Objectives and competences
In this course students:
1. Systematically enhance their theoretical knowledge in the field of enterprise policy and strategic management and are able to apply it.
2. Gain the ability to apply their theoretical knowledge in complex practical problems in the field of enterprise developmental problems: on the political level and on strategic management level.
3. Acquire approach of integral model management to analysis enterprise governance and strategic management of enterprise and are able to critically evaluate it.
4. Make critical judgements based, analysis and synthesis on a sound theoretical base.
Content (Syllabus outline)
I. Starting-point definition of establishing (start-up), development and growth of an enterprise, governance and managing process
II. Business policy
1. Starting-point definition of co-dependencies between stakeholders' interests and philosophy, culture and ethics of an enterprise
2. Start-up and developmental visions
3. Business policy defined as a mission, purposes and basic goals
4. Interests' potentials and process dimensions of business policy
5. Institutional dimensions of business policy
6. Instrumental support of business policy
III. Strategic management
1. Interdependence between business policy and strategic management
2. Strategic opportunities and strategies
3. Process and institutional dimensions of strategic management
4. Instrumental support of strategic management
IV. Start-up and developmental enterprise realisation
1. Start-up and developmental enterprise management
2. Selected important start-up and developmental enterprise characteristics
3. Needed integrity and accordance of developmental potentials of an enterprise
4. Operatives management: realisation of start-up and development definition of an enterprise
V. Family business management specialities
1. Family business
2. Management process speciality on the level of business policy
3. Management process speciality on the level of strategic management
4. Management process speciality on the level of operatives management
5. Family business institutional specialities
Case studies
Learning and teaching methods
- lectures
- AV presentations
- cases from practice
- methods: case study, teamwork, brainstorming, pedagogical drama, six thinking hats, gamification, systems thinking
- active individual and/or group work
- field exercises if necessary
Intended learning outcomes - knowledge and understanding
Development of knowledge and understanding
Students:
1. Acquire comprehensive knowledge in the area of enterprise policy and strategic management.
2. Have a detailed knowledge of theories in the area of enterprise policy and strategic management process, institutional dimensions of enterprise policy and management, and identification and use of the enterprise policy / management instruments.
3. Are able to explain interconnections between enterprise policy and strategic management.
4. Develop skills to review the gained results in the field of enterprise policy and strategic developmental viewpoints.
5. Learn how to analyse and synthesise different approaches in the field of enterprise governance and strategic management with changing conditions.
6. Are able to upgrade and design further analysis regarding process, institutional, and instrumental dimensions of enterprise policy and strategic management.
7. Are aware of personal and professional responsibility in the field of enterprise governance and strategic management.
8. Are able to demonstrate a critical ethical dimension in their work.
Cognitive/Intellectual skills
Students:
1. Understand and apply critical analysis and theory development on enterprise governance and strategies, and their usability 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 vision, enterprise policy and strategic management in literature and praxis and to place them in appropriate professional frame.
3. Can select appropriate techniques for complex enterprise development problem solving and are able to evaluate the reliability, validity and significance of results gained.
4. Can identify key aspects of governmental/managerial problem from different view points and are able to find solutions.
5. Can investigate contradictory research and prognostic information and reasons for this.
Intended learning outcomes - transferable/key skills and other attributes
Key/Transferable skills
Students:
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
Student:
1. Get practical experience in the field of enterprise policy and strategic management.
2. Is able to act autonomously with minimal guidelines and supervision.
Readings
Temeljna študijska literatura (Compulsory textbooks):
1. Duh, M. (2024). Upravljanje podjetja in strateški management (peta izdaja). Ljubljana: GV Založba.
2. Duh, M. (2003). Družinsko podjetje: Razvoj in razvojni management družinskega podjetja (strani 143–177). Maribor: MER Evrocenter, Založba MER.
3. Štrukelj, T. (2025). Primeri in naloge s področja politike podjetja in strateškega managementa. Zbirka vaj. Maribor: Ekonomsko-poslovna fakulteta.
4. Štrukelj, T. (2025). Priročnik za predavanja in vaje predmeta Politika podjetja in strateški management. Zapiski predavanj in vaj. Maribor: Ekonomsko-poslovna fakulteta.
Dodatna študijska literatura (Additonal textbooks):
1. Štrukelj, T., Veršič, S. (2023). Primerjava modelov integralnega managementa s poudarkom na izbranih vidikih uspešnosti podjetja. Maribor: Bio energija.
2. Primeri in naloge, posredovani na predavanjih in vajah (Cases and exercises, closely examine at pedagogical process).
Dopolnilna študijska literatura (Supplementary textbooks):
1. Bamford, C. E., Hoffman, A. N., Wheelen, T. L., & Hunger, J. D. (2024). Strategic Management and Business Policy: Globalization, Innovation and Sustainability. 16th Edition. London: Pearson.
2. David, F., David, F., & David, M. (2023). Strategic Management: A Competitive Advantage Approach, Concepts and Cases (18th Edition). London: Pearson.
3. Rüegg-Stürm, J. & Grand, S. (2019). Managing a Complex World. The St. Gallen Management Model. Bern: Haupt, UTB.
Additional information on implementation and assessment Written examination 100%
Note:
The written exam tests theoretical knowledge and practical understanding of the course content.
A student can compensate written examination by a partial a written examination (up to 60%), by examination of practical problem-solving capability (up to 20%) and by active participation (work in class) (up to 20%).
