English

Not applicable.

a) Demonstrate how their role contributes to corporate endeavour
b) Identify appropriate supporting methods of decision making.
c) Correctly select and apply in practice the earlier studied models of controlled change in a company.
d) Evaluate the decision-making systems currently used within his/her organization.
e) Critically analyse conflicts in a company in connection with the implementation of controlled changes in a company

Successful completion of the course is conditional on the knowledge of macroeconomics, microeconomics, finance, strategic management, and matematics.

Not applicable.

The course contains lectures that explain basic principles, problems and methodology of the discipline, and exercises that promote the practical knowledge of the subject presented in the lectures.

The student will need to defend their individual work on selected topic. Critically assessing the selected change in a workplace (in the selected company), focusing on the factors supporting change or helping to block (break) changes or the factors decelerating the change process.

a) Successful company, successful manager (qualities, knowledge).
b) McKinsey and the 7S approach. An analysis of the individual factors of the 7S approach in Me Kinsey.
c) Development of the company success evaluation models - the EFQM model and its practical applications in Czech and foreign companies.
d) Major approaches to management, decision-making (operative, tactical, strategic).
e) Poorly structured problems, decision-supporting systems, expert systems.
f) Substance of change, essentials of Lewin's model.
g) Change implementation methodology.
h) The learning organization concept.
i) Software tools for firm's decision making process.

Not applicable.

a) To enable participants to develop an awareness of, and become familiar with, academic theories, frameworks, managerial models and techniques that contributes to the concept of a changing and learning organization.
b) To critically evaluate and apply appropriate strategic modules and techniques which may be relevant in implementing changes (both strategic and operative) within the organization.

Not applicable.

Not applicable.

Not applicable.

Daft, R. L.: Organization Theory and Design. Seventh Edition. South-Western College Publishing. 2001. Pp.633.
Dostal, P., Rais, K. : Methods of Large Investment Unit Modelling. Transformation of CEE Economies to EU Standards. Conference Proceedings. University of Trento. November 2001. Pp. 5 3-57.
Fotr, J. : Podnikatelsky plan a investicni rozhodovani. GRADA Publishing. Praha 1999.
Johnson, G. and Scholes, K., 2002. Exploring corporate strategy: text and cases, 6th ed. London: FT Prentice Hall.
Kaplan, R.S., Norton, D. P. : Balanced Scorecard. Strategicky system mefeni vykonnosti podniku. Management Press, Praha 2001. Str. 267.
Rais.K., Smejkal.V.: Rizeni rizik. Grada Publishing.,a.s. Praha 2003. Str. 270.
Vodacek,L., Vodackova,O. : Management .Teorie a praxe pro 90. leta. Management Press, Praha 1996.

Not applicable.