Strategic Management and Governance (public sector)
Without strategic intelligence, an organization cannot have a long-term and secure advantage in terms of success. The strategy reflects the purpose of the organization and its mission. The philosophy, ethics, and culture of the organization are related to strategy. With a strategy intelligently positioned, implemented, and communicated effectively, every person in the organization knows the purpose of their work and how they contribute to the company's mission.
As the conditions outside and inside an organization are constantly changing, the company's strategy is also constantly changing. The business environment is influenced by many factors such as different types of crises. Strategic management is therefore part of a continuous process in which the phases of strategic analysis, strategic planning, the implementation of strategy and crisis plans, and strategic control are constantly repeated and overlapping.
The aim of this course is to give students a comprehensive overview of the topics of Strategic Management in different types of organizations both in theory and in practical examples.
Upon successful completion of the course, students will master the tools and procedures for strategic planning and management. In addition, students will become familiar with methods of different strategic analyses using analytical techniques for goal definition, strategy formulation, implementation and subsequent monitoring and control. Students also can develop a strategic crisis plan or examine the effects of a crisis on a company.
Corporate Social Responsibility (CSR) is an emerging organizational domain that describes an organization's effort to assess and take responsibility for its impact on environmental and social concerns. In this course, students will examine the nature of CSR, its strategic imperatives, applications in various contexts, and its impact on traditional business processes and practices.
As the nature of CSR is both crucial to apprehend and somewhat controversial, the course opens with a pointed effort to develop a cohesive definition of CSR and a framework for assessing its relevance to social well-being. With a core schema in place, students will have the opportunity to explore CSR as both a strategic matter and from the perspective of its impact on daily business operations.
In addition, the roles of CSR in global or multi-regional contexts and the importance of CSR to not-for-profit (NFP) and non-governmental (NGO) organizations are investigated.
As CSR is an emerging topic in both research and practice; and as CSR is a multi-disciplinary, highly integrative function, the course places significant emphasis on measurements and metrics used to both deploy and evaluate socially responsible corporate performance.
How emerging successful business models based on data are driven with the implementation of ethically consistent digital value creation using ICT and tendentially AI like Uber are just some of the new case studies illustrating the global reach. With more cases and examples, initiatives and failures are explored in real business contexts, providing a comprehensive understanding.
