Objectives and competences
Students upgrade their theoretical knowledge in the field of corporate governance and strategic management. They are trained to connect previously acquired economic, legal and other knowledge with corporate governance and strategic management theory. Students are able to use theoretical knowledge in the field of governance and strategic management for critical assessment of research, knowledge and methodological approaches, as well as for independence and originality in analysis and synthesis in solving concrete problems in the field of governance and strategic management. They know how to fit the content and concept of sustainable development into the process of corporate governance and strategic management of the company. Furthermore, they are able to explore both the external and internal environment of the companies’ functioning, and on the basis of the results of the use of various research methods, to identify and propose possible improvements to companies.
Goals of this course is to gain depth knowledge of the organ structure in capital companies, their competences, duties and responsibilities and relationships to shareholders and other stakeholders and with that qualify the candidates for acting in practice.
Content (Syllabus outline)
Content of the 1st part:
- Contemporary concepts of governance and management
- Corporate governance, social responsibility, and ethics
- Concept of sustainable development and its integration into governance and strategic management of companies
- MER Model of integral management with governance and management process with the particularities of contemporary concepts of governance and management
- Environmental scanning and industry analysis
- Internal scanning
- Strategy formulation
- Business strategies
- Corporate and functional strategies
- Strategy implementation and control
- * An invited guest/performer from abroad will be included in the implementation
Content of the 2nd part:
- Management structure of stock companies and limited liability companies
- Legal relationships between the company and shareholders
- Competences, duties, and responsibilities of company bodies and their interrelations, with an emphasis on sustainable transition and social responsibility
- Legal, exectuive and autonomous sources of company organs, corporate governace code
- Relationships between organs in group of companies
- Role of stakeholders in corporate governance
- Impact of co-management on the operation of company organs
Role of the Slovenian Sovereign Holding.
Intended learning outcomes - knowledge and understanding
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).
7. Assess the legal and regulatory frameworks governing corporate governance (PILO 2a, PILO 2c).
8. Evaluate key factors influencing the success of corporate governance (PILO 2a).
9. Assess the financial and strategic aspects of corporate governance (PILO 2b, PILO 3a).
10. Create and evaluate corporate governance strategies (PILO 3a).
11. Categorize, justify, and present concrete examples of current corporate governance practices (PILO 3b).
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
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).
7. Assess the legal and regulatory frameworks governing corporate governance (PILO 2a, PILO 2c).
8. Evaluate key factors influencing the success of corporate governance (PILO 2a).
9. Assess the financial and strategic aspects of corporate governance (PILO 2b, PILO 3a).
10. Create and evaluate corporate governance strategies (PILO 3a).
11. Categorize, justify, and present concrete examples of current corporate governance practices (PILO 3b).
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
Readings for the 1st part:
• Wheelen, T. L., Hunger, J. D., Hoffman A. N., Bamford C. E. (2020): Strategic Management and Business Policy: Globalization, Innovation, and Sustainability, 15th edition., .15th Edition., International Edition, Pearson. Pages: 50-77, 90-115, 118-135, 142-175, 184-213, 222-247, 252-277, 299-307, 318-345, 348-370, 377-382.
• Belak, J. Belak, Jer., Duh, M. (2014). Integral management and governance: basic features of MER model. Saarbrücken: Lambert Academic Publishing. Pages: 33-62.
• BELAK, Jernej. Management and governance : organizational culture in relation to enterprise life cycle. Kybernetes. 2016, vol. 45, no. 4, str. 680-698. ISSN 0368-492X. http://www.emeraldinsight.com/doi/pdfplus/10.1108/K-04-2014-0082, DOI: 10.1108/K-04-2014-0082. [COBISS.SI-ID 12244252],
Readings for the 2nd part:
• JOVANOVIČ, Dušan, BRATINA, Borut, ČREŠNIK, David. Podjetniško (korporacijsko) in davčno pravo. Stvarno kazalo Nikola Jovanović. 1. izd. Maribor: Založba WD: Poslovna založba, 2023. 645 str. ISBN 978-961-94599-7-3. [COBISS.SI-ID 130205187]
• KOCBEK, Marijan, IVANJKO, Šime, BRATINA, Borut, PODGORELEC, Peter. Nadzorni sveti in upravni odbori v delniških družbah in družbah z omejeno odgovornostjo. 1. natis. Ljubljana: GV založba, 2010.
• IVANJKO Šime, KOCBEK, Marijan, PRELIČ Saša: Korporacijsko pravo, Ljubljana, GV Založba 2009.
• JOVANOVIČ, Dušan. Remuneration policy as a tool fot [i. e. for] better corporate governance in the company. V: BOHINC, Rado (ur.), et al. Recent challenges in corporate governance. Ljubljana: Fakulteta za družbene vede, Založba FDV, 2023. Str. 165-188. Zbirka Pravo in gospodarstvo. ISBN 978-961-295-048-4. https://ebooks.uni-lj.si/ZalozbaUL/catalog/view/439/780/8581.
• JOVANOVIĆ, Nikola, JOVANOVIČ, Dušan. The remuneration policy and csr with an emphasis on human rights : case of Slovenia. V: PUCELJ, Maja (ur.), BOHINC, Rado (ur.). Bridging human rights and corporate social responsibility : pathways to a sustainable global society. Hershey: IGI Global, cop. 2024. Str. 227-254. Advances in human resources management and organizational development book series (Print). ISBN 979-8-3693-2325-0, ISBN 979-8-3693-4516-0. ISSN 2328-1316.Kodeks upravljanja javnih delniških družb, Ljubljana: Ljubljanska borza, Združenje nadzornikov Slovenije in Združenje Manager.
• G20/OECD Principles of Corporate Governance, OECD 2023.
• OECD Guidelines on Corproate Governance of State-Owned Enterprises, OECD 2015.
• Zakon o gospodarskih družbah, ZGD-1
• Ostalo po dogovoru z nosilci predmeta.
