Objectives and competences
In this course students:
1. Systematically enhance their theoretical knowledge in the field of governance and strategic management and are able to apply it.
2. Gain the ability to apply their theoretical knowledge in practical problems in the field of governance, enterprise’s policy and strategic management.
3. Acquire integral approach to analysis of governance and developmental problems on the political level as well strategic management level and are able to critically evaluate it.
4. Make critical judgements based on a sound theoretical base.
Content (Syllabus outline)
1. Definition of an enterprise, types of enterprises and its environment.
2. Definitions and distinctions between governance, leadership and management.
3. Definition of ethics, culture and credibility of an enterprise.
4. Concept of sustainable development in its integration in governance and management of companies
5. Vision and process of designing vision.
6. Enterprise's policy defined as a mission, purposes and basic goals.
7. Interests’ potentials and process dimensions of enterprise's policy.
8. Interests of enterprise’s stakeholders (internal and external).
9. Institutional dimensions of enterprise's policy.
10. Fundamentals of instrumental dimenision of enterpise's policy.
11. Strategies and strategic potentials.
12. Strategic opportunities and strategies.
13. Process dimensions of strategic management.
14. Institutional dimensions of strategic management.
15. Fundamentals of instrumental dimension of strategic management.
Learning and teaching methods
- lectures;
- AV presentations;
- case studies;
- active group work
Intended learning outcomes - knowledge and understanding
Development of knowledge and understanding:
1. Acquire comprehensive knowledge in the area of governance, enterprise’s policy and strategic management.
2. Have a detailed knowledge of theories in the area of enterprise’s policy content and process as well strategies and strategic management processes.
3. Are able to explain interconnections between governance, enterprise’s policy and strategic management.
4. Develop skills to review the gained results in the field of policy (normative) and strategic developmental solutions.
5. Are aware of personal and professional responsibility in the field of governance, enterprise’s policy and strategic management.
6. Are able to demonstrate a critical ethical dimension in their work.
Cognitive/Intellectual skills:
1. Can apply critical analysis of data in solving real and abstract professional problems, without guidance.
2. Get the ability to search for and synthesize new information from the field of enterprise’s policy and strategic management in literature and praxis and to place them in appropriate professional frame.
3. Can select appropriate techniques for complex problem solving and are able to evaluate the reliability, validity and significance of results gained.
4. Can identify key aspects of problem from different view points and are able to find solutions.
5. Can investigate contradictory information and reasons for this.
Intended learning outcomes - transferable/key skills and other attributes
Key/Transferable skills
1. Further develop skills and expertise in the use of knowledge in a specific working area.
2. Upgrade the ability to become an autonomous learner.
3. Upgrade the ability to apply information technology.
4. Upgrade the ability for team-work and team leadership.
5. Further develop their communication skills in an effective manner to effectively solve conflicts.
6. Can identify key aspects of problem from different view points and are able to find solutions.
7. Are efficient in self-evaluation.
8. Can select and manage information with minimal guidelines.
Practical skills:
1. Get practical experience to work autonomously in the field of governance and strategic management.
Readings
Obvezni:
? Duh, M. (2015, 2016 ali 2018). Upravljanje podjetja in strateški management. Ljubljana: GV Založba. Strani:13-47,58-121,134-159, 166-208,245-257.
? Duh, M. (2000). Posebnosti managementa družinskega podjetja. MER Revija za management in razvoj, 2(4-5), 38-55. Ali knjiga: Duh, M. (2003). Družinsko podjetje: Razvoj in razvojni management družinskega podjetja. Maribor: Založba MER, strani: 143-177.
? Primeri in naloge posredovani na predavanjih in vajah
Additional information on implementation and assessment Written examination.
Student can compensate written examination by two partial written examination (up to 70%) and active work in class (up to 30%).
