the choice of an appropriate strategy for the organization and the effectiveness of its implementation; sees manifestations of the dynamics of socio-economic systems , interpreting their meaning in the context of the strategy building and implementation

Student correctly classifies the strategic , tactical and operational objectives and tasks of the organization; finds and organizes internal and external sources of strategic information for enterprises; compares , evaluates and selects tools of strategic analysis relevant for the observed phenomena; properly constructs strategic options tailored to the specific problem situations , identifies the potential strategic risks , is able to diagnose the situation of the organization and make a critical evaluation of strategic options.

Student is able to carry out the tasks in a groupwork mode; properly deploys an analytical approach and synthesis; actively participates in discussions;, efficiently expresses and argues own opinions and conclusions;

Wymagania wstępne:

(tylko po angielsku) Students should have a basic theoretical knowledge of management science and practical knowledge of business operation patterns and problems.

Forma i warunki zaliczenia:

(tylko po angielsku) The written exam. The condition of the entry to the exam is earlier completion of class exercises, projects, written essay.

The grading scale for the exam and the group project (in %)

0-51% - fail (F)

52-61 – satisfactory (E)

62-71 – satisfactory plus (D)

72-81 – good (C)

82-91 – good plus (B)

92-100 – very good (A)


Metody sprawdzania i kryteria oceny efektów kształcenia uzyskanych przez studentów:

(tylko po angielsku) Two assessment methods:

1. Formative evaluation through discussions during lectures, class exercises, and through consultations of group projects

2. Summative evaluation:

a. Final assessment of an essay using formal criteria (timely execution, completeness, references to the literature) and substantive criteria (clarity and comprehensiveness of the provided content, relatedness to provided literature, insightfulness of provided conclusions)

b. Final written exam covering material from lectures and exercises


Metody dydaktyczne - słownik:

E-learning
Metody podające - objaśnienie lub wyjaśnienie
Metody podające - prezentacja multimedialna
Metody podające - wykład informacyjny
Metody praktyczne - ćwiczenia przedmiotowe
Metody praktyczne - metoda przewodniego tekstu
Metody problemowe - klasyczna metoda problemowa
Metody problemowe - metody aktywizujące - dyskusja dydaktyczna
Metody problemowe - metody aktywizujące - metoda przypadków

Metody dydaktyczne:

(tylko po angielsku) • Expository

o Visual presentation,

o Explanation and clarification

• Activity:

o Study cases

o Didactic discussion

• Practice

o case study method

o class exercises


Bilans punktów ECTS:

(tylko po angielsku) Participation in lectures: 15 hours

Participation in the exercises: 15 hours

Participation in the exam (including consultations after the exam): 2 hours

Preparing for exercise classes: 20 hours

Essay: 20 hours

Participation in the consultations necessary for producing the essay: 8 hours

Preparation for the final exam: 30 hours


Total student workload is 110 hours, which is equivalent to 4 ECTS

Wymiar, zasady i forma odbywania praktyk:

(tylko po angielsku) not required

Skrócony opis: (tylko po angielsku)

• Definition the strategic management process

• Strategic thinking and cognitive biases

• Changes in the business environment and their impact on strategic behavior of business entities

• Strategy development process

• Strategic management levels, strategic options at each level

• Definition, function and importance of strategic analysis

• Methods of strategic analysis – characteristics and application in tourism business

• New concepts and trends in strategic management

Pełny opis: (tylko po angielsku)

• Definition the strategic management process

• Strategic thinking and cognitive biases

• Changes in the business environment and their impact on strategic behavior of business entities

• Strategy development process

• Strategic management levels, strategic options at each level

• Definition, function and importance of strategic analysis

• Methods of strategic analysis – characteristics and application in tourism business

• New concepts and trends in strategic management

Literatura: (tylko po angielsku)

B. deWit, R. Meyer, Strategy: Process, Content, Context, 4th Edition, Cengage Learning EMEA 2010

A. A.Thompson JR., A.J.Stricland III, J.E.Gamble, Crafting and Executing Strategy, 16th Edition, McGraw-Hill 2008.

M.E. Porter, Competitive Advantage: Creating and Sustaining Superior Performance, The Free Press, New York, 2008;

G. Hubbard, J. Rice, P. Galvin, Strategic management. Thinking, Analysis, Action. Melbourne: Pearson Australia.

C.K. Prahalad, V. Ramaswamy, The Future of Competition: Co-creating Unique Value with Customers, Harvard Business School Publishing 2004;

C.K. Prahalad, M.S. Krishnan, The New Age of Innovation: Driving Cocreated Value Through Global Networks, McGraw Hill Professional, 2008;

Articles provided by the lecturer during the classes

Opisy przedmiotów w USOS i USOSweb są chronione prawem autorskim.
Właścicielem praw autorskich jest Uniwersytet Jagielloński w Krakowie.