PEMNPMNM Strategic Management

School of Business Administration in Karvina
Winter 2026
Extent and Intensity
2/1/0. 5 credit(s). Type of Completion: zk (examination).
Teacher(s)
Ing. Šárka Zapletalová, Ph.D. (lecturer)
Guaranteed by
Ing. Šárka Zapletalová, Ph.D.
Department of Business Economics and Management – School of Business Administration in Karvina
Contact Person: Ing. Šárka Zapletalová, Ph.D.
Timetable
Tue 11:25–13:00 VS
  • Timetable of Seminar Groups:
PEMNPMNM/01: Wed 13:55–14:40 A217, Š. Zapletalová
Prerequisites (in Czech)
FAKULTA(OPF) && TYP_STUDIA(N) && FORMA(P) && !NOWANY(PEMNASMA Strategic Management)
Course Enrolment Limitations
The course is only offered to the students of the study fields the course is directly associated with.

The capacity limit for the course is 25 student(s).
Current registration and enrolment status: enrolled: 24/25, only registered: 3/25
fields of study / plans the course is directly associated with
Course objectives
Objective of the course is to introduce to essence of strategic management. Strategic management is define as many decisions and activities. Result of this decisions and activities is an ability to create of firm strategic plans and its further application. The strategic plans enable to accomplish the firm goals. Students will be introduced to functions and behavior schemas of top management, too, which is responsible for creation and realization of strategic decision.
Learning outcomes
The student can define the essence of strategic management, explain the strategic management model, describe the relationships between strategic management and corporate culture, analyze an organization’s external and internal environments using various methods, interpret the results of strategic analysis, and identify key opportunities, threats, and the organization’s strengths and weaknesses; can propose appropriate strategic alternatives based on the data collected and the results of the analyses; can formulate strategic objectives and develop a strategy proposal for a specific organization, taking into account its vision, mission, and resources; can evaluate various strategic options and recommend the optimal direction for the organization’s further development; can propose a strategy implementation plan, including appropriate performance indicators and control mechanisms; can present strategic proposals; and is able to consider the sustainability aspects of strategic decision-making.
Syllabus
1. The Role and Significance of Strategic Management. Strategic management and its evolution in the context of societal development. The nature and significance of strategic management. Specific characteristics of strategic management. Characteristics of strategic management. Contemporary approaches to strategic management. The role of strategic management within a business entity’s management system.
2. Strategic Decision-Making and Strategic Thinking. The nature and importance of strategic decision-making. Elements of strategic decision-making. Differences between strategic decision-making and decision-making. Methods and techniques that support creativity and strategic decision-making. Strategic thinking and its importance in corporate strategic management. Principles of strategic thinking.
3. Corporate Strategy. Definition of corporate strategy. Concept of corporate strategy. Activities related to corporate strategy. Sequential model of corporate strategy development. Stakeholders in relation to corporate strategy. Causes of changes in corporate strategy. Corporate strategies in the process of globalization and internationalization.

4. Strategic Concepts and Objectives of a Business. The Role of Forecasting in Business Strategy Formulation. The Function of Forecasting in Business Strategy Formulation. The Strategic Mission of a Business. The Vision of a Business. Strategic Values of a Business. Strategic Objectives of a Business with Regard to External and Internal Influences.


5. Strategic analysis and procedures applicable to strategy formulation. Strategic analysis of the external environment. Selected methods for analyzing the macroenvironment, the market, and the industry. Strategic analysis of the company’s internal environment. Selected methods for analyzing the company’s internal environment. Methods that simultaneously assess both the external and internal environments of a company. Other methods used in strategic management and strategic analysis.
6. Typology of business strategies. Comprehensive, company-wide strategies: growth strategies, integration strategies, diversification strategies, defensive strategies. Business strategies: M. E. Porter’s generic strategies, P. Kotler’s competitive strategies. Functional business strategies. Special strategies: innovation strategies, crisis strategies.
7. Strategy Selection and Implementation. Strategy selection. The process of selecting an appropriate business strategy. Designing strategic alternatives. Factors influencing the selection of a strategic alternative. Business strategy implementation. Approaches to business strategy implementation. The process of implementing a business strategy.
8. Strategic Control. The nature and importance of strategic control. Properties and characteristics of the control process. Types of control processes. Tools and methods of strategic control. The procedure for implementing strategic control.

Literature
    required literature
  • FOTR, J., VACÍK, E., ŠPAČEK, M. a I. SOUČEK. 2017. Úspěšná realizace strategie a strategického plánu. Praha: Grada Publishing, 2017. ISBN 978-80-271-0434-5.
  • FOTR, J. a I. SOUČEK. 2020. Scénáře pro strategické rozhodování a řízení: jak se efektivně vyrovnat s budoucími hrozbami a příležitostmi. Praha: Grada Publishing, 2020. ISBN 978-80-271-2020-8.
  • ZAPLETALOVÁ, Š. a V. LEDNICKÝ. Strategický management. Karviná: SU OPF, 2013. ISBN 978-80-7248-988-6. info
    recommended literature
  • DĚDINA, J., ŠIKÝŘ, M. a J. M. ŠAFRÁNKOVÁ, 2018. Management a organizace: současné přístupy k řízení lidí a vytváření organizací. Ostrava: Key Publishing, 2018. ISBN 978-80-7418-290-7.
  • GRASSEOVÁ, M. a kol. Analýza v rukou manažera. 1. vyd. Brno: Computer Press, 2010. ISBN 978-80-251-2621-9. info
  • HANZELKOVÁ, A., KEŘKOVSKÝ, M. a O. VYKYPĚL. 2017. Strategické řízení: teorie pro praxi. Praha: C. H. Beck, 2017. ISBN 978-80-7400-637-1.
  • KIM CHAN W. a R. MAUBORGNEOVÁ. 2018. Nová strategie modrého oceánu: pět kroků jak se posunout do modrého oceánu, vyhnout se konkurenci a zajistit si tak ziskový růst. Praha: Management Press, 2018. ISBN 978-80-7261-547-6.
  • ROTHAERMEL, F. T. 2016. Strategic Management, New York: McGraw-Hill, ISBN 978-1-2559-42047-4.
Teaching methods
Lectures, text analysis, interviews, group work, cooperative and collaborative learning, instruction using examples and case studies.
Assessment methods
seminar attendance (minimum 50% attendance – 5% of the grade),
ongoing test (20% of the grade),
ongoing tasks (15% of the grade),
comprehensive exam (60% of the grade)
Language of instruction
Czech
Further Comments
The course can also be completed outside the examination period.
The course is also listed under the following terms Winter 2018, Winter 2019, Winter 2020, Winter 2021, Winter 2022, Winter 2023, Winter 2024, Winter 2025.
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