Кто читает:: Департамент менеджмента

Статус:: Курс обязательный

Когда читается:: 1-й курс, 1, 2 модуль

Преподаватель

Лещенко Наталья Петровна

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Abstract

This course provides a comprehensive introduction to the fundamentals of strategic management. Students learn to apply strategic analysis tools to evaluate an organisation's position and make informed decisions. The course builds a solid understanding of core strategic management concepts and explores how businesses achieve success by leveraging their competitive advantages. Throughout the course, students become familiar with key strategic management terminology and frameworks, which they will use in their future professional work. The course covers essential theories, principles and practices that support effective strategic management in business environment. Topics include the foundations of strategic management theory, the concept and purpose of strategies, tools for strategic analysis, business models and the different levels of strategy. Students gain insight into the diverse responsibilities of managers at various organisational levels and develop an appreciation for the complexity of strategic management.

Learning Objectives

To gain an understanding of the key concepts and frameworks that underpin strategic management.
To develop analytical skills that enable the assessment of both internal and external business environments.
To apply strategic tools in order to formulate, implement and evaluate business strategies.
To enhance strategic decision-making capabilities through the use of case studies and experiential learning.
To foster teamwork and communication skills through the medium of collaborative work.

Expected Learning Outcomes

Learn how to detect the main tendencies of the Strategic Management development
Reflect on basics and advanced ways to strategically manage of the organization
Study elements of the organization structure and management systems
Identify practices of effective business strategy and the corporate strategy
Explain approaches to the quest for competitive advantage
Locate, read, and critique literature around Strategic Management published in current scholarly journals, professional magazines, analytical reports, and other reliable sources
Communicate and collaborate with people from different religious, cultural, linguistic, professional, and educational backgrounds.
Learn how to use the tools of strategy analysis Reflect on basics and advanced ways to strategically manage of the organization
• Apply their knowledge to analyze problems and cases related to Strategic Management of organizations internationally
Learn how to use the tools of strategy analysis
Formulate strategies and business-models

Course Contents

Strategic thinking and organisational purposes.
External and industry analysis.
Resources, capabilities, and core competencies.
Culture and strategy.
Business strategy.
Entrepreneurship and innovation.
Corporate Strategy.
Mergers, acquisitions and alliances.
International Strategies.
Monitoring and evaluating strategies.
Change management and crisis transformation strategies.
Strategy implementation.

Assessment Elements

Classwork
Classwork includes group and individual seminar grades, and a variety of individual and group assignments given to complete in class or at home. Some classwork will be checked in class during seminars; some assignments will be submitted online and graded by the instructor. Class participation refers to in-class work and discussion during seminars of a variety of topics, issues, readings, and individual and group assignments, individual answers. Assignments completed in teams are evaluated based on the number of points per team. “N*M=number of points for distribution among team members”, where N is the number of points based on 10 points scale and according to assessment criteria and M number of students in particular team. The distribution of points among team members is the responsibility of the team itself. If points are not allocated within the specified timeframe, they will be divided equally among all team members. Assignments must be completed in English language only. Assignments completed in any other language are not accepted.
Quizzes
Quizzes: This is one or multiple-choice, yes/no, fill in the blanks, matching, true/false, correct order type of quiz given in an electronic format. The quiz consists of 10 questions. The quiz includes material included in class activities (lectures, seminars, homework) and in the textbook prior to the quiz. The correct answer to each question is worth 1 point. The maximum number of points for the quiz is 10. Students complete the quiz individually. Students have 10 minutes to complete the quiz. The quizzes will be administered during a course, the exact dates will be announced, so students should be diligent in completing homework, readings, and other assignments.
Exam
Note #1: Exam grades do not block current results. Note #2: If a student is late for the exam, the student is allowed in but no additional time is given. Note #3: Exam procidure: This is one or multiple-choice, yes/no, fill in the blanks, matching, true/false, correct order type of exam given in an electronic format during the final week. The exam includes key concepts of the course. The exam consists of 40 questions and lasts 40 minutes. The correct answer to each question is worth 1 point. The maximum number of points for this exam is 40. The number of points scored by each student is divided by 4 to get a grade on the 10-point scale. A penalty system is in place to evaluate multiple choice questions. If a student selects several incorrect answers and one or more correct answers, their score for each question will decrease in proportion to the number of incorrect responses. To take the exam, students must show their student ID/password. During the exam, students must keep brightness of the phone/computer screen at 100%. At the end of the exam, students are required to demonstrate their browsing history on the computer they used to take the exam. During the exam, students are not allowed to (1) use any sources other than those permitted by the instructors, including any other programs on the cell phone/computer, (2) leave the classroom and come back, (3) share questions and answers with others, (4) use incognito browser mode or any other method that hides the query history in the browser. Those who violate these or other classroom policies receive a grade of “0” for the exam.

Interim Assessment

2025/2026 2nd module
0.4 * Classwork + 0.4 * Exam + 0.2 * Quizzes

Bibliography

Recommended Core Bibliography

Contemporary strategy analysis, Grant, R. M., 2022
Contemporary strategy analysis, Grant, R.M., 2008
Exploring strategy : text and cases, Johnson, G., 2011
Exploring strategy : text and cases, Johnson, G., 2017
Grant, R. M. (2016). Contemporary Strategy Analysis (Vol. Text, Ninth edition). Chichester: Wiley. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1639480
Johnson, G. (2013). Exploring Strategy Text & Cases: Vol. 10th edition. Pearson.
Johnson, G., Whittington, R., Scholes, K., Angwin, D., & Regnér, P. (2017). Exploring Strategy (Vol. Eleventh edition). Harlow, England: Pearson Education. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1454974

Recommended Additional Bibliography

9780429949555 - Olivier de Bandt, Francoise Drumetz, Christian Pfister - Preparing for the Next Financial Crisis - 2020 - Routledge - http://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=2689695 - nlebk - 2689695
Contemporary strategy analysis, Grant, R.M., 2022
Crisis management : leading in the new strategy landscape, Crandall, W. R., 2014
Grant, R. M. (2016). Contemporary Strategy Analysis : Text and Cases: Vol. Text and Cases, Ninth edition. Wiley.
Stalking the black swan : research and decision making in a world of extreme volatility, Posner, K. A., 2010
The black swan : the impact of the highly improbable, Taleb, N. N., 2010
Zattoni, A., & Pugliese, A. (2021). Corporate Governance Research in the Wake of a Systemic Crisis: Lessons and Opportunities from the COVID‐19 Pandemic. Journal of Management Studies (John Wiley & Sons, Inc.), 58(5), 1405–1410. https://doi.org/10.1111/joms.12693

Authors

Leshchenko Natalia Petrovna
Budko Viktoriia Aleksandrovna

Магистерская программа «Менеджмент в индустрии впечатлений»

Контакты

Strategic Management