Zachodniopomorski Uniwersytet Technologiczny w Szczecinie

Wydział Budownictwa i Architektury - Civil Engineering (S2)
specjalność: International Construction Management

Sylabus przedmiotu Strategic Management in Construction:

Informacje podstawowe

Kierunek studiów Civil Engineering
Forma studiów studia stacjonarne Poziom drugiego stopnia
Tytuł zawodowy absolwenta magister
Obszary studiów nauki techniczne, studia inżynierskie
Profil ogólnoakademicki
Moduł —
Przedmiot Strategic Management in Construction
Specjalność International Construction Management
Jednostka prowadząca Zespół Dydaktyczny Ekonomiki, Organizacji i Zarządzania w Budownictwie
Nauczyciel odpowiedzialny Krystyna Araszkiewicz <Krystyna.Araszkiewicz@zut.edu.pl>
Inni nauczyciele Paweł Sikora <Pawel.Sikora@zut.edu.pl>
ECTS (planowane) 3,0 ECTS (formy) 3,0
Forma zaliczenia egzamin Język angielski
Blok obieralny — Grupa obieralna —

Formy dydaktyczne

Forma dydaktycznaKODSemestrGodzinyECTSWagaZaliczenie
wykładyW2 30 1,50,50egzamin
ćwiczenia audytoryjneA2 30 1,50,50zaliczenie

Wymagania wstępne

KODWymaganie wstępne
W-1Knowledge of the basics of management

Cele przedmiotu

KODCel modułu/przedmiotu
C-1To be able to differentiate basic theories from strategic management, to discuss them, to conduct analyses on industry forces and business model conceptions and to scrutinize selected issues of modern top management

Treści programowe z podziałem na formy zajęć

KODTreść programowaGodziny
ćwiczenia audytoryjne
T-A-1Preparation of the macro-environment analysis of the selected company8
T-A-2Preparation of the chosen company's strategy10
T-A-3Case studies – strategies of selected companies from construction industry8
T-A-4Marketing plan for a selected company from the construction industry3
T-A-5Completion of the excercisers1
30
wykłady
T-W-1Introduction to the course: Competitive advantages and business models2
T-W-2Review of the main schools of thought about strategy making4
T-W-3Developing new business models4
T-W-4Corporate diversification: The concept of relatedness2
T-W-5Industry analysis and new business models in the construction industry4
T-W-6Strategic and cultural change – the case studies3
T-W-7Developing and implementing sustainable strategies (and business models)2
T-W-8The role of top management teams2
T-W-9Supply chain analysis. Techniques for strategic planning.4
T-W-10Marketing in construction industry – international aspects2
T-W-11Completion of the lectures1
30

Obciążenie pracą studenta - formy aktywności

KODForma aktywnościGodziny
ćwiczenia audytoryjne
A-A-1Participation in the classes30
A-A-2Own work, self-study, Preparation for completion of the excersises15
45
wykłady
A-W-1Participation in classes, completion of the lectures30
A-W-2self - study10
A-W-3self-preparation for completion of the lectures5
45

Metody nauczania / narzędzia dydaktyczne

KODMetoda nauczania / narzędzie dydaktyczne
M-1Informative lecture, explanation
M-2case studies
M-3project based learning method

Sposoby oceny

KODSposób oceny
S-1Ocena formująca: written test
S-2Ocena formująca: project appraisal

Zamierzone efekty kształcenia - wiedza

Zamierzone efekty kształceniaOdniesienie do efektów kształcenia dla kierunku studiówOdniesienie do efektów zdefiniowanych dla obszaru kształceniaOdniesienie do efektów kształcenia prowadzących do uzyskania tytułu zawodowego inżynieraCel przedmiotuTreści programoweMetody nauczaniaSposób oceny
B-A_2A_ICM/D/12_W01
The student knows and understands the basic concepts and methods of managing a strategic construction company		B-A_2A_W14——C-1T-W-2, T-W-3, T-W-4, T-W-1, T-W-5, T-W-6, T-W-7, T-W-8, T-W-9, T-W-10M-1, M-2S-1

Zamierzone efekty kształcenia - umiejętności

Zamierzone efekty kształceniaOdniesienie do efektów kształcenia dla kierunku studiówOdniesienie do efektów zdefiniowanych dla obszaru kształceniaOdniesienie do efektów kształcenia prowadzących do uzyskania tytułu zawodowego inżynieraCel przedmiotuTreści programoweMetody nauczaniaSposób oceny
B-A_2A_ICM/D/12_U01
The student can apply methods of analysis of the environment and analysis of enterprise resources		B-A_2A_U01——C-1T-W-2, T-W-3, T-W-4, T-W-1, T-W-5, T-W-6, T-W-7, T-W-8, T-W-9, T-W-10, T-A-1, T-A-2, T-A-3, T-A-4M-1, M-2, M-3S-2, S-1

Zamierzone efekty kształcenia - inne kompetencje społeczne i personalne

Zamierzone efekty kształceniaOdniesienie do efektów kształcenia dla kierunku studiówOdniesienie do efektów zdefiniowanych dla obszaru kształceniaOdniesienie do efektów kształcenia prowadzących do uzyskania tytułu zawodowego inżynieraCel przedmiotuTreści programoweMetody nauczaniaSposób oceny
B-A_2A_ICM/D/12_K01
The student demonstrates creativity in solving strategic problems in a construction company		B-A_2A_K05——C-1T-A-1, T-A-2, T-A-3, T-A-4M-1, M-2, M-3S-2, S-1

Kryterium oceny - wiedza

Efekt kształceniaOcenaKryterium oceny
B-A_2A_ICM/D/12_W01
The student knows and understands the basic concepts and methods of managing a strategic construction company		2,0
3,0The student has a minimal knowledge of the strategic management and its basic tools
3,5
4,0
4,5
5,0

Kryterium oceny - umiejętności

Efekt kształceniaOcenaKryterium oceny
B-A_2A_ICM/D/12_U01
The student can apply methods of analysis of the environment and analysis of enterprise resources		2,0
3,0The student is able to sufficiently apply selected techniques of strategic management
3,5
4,0
4,5
5,0

Kryterium oceny - inne kompetencje społeczne i personalne

Efekt kształceniaOcenaKryterium oceny
B-A_2A_ICM/D/12_K01
The student demonstrates creativity in solving strategic problems in a construction company		2,0
3,0The student is able to propose various solutions to solve strategic problems in a selected construction company
3,5
4,0
4,5
5,0

Literatura podstawowa

  1. Langford D. and Retik A., The Organization and Management of Construction: Shaping theory and practice, Routledge, 2002
  2. Lester A., Project management, planning and control: managing engineering, construction and manufacturing projects to PMI, APM and BSI standards, Elsevier, 2006

Treści programowe - ćwiczenia audytoryjne

KODTreść programowaGodziny
T-A-1Preparation of the macro-environment analysis of the selected company8
T-A-2Preparation of the chosen company's strategy10
T-A-3Case studies – strategies of selected companies from construction industry8
T-A-4Marketing plan for a selected company from the construction industry3
T-A-5Completion of the excercisers1
30

Treści programowe - wykłady

KODTreść programowaGodziny
T-W-1Introduction to the course: Competitive advantages and business models2
T-W-2Review of the main schools of thought about strategy making4
T-W-3Developing new business models4
T-W-4Corporate diversification: The concept of relatedness2
T-W-5Industry analysis and new business models in the construction industry4
T-W-6Strategic and cultural change – the case studies3
T-W-7Developing and implementing sustainable strategies (and business models)2
T-W-8The role of top management teams2
T-W-9Supply chain analysis. Techniques for strategic planning.4
T-W-10Marketing in construction industry – international aspects2
T-W-11Completion of the lectures1
30

Formy aktywności - ćwiczenia audytoryjne

KODForma aktywnościGodziny
A-A-1Participation in the classes30
A-A-2Own work, self-study, Preparation for completion of the excersises15
45
(*) 1 punkt ECTS, odpowiada około 30 godzinom aktywności studenta

Formy aktywności - wykłady

KODForma aktywnościGodziny
A-W-1Participation in classes, completion of the lectures30
A-W-2self - study10
A-W-3self-preparation for completion of the lectures5
45
(*) 1 punkt ECTS, odpowiada około 30 godzinom aktywności studenta
PoleKODZnaczenie kodu
Zamierzone efekty kształceniaB-A_2A_ICM/D/12_W01The student knows and understands the basic concepts and methods of managing a strategic construction company
Odniesienie do efektów kształcenia dla kierunku studiówB-A_2A_W14Has knowledge necessary to understand social, economic, legal and other non-technical conditions of engineering activity, including the influence of carrying out construction investments on the environment
Cel przedmiotuC-1To be able to differentiate basic theories from strategic management, to discuss them, to conduct analyses on industry forces and business model conceptions and to scrutinize selected issues of modern top management
Treści programoweT-W-2Review of the main schools of thought about strategy making
T-W-3Developing new business models
T-W-4Corporate diversification: The concept of relatedness
T-W-1Introduction to the course: Competitive advantages and business models
T-W-5Industry analysis and new business models in the construction industry
T-W-6Strategic and cultural change – the case studies
T-W-7Developing and implementing sustainable strategies (and business models)
T-W-8The role of top management teams
T-W-9Supply chain analysis. Techniques for strategic planning.
T-W-10Marketing in construction industry – international aspects
Metody nauczaniaM-1Informative lecture, explanation
M-2case studies
Sposób ocenyS-1Ocena formująca: written test
Kryteria ocenyOcenaKryterium oceny
2,0
3,0The student has a minimal knowledge of the strategic management and its basic tools
3,5
4,0
4,5
5,0
PoleKODZnaczenie kodu
Zamierzone efekty kształceniaB-A_2A_ICM/D/12_U01The student can apply methods of analysis of the environment and analysis of enterprise resources
Odniesienie do efektów kształcenia dla kierunku studiówB-A_2A_U01Is able to obtain information from literature, data bases and other properly selected sources, also in a foreign language; is able to integrate the obtained information, interpret it and evaluate it critically as well as draw conclusions, formulate and sufficiently justify opinions
Cel przedmiotuC-1To be able to differentiate basic theories from strategic management, to discuss them, to conduct analyses on industry forces and business model conceptions and to scrutinize selected issues of modern top management
Treści programoweT-W-2Review of the main schools of thought about strategy making
T-W-3Developing new business models
T-W-4Corporate diversification: The concept of relatedness
T-W-1Introduction to the course: Competitive advantages and business models
T-W-5Industry analysis and new business models in the construction industry
T-W-6Strategic and cultural change – the case studies
T-W-7Developing and implementing sustainable strategies (and business models)
T-W-8The role of top management teams
T-W-9Supply chain analysis. Techniques for strategic planning.
T-W-10Marketing in construction industry – international aspects
T-A-1Preparation of the macro-environment analysis of the selected company
T-A-2Preparation of the chosen company's strategy
T-A-3Case studies – strategies of selected companies from construction industry
T-A-4Marketing plan for a selected company from the construction industry
Metody nauczaniaM-1Informative lecture, explanation
M-2case studies
M-3project based learning method
Sposób ocenyS-2Ocena formująca: project appraisal
S-1Ocena formująca: written test
Kryteria ocenyOcenaKryterium oceny
2,0
3,0The student is able to sufficiently apply selected techniques of strategic management
3,5
4,0
4,5
5,0
PoleKODZnaczenie kodu
Zamierzone efekty kształceniaB-A_2A_ICM/D/12_K01The student demonstrates creativity in solving strategic problems in a construction company
Odniesienie do efektów kształcenia dla kierunku studiówB-A_2A_K05Is able to think and act in a creative and enterprising manner.
Cel przedmiotuC-1To be able to differentiate basic theories from strategic management, to discuss them, to conduct analyses on industry forces and business model conceptions and to scrutinize selected issues of modern top management
Treści programoweT-A-1Preparation of the macro-environment analysis of the selected company
T-A-2Preparation of the chosen company's strategy
T-A-3Case studies – strategies of selected companies from construction industry
T-A-4Marketing plan for a selected company from the construction industry
Metody nauczaniaM-1Informative lecture, explanation
M-2case studies
M-3project based learning method
Sposób ocenyS-2Ocena formująca: project appraisal
S-1Ocena formująca: written test
Kryteria ocenyOcenaKryterium oceny
2,0
3,0The student is able to propose various solutions to solve strategic problems in a selected construction company
3,5
4,0
4,5
5,0