Faculty Chief Executive Officer presents: The programme of a compulsory course of doctoral studies (DBA) in Chief Executive Officer specialism.

THEME 1.   DEVELOPMENT OF ORGANIZATION STRATEGY

Chapter 1.1   Formation of mission, values, cultures, the general policy of the organization. Formulation of mission, vision, the purposes. Values of the organization. Vision as a picture realities. Recommendations on vision development. Criteria for vision estimation. The role of values. The probable list of values, which are usually present at successful organizations.

Chapter 1.2   How to assert interests of the organization.
Sources of the information for research of business  environment. Microenvironment: levels and segments. Social segment. Economic environment. Political environment. Technological environment. Ecological environment. Analysis stages of microenvironment: scanning of changes; monitoring of trends; designing; value of the current and future changes.

Chapter 1.3   Development of the general strategy of the organization and parameters of achievements of the purposes. Three key strategic questions. Strategic management as set of administrative decisions and the actions determining long-term parameters of company functioning. Three strategic levels: a corporate level; a level of strategic business - unit; a level of a grocery line. A corporate level: resource management on the basis of experience curve; case strategy, strategy of development. Porter's patrimonial strategy. Business - strategy. Grocery lines. Functional strategy. Hierarchy of strategy. Interrelation between levels of strategy.

Chapter 1.4   How to meet with approval of strategy of the organization on the part of the various interested parties. Types of stakeholders and their basic interests. Positioning stakeholders in concerning the company. Creation of control systems by stakeholders interests. Definition of the critical discrepancies, which are not giving in to correction by a manipulation by stakeholders interests.

THEME 2.   INTRODUCTION OF STRATEGY OF THE ORGANIZATION

Chapter 2.1   Promotion of mission and policy of the company among staff members.
Two approaches to the role of business in society - maximization of the profit and the social responsibility. Two circles of groups of influence: an internal circle and an external circle.
Internal groups of influence: sources of authority; hierarchy; influence; the control over strategic resources; knowledge and skills; the control over an environment; actions at own discretion. External groups of influence: dependence on resources; an involvement into realization; knowledge and skills; communications inside the company. The indicator of authority of internal groups: the status; requirement for resources; representation in imperious positions; symbols of authority. Indicators of authority of an external circle of groups of influence: the status; communication with resources; negotiating; symbols. Indicators of authority. Structure of external group of influence. Method of exchanges. Analysis of strategic groups.

Chapter 2.2   How to agree the budget of organization.
General structure of added value of the company. Problem of definition of the functions building competitive advantage of the company. Types of interrelation for building up competitive advantage. Financial factors and analysis of efficiency of using resources. Profitability. Value added. Income. Gross revenue. Active turnaround. Liquidity. Structure of capital. Average cost of the capital. Comparative analysis.

Chapter 2.3   Business  plan of organization.
Purposes of SWOT-analysis. List of key characteristics of environment of the company. Basic characteristics of resources of the company: strengths  and weaknesses. Definition of the main characteristics of influence groups of the company. Mutual comparison of characteristics of  environment and internal resources.

Chapter 2.4   Management of development of the business - plan of the organization. Accounting SWOT-analysis. Quick SWOT-analysis. Base potential of the organization: resources; experience; control; leaders; ideas. External microenvironment  environment of the organization: market; information, technologies; economy; society; policy laws; ecology. External microhabitat environment of the organization: consumers; suppliers; competitors; social partners; professional communities; local authorities, founders, proprietors. Update process of the purposes of the company. Format for estimation of the purposes of the company. Matrix of the SWOT-analysis. Formation of strategic actions.

THEME 3.   MANAGEMENT OF REALIZATION OF ORGANIZATION STRATEGY

Chapter 3.1   Distribution of resources of the organization.
Acceptability of strategy. Financial results of strategy realization. Financial risk. Profitability as criterion of  strategy  acceptability. Method of profitability. Method of clean monetary stream. Risk as parameter of an strategy acceptability. Structure of the capital. Analysis of sensitivity. Matrix of decisions. Modeling of situations. Heuristic models. Practicability of strategy. Forecast of a stream of money resources.

Chapter 3.2   Reports on results of organization activity.
Management on the purposes. Total quality management. Estimation and the control of strategy. Lacks of realization of strategy: practice of strategic management. Strategic potential of the company. Concept Balanced Scorecard. Structure Balanced Scorecard. Functions Balanced Scorecard. Process of building Balanced Scorecard.

Chapter 3.3   Corporate management, organizational structure, policies and procedures.
Levels and objects of corporate strategy. Strategic contexts. Strategy of orientation. Strategy of management by portfolio. Strategy of parental company. Strategy of orientation: strategy of growth; strategy of stability; strategy of economy. Strategy of growth: vertical growth; horizontal growth; concentric diversification; conglomeratic diversification. Strategy of stability: strategy of a pause; strategy of absence of changes; strategy of profit. Strategy of economy: strategy of a turn; restriction; strengthening; strategy of the connected company; strategy of sale; strategy of bankruptcy; liquidation. Strategy of supply.

Chapter 3.4   Monitoring and estimation of activity of the organization according to environment change. Personal and collective purposes. Expediency in activity of the company. Horizon of the strategic purposes.

THEME 4.   ESTIMATION OF REALIZATION OF ORGANIZATION STRATEGY

Chapter 4.1   Estimation of results of activity of top management. Strategy of management by  portfolio. Balanced portfolio. Case analysis: parental matrix. Strategy of the corporate center. Roles of the corporate center: Dictator; Manager of portfolio; Manager on synergy.

Chapter 4.2   Management of risks of change of the organization position in the market.
Competitive tactics. Time parameters of tactics. Offensive tactics. Face-to-face approach. Flank maneuver. Environment. Approach - detour. Guerrilla war.  Defensive tactics. Increase of structural barriers. Amplification of expected reciprocal actions. Decrease in the importance of the reasons caused approach.

Chapter 4.3   Statement of problems, zones and spheres of the responsibility to divisions and employees. Functional strategy. Marketing strategy: strategy of market development; strategy of product development; strategy of pushing through; strategy and pricings. Financial strategy. Strategy of research and development. Operational strategy. Strategy of management by human resources. Competition. Assessment of personnel by method of 360 degrees. Strategy of information systems.

Chapter 4.4   Definition of measures of the responsibility for default of plans, duties.
Efficiency of activity. System of chains of the added value. Basic functions of the company: entering logistic; manufacture; proceeding logistic; marketing and sales; post sales service. Auxiliary functions: purchases; development of technologies; management of human resources; control systems. Cost and consequences of performance of functions.

THEME 5.   MANAGEMENT OF THE TEAM OF THE TOP MANAGERS

Chapter 5.1   Formation of a team of top managers. Strategy and structure of the company. Stages of corporate development: structure of enterprise; large company structured on functional directions; diversification the company; crisis of bureaucratese. Matrix structure. Network structure. Cellular organization.

Chapter 5.2   Formation of compatibility of positions, roles, styles of members of the team of top managers. Receptions of realization of strategy. Reengineering. Designing of work. Designing of roles. Management styles.

Chapter 5.3 Coordination activity of members of the team of top managers.  Realization of strategy as the activity directed on performance of the strategic plan. Questions of realization: who will perform the strategic plan as the company is to align with strategy. Synergy of functions.

Chapter 5.4 Management of professional development of members of the team of top managers. Structure root of competition; know-how, systems and key attitudes. Identification root of competence; internally development and loan root of competence.

THEME 6.   DEVELOPMENT OF LEADERSHIP

Chapter 6.1   Definition of the purposes, priorities and strategy of individual development.
Purpose of business, meaning of the life. Professionalism and self-affirmation. Individual plan for development. Structure of motives, circle of interests, personal experience. Spheres of ability to live: strategy of achievement of harmony. Self-management.

Chapter 6.2   How to be the leader in realization of changes in organization.
Model of strategic management (SM.) Creation of new opportunities for organization. Shock event initiating understanding of importance SEE. Principle of base functionality. Register of opportunities of the organization. The basic criterion of strategy choice Approaches to strategy development. Scheduled model. Enterprise model. Adaptive model (behavioral model). Model of tests and mistakes (logic gradualness). The principle of strategic management - balance of stability and variability of the organization.

Chapter 6.3   How to keep and increase leader potential.
Management of corporate culture. Key characteristics of culture: fear; freedom. Matrix for estimation of corporate culture and success of changes.

Chapter 6.4   Development of team of leaders.
Ways of estimation of the personnel: screening; method of the biographic data; tests of abilities; personal tests; non-structured interviews; structured interviews; assessment centres. Professional growth and reduction of team. Types of teams. Ways of team management.

THEME 7.   MANAGEMENT OF CHANGES IN THE ORGANIZATION

Chapter 7.1   Estimation of changes in the organization and in environment.
Processes of business  positioning in the market. Positioning and quality management of service companies. Processes of quality development. Positioning of companies in industrial sectors. Traditional model of branch (5 forces of Malt liquor). The analysis of specific costs and key of competence. Alternativeness of value chain and processes of value creation.

Chapter 7.2   Planning changes in the organization.
Configuration of strategic process. Development cycles of strategy. Reputation model of strategic process.

Chapter 7.3   Definition of necessity and opportunity of changes in the organization.
Core competence, attractiveness of the market, selection of activity areas. Principles of building business portfolio. Ranging of fields of activity and application of reference strategy to various  businesses. Definition of scripts of development. Combination of strategic trajectories at particular definitions of scripts. Selection of scripts of development in view of stakeholders influence.

Chapter 7.4   Control of the team conducting changes in the organization.
Definition of strategic management. Cycle of strategic management. Schools of strategy. Representations of various strategy schools. Strategic management in practice (Russian market).

THEME 8.   INTEGRITY OF ACTIVITY OF THE HEAD OF THE ORGANIZATION

Chapter 8.1   Individual professional career: opportunities and means.
Logic of strategic type of business and typical strategic trajectories. Innovation and routine during realization of competitive strategy. Features of strategic programmes and reception at a level of business.

Chapter 8.2   Interaction with environment of the head of the organization.
External and internal strategic programmes. Types of strategic programmes. Updating of strategic programmes during realization. Strategic controlling.

Chapter 8.3   Optimization of joint activity in the administrative team.
Logic of strategic type of business and typical strategic trajectories. Innovation and routine during realization of competitive strategy. Features of strategic programmes and reception at a level of business.

Chapter 8.4   An estimation of efficiency of activity of the organization.
External and internal strategic programmes. Types of strategic programmes. Updating of strategic programmes during realization. Strategic controlling.

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