Objectives and competences
Students in this subject: 1. Systematically upgrade theoretical knowledge in the field of corporate governance and strategic management. 2. Get enabled to use theoretical knowledge in concrete cases in the field of corporate governance, company policy and strategic management. 3. Critically use an integral approach to study the company's management and development problems at the level of company policy and strategic management. 4. Carry out critical assessment based on sound theoretical bases.
Content (Syllabus outline)
1. Baseline definitions of the company, types of enterprises and the environment of the enterprise functioning. 2. Definitions and demarcation between governance, management, and leadership. 3. Baseline definitions of the ethics, culture, and credibility of the enterprise. 4. Vision and process of vision-making. 5. Policy as a mission, purpose, and basic objectives of the company 6. Interest potentials and process dimensions of enterprise’s policy. 7. Interests (external and internal) of the company stakeholders 8. The institutional dimensions of the enterprise policy 9. Basics on the instrumental dimension of enterprise policy 10. The enterprise’s strategies and strategic potentials. 11. Strategic options and strategies. 12. The process dimensions of the strategic management 13. Institutional dimensions of strategic management. 14. Basics on the instrumental dimension of strategic management.
Intended learning outcomes - knowledge and understanding
Knowledge and understanding:
Students: 1. They comprehensively master specific knowledge in the field of corporate governance, enterprise policy and strategic management. 2. Acquire in-depth knowledge in the field of enterprise policy (the content as well as processes) and strategic management (strategies as well as processes of strategic management). 3. Learn to explain the links between governance, enterprise policy and strategic management. 4. Develop the ability to critically assess the solutions obtained in the field of political (normative) and strategic development solutions. 5. Be aware of their own ethical and professional responsibilities in the field of governance, enterprise policy and strategic management. 6. Develop the ability to think critically and ethically.
Intended learning outcomes - transferable/key skills and other attributes
Cognitive/Intellectual skills: 1. They are capable of critical data analysis in solving concrete and abstract professional problems, without further instructions. 2. Acquire the ability to search for and synthesize new information in the field of enterprise policy and strategic management in literature and practice and the ability to place it in an appropriate professional framework. 3. They can choose the appropriate method to obtain a solution to a complex problem and to assess the reliability, validity and significatory of the results obtained. 4. They can identify the problem from different angles and look for appropriate solutions. 5. They can examine conflicting information and assess the causes of it.
Key/Transferable skills: 1. Further developig skills in the use of knowledge in their specific professional field of expertise. 2. They shall build on the ability to learn independently. 3. Build on the ability to use information technology. 4. Upgrade teamwork and team management skills. 5. Develop communication skills for effective conflict resolution. 6. They can identify the problem from different angles and look for appropriate solutions. 7. They are effective in (self-)evaluation of their own work and knowledge. 8. They shall be able to select and manage the relevant information with minimal management.
Practical skills: 1. gain practical experience for independent work in a field of corporate governance and strategic management
Readings
1. BELAK, Janko, BELAK, Jernej, DUH, Mojca. Integral management and governance : basic features of MER model. Saarbrücken: Lambert Academic Publishing, 2014. 125 str., ilustr. ISBN 978-3-659-66329-1. [COBISS.SI-ID 11901468]
2. BELAK, Jernej. Management and governance : organizational culture in relation to enterprise life cycle. Kybernetes : the international journal of systems & cybernetics. 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], [JCR, SNIP, WoS do 26. 12. 2022: št. citatov (TC): 8, čistih citatov (CI): 8, čistih citatov na avtorja (CIAu): 8,00, Scopus do 29. 3. 2023: št. citatov (TC): 12, čistih citatov (CI): 12, čistih citatov na avtorja (CIAu): 12,00]
3. BELAK, Jernej, PRIMEC, Andreja. Managing the commons - corporate governance perspective. V: BARILE, Sergio (ur.), et al. Cybernetics and systems : social and business decisions. 1st ed. Abingdon; New York: Routledge, 2019. Str. 314-319. Routledge-Giappichelli systems management. ISBN 978-1-138-59728-0, ISBN 978-0-429-48698-2. [COBISS.SI-ID 13266204]
4. DUH, Mojca, BELAK, Jernej. Enterprise's dynamics, innovativeness and culture. V: BELAK, Jernej (ur.), DUH, Mojca (ur.). Ethics, social responsibility and innovation in corporate governance. Newcastle upon Tyne: Cambridge Scholars Publishing, 2017. Str. 1-26. ISBN 978-1-4438-1690-8, ISBN 1-4438-1690-6. [COBISS.SI-ID 12669980]
