Objectives and competences
Students systematically and in detail enhance theoretical knowledge in the field of corporate governance and strategic management.
Gain the ability to integrate already acquired knowledge in economy, law and other areas with the governance and management theory.
Students know how to apply the acquired theoretical knowledge in the field of corporate governance and strategic management for critical evaluation of research, knowledge and methodologies as well as for independent and original analysis and synthesis in solving problems in the field of corporate governance and strategic management.
Content (Syllabus outline)
- Governance and strategic management within the MER Model of integral management in comparison with other models
- Corporate governance quality
- Business policy (definition and the content, particularities and influential factors on business policy in different types of enterprises)
- Concept of sustainable development and corporate governance
- Developmental role of normative regulation of an enterprise
- Strategic opportunities and strategies (areas of seeking for strategic opportunities, definition and types of strategies, particularities in different types of enterprises, possible ways of the enterprise's development
- Strategic business areas and strategic business units
- Concept of sustainable development and strategic management
- Developmental structuring of an enterprise
Learning and teaching methods
- Lectures
- Guided classes (practical examples and illustration)
- Independent research work
- Individual consultations with teachers
- Individual and group case studies
- Brainstorming
- The World Café
- Active individual and group work
Intended learning outcomes - knowledge and understanding
Student:
1. Has depth and systematic understanding of knowledge in area of corporate governance and strategic manegement and can work with theoretical/research-based knowledge (e.g. interest theories, theories of sources of competitive advantegs) at the forefront of their academic discipline. (PILO 2a)
2. Has the awareness and ability to manage the implications of ethical dilemmas of governance and strategic management and work pro-actively with others to formulate solutions (PILO 3c, 4c).
3. Has a comprehensive understanding of techniques / methodologies applicable to their own work (e.g. Kralj's method for assessing enterprise's policy; SEECGAN index methodology). (PILO 1a, 2a)
4. With critical awareness can undertake analysis of complex, incomplete or contradictory areas of corporate governance and strategic management and communicate the results of an analysis of governance and strategic management in a selected company (PILO 2c, 3b).
5. Has a level of conceptual understanding of corporate governance and strategic management that will allow her/him critically to evaluate research, advanced scholarship and methodologies and argue alternative approaches and considering ethic and sustainability. (PILO 2a, 4c)
6. Can demonstrate initiative and originality in problem solving in governance and strategic management Can act autonomously in planning and implementing tasks at a professional level, making decisions in complex and unpredictable situations and considering ethics and sustainability (PILO 4a, 4b).
The PILO label (i.e., Programme Intended Learning Outcomes) defines the contribution of each listed intended learning outcome of a course towards achieving the general and/or subject-specific competencies or learning outcomes acquired through the programme.
Intended learning outcomes - transferable/key skills and other attributes
Student:
1. Has depth and systematic understanding of knowledge in area of corporate governance and strategic manegement and can work with theoretical/research-based knowledge (e.g. interest theories, theories of sources of competitive advantegs) at the forefront of their academic discipline. (PILO 2a)
2. Has the awareness and ability to manage the implications of ethical dilemmas of governance and strategic management and work pro-actively with others to formulate solutions (PILO 3c, 4c).
3. Has a comprehensive understanding of techniques / methodologies applicable to their own work (e.g. Kralj's method for assessing enterprise's policy; SEECGAN index methodology). (PILO 1a, 2a)
4. With critical awareness can undertake analysis of complex, incomplete or contradictory areas of corporate governance and strategic management and communicate the results of an analysis of governance and strategic management in a selected company (PILO 2c, 3b).
5. Has a level of conceptual understanding of corporate governance and strategic management that will allow her/him critically to evaluate research, advanced scholarship and methodologies and argue alternative approaches and considering ethic and sustainability. (PILO 2a, 4c)
6. Can demonstrate initiative and originality in problem solving in governance and strategic management Can act autonomously in planning and implementing tasks at a professional level, making decisions in complex and unpredictable situations and considering ethics and sustainability (PILO 4a, 4b).
The PILO label (i.e., Programme Intended Learning Outcomes) defines the contribution of each listed intended learning outcome of a course towards achieving the general and/or subject-specific competencies or learning outcomes acquired through the programme.
Readings
Temeljna:
• Duh, M. (2021). Kakovost upravljanja podjetij in njegova presoja. Zapiski predavanj. Maribor: EPF
• Duh, M. (2015). Upravljanje podjetja in strateški management. Ljubljana: GV Založba. Strani: 37-74, 95-111, 114-121, 134-139, 143-178.
• Kralj, J. (1995). Politika podjetja v tržnem gospodarstvu. Maribor: EPF. Strani: 132-140, 396-422.
• Belak, J. (2003). Praktikum managementa. Druga spremenjena izdaja. Maribor: Založba MER.
• MER Revija za management in razvoj, 2000, 2 (4-5).
Dopolnilna literatura za razširitev znanja z izbranimi tematskimi področji bo določena individualno glede na izbrano seminarsko raziskavo.
Additional information on implementation and assessment Active research work . Individual active work under the supervision of a teacher
Course paper - Individually written course paper with presentation and oral defence; students must achieve at least 56% of all points
Presentation report and course paper - Individual preparation of report on planned research and independently written course paper with written defence. Students must achieve at least 56% of all points
Written exam or mid-term exams - Written exam or two mid-term exams with questions for examining theoretical knowledge in the field: students must achieve at least 56% of all points
Active work on case studies - Students can achieve additional points with active participation in discussions and preparations of written paper on the case. Achieved points are added to the total number of points achieved with fulfilling previously listed obligations.
