LP102ZK Corporate Strategy and Law

Faculty of Law
Autumn 2013
Extent and Intensity
0/0. 10 credit(s). Type of Completion: zk (examination).
Teacher(s)
doc. Ing. Ladislav Janíček, Ph.D., MBA, LLM (lecturer)
prof. Ing. Karel Rais, CSc., MBA (lecturer)
doc. Ing. Otakar Smolík, CSc., MBA (alternate examiner)
Guaranteed by
doc. Ing. Ladislav Janíček, Ph.D., MBA, LLM
Contact Person: Bc. Alžběta Rašková
Supplier department: Faculty of Law
Course Enrolment Limitations
The course is only offered to the students of the study fields the course is directly associated with.
fields of study / plans the course is directly associated with
Course objectives
After completion of the module the students should be able to: a) Critically analyse the nature and origins of strategy, organisation’s mission, objectives, strategy and tactics and its role in achieving competitive advantage and growth b) choose adequately and use appropriate techniques and theories to produce an structured analysis of external, internal and competitive environments, i.e. evaluate the influence of external stakeholders and conduct an internal audit analyse the business units, value chain and resources to determine strengths and weaknesses, identify the key opportunities and threats for an organisation as well as to undertake an analysis of an industry, competition and competitive environment c) use adequately generic strategy models to identify strategic options and its transformation to functional strategies and recommend and justify preferred strategies and plan for their implementation. d) critically evaluate the advantages and disadvantages associated with different organisational structures at international, national and local levels and identify strategic drift and factors associated with transformational change as well as understand culture and power and their influence within organisations strategic development.
Syllabus
  • a) Defining and managing strategy. From concept to progress. Plotting a course. The purpose of business. Characteristics for success. Emergent strategies. Developing strategic thinking. Legal context b) Mission, vision and strategic objectives. Business stakeholders. Setting business goals c) Strategic business units. Analysis of business units of an organisation from the point of strategic perspectives. Understanding the lifecycle d) The external environment. Why do external analysis? What can you review? PESTLE. Political and legal factors. The role of government. Market economies and privatisation. International developments. Business and public policy. Legal factors. Scope of legal constraints. Economic factors. Social factors. Technological factors. Environmental factors. The ethical perspective. Organisations and society e) The internal environment. The internal audit. Examining the resources. What resources do you have? Internal power and politics. Stakeholder checklist. Strategic fit. Strategic standing. Strengths and weaknesses. Benchmarking. What is meant by benchmarking? Key success factors. Product and functional benchmarking. Business process redesign. Types of benchmarking. Supplying resources. Internal legal setup. f) The competitive environment. The market and industry environment. Competitor analysis. Porter 5-factor model of competitive environment. Legal framework of competition. g) Identifying the competitive strategy. Approaches to strategy development. Strategies for competitive advantage. Defining ‘advantage’. Porter’s generic strategies. Choosing the right generic strategy. Competitive strategy formulation. Scenario planning for the future. Making the strategic choice. Creating advantage and Managing risk h) Corporate and functional strategies. Operations strategy. Information strategy. Human resource strategy. Financial strategy. Marketing strategy. Organisational development strategy. Managing change and growth. Legal consequences. i) Change of strategy and strategy of change. The link between strategy and structure, behaviour and culture of an organisation. Legal perspectives. The importance of structure and culture. Managing strategic change. Transforming the organisation. The multinational and transnational. International and intercultural management and development strategies. Awareness of cultural differences.
Literature
    recommended literature
  • SOUČEK, Zdeněk. Firma 21. století : (předstihněme nejlepší!!!). 2. vyd. Praha: Professional Publishing, 2010, 258 s. ISBN 9788074310072. info
  • MAREK, Karel. Smluvní obchodní právo, kontrakty (A contractual commercial law). 1.dotisk 4.aktualiz.vyd. Brno: Masarykova univerzita, 2009, 477 pp. Spisy PrF MU. Řada teoretická ; Svazek 346. ISBN 978-80-210-4619-1. info
  • DEDOUCHOVÁ, Marcela. Strategie podniku. Vyd. 1. Praha: C.H. Beck, 2001, xiv, 256. ISBN 8071796034. info
Teaching methods
Lectures, use of commented presentations, group discussions, group seminar activities, brainstorming, case studies. Individual learning, self-study, elaboration of the written assignment, individual consultations.
Assessment methods
Number, Type and Weighting of Elements: 100% written assignment Type and Weighting of Methods within Each Element: This module is assessed by means of a written assignment (2,000 to 3,000 words). Illustrative assignment and assessment criteria: Make the strategic analysis of your organisation. Identify the appropriate external factors affecting your organisation and review your organisation’s strategic capability with particular reference to its core competencies, competitive positioning and use of resources and management abilities. Identify relevant strategies for growth and achievement of the competitive advantage.
Language of instruction
Czech
The course is also listed under the following terms Autumn 2008, Spring 2009, Autumn 2009, Spring 2010, Autumn 2010, Spring 2011, Autumn 2011, Spring 2012, Autumn 2012, Spring 2013, Spring 2014, Autumn 2014, Spring 2015.
  • Enrolment Statistics (Autumn 2013, recent)
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