Strategic Management - JEB112
Title: Strategic Management
Guaranteed by: Institute of Economic Studies (23-IES)
Faculty: Faculty of Social Sciences
Actual: from 2017 to 2017
Semester: summer
E-Credits: 6
Examination process: summer s.:
Hours per week, examination: summer s.:2/2, Ex [HT]
Capacity: 97 / 97 (97)
Min. number of students: unlimited
4EU+: no
Virtual mobility / capacity: no
State of the course: taught
Language: English
Teaching methods: full-time
Additional information: http://ies.fsv.cuni.cz/cs/syllab/JEB112
Note: course can be enrolled in outside the study plan
enabled for web enrollment
priority enrollment if the course is part of the study plan
Guarantor: Ing. Petr Balcar, M.Sc.
Mgr. Vladimír Stříteský
Teacher(s): Ing. Petr Balcar, M.Sc.
Mgr. Vladimír Stříteský
Class: Courses for incoming students
Schedule   Noticeboard   
Annotation - Czech
Náplní tohoto kursu je představení tvorby, implementace a vyhodnocování strategie v současném dynamickém prostředí podnikání. Tento komplexní kurs bude založen na postupném aktivním budování celého strategického rámce formou projektu.
Last update: Stříteský Vladimír, Mgr. (03.02.2022)
Aim of the course -

The aim of this course is to introduce the strategy building, implementation and evaluation process in the current dynamic business environment. Following the theory, this rather complex course will be based on gradual hands-on project-based building of the entire strategic framework. It will involve the performance management approach linked to the process model and the organization structure. Presentation and interactive communication of all particular phases of the strategic approach will be the key of this course.

Course Learning Objectives:

By the end of this course the students will be able:
1. to understand the importance of strategic approach to business management,
2. to determine how complex and elaborated the strategy should be for various kinds of entities, 
3. to design and communicate strategy throughout the entity, 
4. to link strategy to performance in the organization,
5. to identify and face potential pitfalls by solving real problems from numerous case studies 
6. to suggest follow up steps to keep the strategy alive

Midterm exam stresses the fulfillment of objectives 1-3, the final exam stresses the fulfillment of objectives 4-6.

Last update: Stříteský Vladimír, Mgr. (03.02.2022)
Literature -

Required Readings:
[1]  Strategic Management: Concepts and Cases, Fred R. David, 13th ed., Pearson Prentice Hall, 2011, ISBN-13: 9781408259214 or

      Strategic Management: Concepts and Cases, Fred R. David, 15th ed., 2014, Pearson, ISBN: 9781292016894 or

      Strategic Management: A Competitive Advantage Approach, Concepts and Cases,  Fred R. David, Forest R. David, Pearson, 16th ed., 2016, EAN: 9781292148496



Recommended Readings: 
[1] A Guide to the Project Management Body of Knowledge, Project Management Institute, 4th ed., 2009, 459 pages 
ISBN-13: 9781933890517,  (7th Ed. available)

[3] Strategic Market Management, David A Aaker, 9th ed., John Wiley & Sons, 2009, 341 pages, ISBN: 13: 9780470317242 

[3] The Balanced Scorecard: Translating Strategy Into Action by Robert S. Kaplan, David P. Norton, Harvard Business School Press, 1996, ISBN-13: 9780875846514

[4] Strategic Brand Management, Kevin Lane Keller, 2nd ed., Prentice Hall, 2002, 788 pages, ISBN-13: 9780130411501 

Some other readings (the lecturer can give you his recommendation)

Last update: Stříteský Vladimír, Mgr. (03.02.2022)
Requirements to the exam -
4 quizzes 6% each (24% in total), 2 case study presentations 8% each (16%), written midterm and final exams 15% each (30%), final course profile project (30%) Home assignments on required readings (notes from readings – 2 A4 pages and answers to 2 – 3 questions from textbook) and case studies are due by Wednesday 12 noon of the actual week on Moodle (penalty -5 % each if not delivered). Homework is then presented and discussed in class. Team work in project teams is the key. Up to 15% extra points for excellent active participation and contribution in the course is possible.
Last update: Stříteský Vladimír, Mgr. (03.02.2022)
Syllabus -

The first lecture will take place on 28.02.2019. Compensatory lecture will take place on 23.5.2019 at 14:00.

1. Introduction to the course: Overview of Strategic Management, Complex Strategic Management Framework. Importance and Benefits of Strategic Management. Business Ethics and Strategic Management. Introduction to Project Management for Purposes of this Course.

2. Strategy Formulation. The Process of Developing Business Vision and Mission. Writing and Evaluating Mission Statements.

3. The External Assessment. External audit. Impact of External Forces on the Organization. Assessment of external information sources. Competitive analysis and Cooperation among Competitors. Strategic Management Forecasting tools. Global Challenges for strategic management.

4. The Internal Assessment. Internal audit. Integrating the strategy within the entity. Key functions of the entity in relationship to the strategy - Management, Marketing, Finance / Accounting, Research and Development, Production, Operations, Management Information Systems. Introduction to Value Chain Analysis. Benchmarking.

5. Introduction to Process Management. Process modeling, Various Approaches. Hands on process model development.

Midterm exam

6. Introduction to Organization Structure design. Various Forms of the Organization Structure. Building and discussion of the process based Organization chart.

7. Strategies in Action. Long-Term Objectives. Types of Strategies. Michael Porter’s Five Generic Strategies. Means for Achieving Strategies. Strategic Management in Nonprofit and Governmental Organizations, Strategic Management in Small Firms. 

8. Strategy Analysis and Choice. A Comprehensive Strategy-Formulation Framework. The Input, Matching and Decision Stages. Company Nature Based Specifics of Strategy Choice. Governance Issues. 

9. Introduction to Performance Management Framework. Various approaches. Balanced Scorecard. Development of a complete Balanced Scorecard framework for a firm. Linking Performance and Pay to Strategy. 

10. Strategy Implementation. Management and Operations Issues. Annual Objectives. Policies. Resource Allocation. Managing Conflict. Matching Structure with Strategy. Restructuring, Reengineering, and E-Engineering. 

11. Implementation Strategies: Marketing, Finance/Accounting, R&D and MIS Issues.

12. Strategy Review, Evaluation and Control. Final course profile projects presentation (Part I).

Final exam

13. Twenty-First-Century Challenges in Strategic Management. Follow up Strategic Recommendations. Final course profile projects presentation (Part II). Summary of the Course.

Last update: SCHNELLEROVA (19.11.2019)