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University of Maribor Faculty of Economics and Business

Corporate governance and Management Master’s MBA programme

STUDY GUIDE Accredited by:

Contents Welcome to the FEB Corporate Governance and Management at a Glance Meet the MBA Academics Courses :: Management :: Theories of The Firm :: Modern Microeconomic Analysis :: Research Methods :: Strategic Issues of IS/IT :: Corporate Finance :: Business Ethics and Organization Culture :: International Strategic Marketing Management :: Services Marketing :: Communication, Motivation and Conflict Solving :: Project oriented strategic Management :: Strategic Human Resource Management :: Governance and Strategic Management :: Corporate Governance :: Business Information Solutions :: Quantitative Techniques in Management :: Strategic Supply Chain Management :: Invention and Innovation Management Enrolment and Admission Procedure How we support you How to find us Exploring Slovenia Life in Maribor

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Welcome to the FEB It is a great honour for me to address you as the dean of Faculty of Economics and Business (FEB) at University Maribor which is one of the biggest and oldest faculties for university education in Business Studies and Management in Slovenia. The FEB Maribor is proud of this over fifty-year existence, which reflects the tradition in the Slovenian academic area and respected maturity in the international one. During these years, more than 29.500 students graduated at FEB Maribor, hence acquiring different professional and scientific titles. All this places FEB Maribor among the most respectable university education institutions in Slovenia. FEB Maribor acknowledges research excellence and interconnectedness of research and pedagogical work of our academic staff. We are an institution which continue to give priority to a training based on the intellectual rigour, the solid knowledge and the ongoing research of our academic staff. FEB Maribor has academic staff whose achievements in international research publishing guarantee internationally comparable quality. Join our new Master programme and explore FEB Maribor resources. prof. dr. Samo Bobek | Dean of FEB Maribor


Corporate Governance and Management at a Glance Despite their in-depth distinct professional knowledge, a lot of successful professionals with bachelor’s degrees in different disciplines who have started their management careers or who wish to become managers often lack management knowledge which will enable them to manage people and organizations. Due to an increasing demand for such education, FEB has decided to offer a Master’s programme Corporate Governance and Management, which is specially designed for high-achieving professionals who have earned their bachelor’s degrees in social, technical, natural and all other sciences and who wish to take the next major step in their careers. FEB Master’s programme Corporate Governance and Management is offered as a two-year MBA programme and is open to young professionals who have already earned their undergraduate degrees. It is unique because it covers two key fields for a successful career in management, i.e. corporate governance and management of organizations. As a two-year full-time MBA programme, Corporate Governance and Management programme is a major undertaking. However, the benefits of graduating from it are significant. Within the programme, the participants build on the skills and knowledge they have already acquired in their prior studies and professional life. The programme covers corporate governance and management in depth by combining theoretical knowledge in both fields with practice-oriented applications. It examines the most up-to-date concepts in all major business areas at the advanced level, i.e. strategic management, business law, marketing, finance, information management and others. The participants develop both academic excellence and practical hands-on skills they will need to succeed in their careers. The two-year Master’s programme Corporate Governance and Management offers participants, whichever undergraduate (bachelor’s) degree they hold, to reach new professional heights.


Meet the MBA Academics dr. Jani Bekő| professor Research and teaching Areas: Economic theory and policy dr. Samo Bobek | professor Research and teaching Areas: Business Information Systems dr. Borut Bratina | assoc. prof. Research and teaching Areas: Business Law dr. Vesna Čančer | assoc. prof. Research and teaching Areas: Quantitative Economic Analys. dr. Mojca Duh | assoc. prof. Research and teaching Areas: Organization Policy and Strategic Management dr. Timotej Jagrič | assoc. prof. Research and teaching Areas: Finance and Banking, Economic Theory and Policy, Quantitative Economic Analysis dr. Milan Jurše| assoc. prof. Research and teaching Areas: International Marketing dr. Klavdij Logožar | assoc. prof. Research and teaching Areas: International Trade and Business Logistics dr. Andreja Lutar-Skerbinjek | assist. prof. Research and teaching Areas: Accounting and Auditing dr. Damijan Mumel | professor Research and teaching Areas: Marketing

dr. Žan Jan Oplotnik | professor Research and teaching Areas: Financial Management dr. Aleksandra Pisnik | assist. prof. Research and teaching Areas: Marketing dr. Vojko Potočan | professor Research and teaching Areas: Management, Business Organization dr. Miroslav Rebernik | professor Research and teaching Areas: Business Systems Economics and Entrepreneurship dr. Polona Tominc | professor Research and teaching Areas: Quantitative Economic Analyses dr. Sonja Treven | professor Research and teaching Areas: Personnel Management

dr. Duško Uršič | professor Research and teaching Areas: Management dr. Igor Vrečko| assist. prof. Research and teaching Areas: Project management dr. Zdenka Ženko | assoc. prof. Research and teaching Areas: Innovation management


Courses 1st Year



1st Semester (Winter) Management

dr. Duško Uršič; dr. Mojca Duh


Theories of The Firm

dr. Miroslav Rebernik


Modern Microeconomic Analysis

dr. Timotej Jagrič; dr. Jani Bekő


Research Methods

dr. Polona Tominc; dr. Damijan Mumel


Strategic Issues of IS/IT

dr. Samo Bobek


Corporate Finance

dr. Žan Jan Oplotnik


2nd Semester (Summer) Business Ethics and Organization Culture

dr. Vojko Potočan


International Strategic Marketing Management

dr. Milan Jurše


Services Marketing

dr. Aleksandra Pisnik


Communication, Motivation and Conflict Solving

dr. Damijan Mumel


Project Oriented Strategic Management

dr. Igor Vrečko


Strategic Human Resource Management

dr. Sonja Treven


2nd Year



3rd Semester (Winter) Governance and Strategic Management

dr. Mojca Duh


Corporate Governance

dr. Borut Bratina


Business Informtion Solutions

dr. Samo Bobek


Quantitative Techniques in Management

dr. Polona Tominc; dr. Vesna Čančer


Strategic Supply Chain Management

dr. Klavdij Logožar


Invention and Innovation Management

dr. Zdenka Ženko


4th Semester (Summer) Master’s Thesis


* ECTS makes teaching and learning in higher education more transparent across Europe and facilitates the recognition of all studies. The system allows for the transfer of learning experiences between different institutions, greater student mobility and more flexible outers to gain degrees. It also aids curriculum design and quality assurance.


Management The course enables students to understand the management as an integrating activity within organizations. It helps students to understand the role of managers and management as a process incorporating socially responsible and ethical functioning of a company. It activates students’ potentials in creativity to be able to define the core of the management problems in business and to be able to create solutions from the modern management viewpoints.


dr. Mojca Duh

dr. Duško Uršič

Content − Modern management development trends − How to define management problems − How to define management solutions − Management and ICT − The nature and context of organizations − Management as integrating activity and the role of manager − Corporate responsibility, ethics, culture and change

Assessments I.Part (dr. Ursic): oral exam and conversation about student’s final paper work 50% II.Part (dr. Duh): written exam 50%

Textbooks I.Part (dr. Uršič): Carpenter, M., Bauer, B., Erdogan, B. (2009): Principles of Managemen. Flatworld Knowledge II.Part (dr. Duh): Selected topics from Mullins, L. J. (2010): Management & Organizational Behaviour. 9th Edition. Prentice Hall, Pearson.


Theories of the Firm Lecturer:

dr. Miroslav Rebernik


Modern enterprises are operating in rapidly changing environment. In the circumstances of bounded rationality, the owners, entrepreneurs and managers have to be able to make decisions on the basis of asymmetrical and imperfect information. Course emphasizes the importance of economic issues in the study of governance and management of organizations. It explains in a non-technical way different economic concepts and modern theories of the firm such as agency theory, resource-based view of the firm, evolutionary approaches and economics of strategy and enables students to understand fundamental concepts on which the performance of modern enterprise is based.

− Markets and organizations − Information − Behavioral theory − Transaction cost economics − Resource-based view of the firm and economic contributions to strategic management − Evolutionary approaches to organizations − Mergers, acquisitions and hybrid forms of organizing economic activity

Assessments Team seminar work Written exam

Textbooks Douma, S., Schreuder, H. (2013): Economic Approaches to Organisations. 5th Edition, Pearson. Specific articles delivered in classroom.


Modern Microeconomic Analysis The course provides knowledge in the field of theoretical and applied microeconomic analysis. Students gain thorough insight into the functioning of market mechanisms by studying markets with imperfect competition and through analysis of pricing by firms with market power. Topics covered by the course are indispensable for business decision making as well as for the formation and understanding of competition policy.


dr. Timotej Jagrič

dr. Jani Bekő

Content − Market Mechanism and Prices − Consumer Behavior and Demand Analysis − Production Function and Cost Analysis − Supply Decision and Competitive Markets − Market Structure I.: Monopoly and Monophony − Pricing with Market Power − Market Structure II.: Monopolistic Competition and Oligopoly

Assessments Written examination (100 %)

Textbooks Pindyck S. Robert, Rubinfeld L. Daniel. 2013. Microeconomics. 8/E, London: Pearson.


Research Methods Lecturers:

dr. Polona Tominc

The purpose of research is to discover answers to questions through the application of scientific procedures. Therefore, the sound knowledge of research methodology is essential for undertaking a valid study. The knowledge of research methodology provides students with necessary competences to carry out the research process as well as the capability to use selected tools and be confident in dealing with statistical analysis.

dr. Damijan Mumel

Content − Presentation of the course, Presentation of the working practices and obligations of the course − Writing a research report − Research: a way of thinking Ethics in the research − Reviewing the literature process − Formulating a research problem − The Validity and Reliability − Identifying variables of a Research Instrument − Constructing hypotheses − Sampling − The research design − Processing data − The study design − Summarizing and Describing Numerical Data − Selecting a method for data collection − Parametric Tests for − Collecting data using attitudinal scales Differences in Two Means − Writing a research proposal − Analysis of variance Assessments − Simple and Multiple Regression Written examination (100 %)

Textbooks Kumar Ranjit. 2005. Research Methodology. A step-by-step guide for beginners. SAGE, London. Levine; D. M., Berenson, M. L. in Stephan David. 1999. Statistics for Managers Using Microsoft Excel. Upper Saddle River, New Jersey: Prentice Hall, Inc.


Strategic Issues of IS/IT The course is focused in different issues of IT/IS enabled transformation of organizations. First part of the course is dedicated to theoretical foundations of IT/IS strategic management including paradigms/frameworks/models of strategic information management. Second part deals with t IT/IS strategies explaining issues related to business solution portfolio, information infrastructure and information resources. Industries case studies will be discussed.


dr. Samo Bobek

Content − Strategic information management paradigms − IT/IS strategies frameworks − Strategic issues if IT/IS transformation of business − Strategic information systems and business value of information systems − Business solutions architecture strategic issues − Information infrastructure strategic issues − Information resources strategic issues

Assessments Written exam 50%, Homework 50%

Textbooks Clarke S.: Information Systems Strategic Management – and integrated approach, Routledge 2007


Corporate Finance Lecturer:

dr. Žan Jan Oplotnik


The purpose of this course is to acquaint students with the most important concepts in the field of corporate finance and financial management. The obtained knowledge is important to take on the most demanding tasks in finance and work as CFO of the company, but obtained knowledge is also useful to all CEO and management since understanding of finance, financial processes and financial environment is directly related to more or less all corporate processes and decisions made in every company or institution.

− − − −

Introduction in Corporate finance and financial management Risk and Return, Time Value of Money and Cost of Capital Financial Statement Analysis, Cash Flow, Bond, Equity and Firm Valuation Investment in long term assets, Capital Budgeting, Project Valuation, NPV, IRR and other Investment Rules − Long-term Financing, Financing decisions and Capital Structure, Equity vs. Debt and Dividend Policy − Short-term Finance, Financial Planning and Working Capital Management − Special Topics in CF (M&A, Risk management, Financial Distress, Derivatives and International Finance)

Assessments Written examination – 60% Case study - 40%

Textbooks Hillier, David (2013); Corporate Finance, 2nd European Edition, McGraw-Hill Higher Education Damodaran, Aswath (2012-on line); Corporate finance: Theory and practice, free access; Berk, J., DeMarzo, P. (2011); Corporate Finance, Global Edition, Pearson Education Ltd.


Business Ethics and Organization Culture The course introduces the subjects of Organization culture and Business Ethics and their application to business and others organizational systems. Basic goals of course are: discussion about importance of culture and ethics in business, presentation of different theoretical and practical approaches for study of ethics and organization culture, presentation of influence of organization culture and ethics on business, and presentation of different values for appropriate behavior and working at all subjects of organization. They provide an application of culture and ethics principles to analysis of different areas, levels, and phases of business in different - e.g., sorts, types, and kinds organizational systems in order to give the students the knowledge and skills to understand the further study the organization, management, ethics and organization culture. The purpose of the course is to enable students to understand how organization culture and business ethics interrelate within the whole organizational system.



dr. Vojko Potočan − Organizational Culture − Theoretical basis for consideration of organization culture − The role and importance of organization culture in business − Organizational culture and management − Business Ethics − Theoretical basis for consideration of business ethics − The role and importance of business ethics in business − Ethical dilemmas of business − Consideration of ethical cases from business practice


Individual course papers – 60 % of exam Written exam – 40 % of exam


Selected Chapters from Quick, J., Nelson, D. (2006): Principles of Organizational Behavior: Realities and Challenges. South-Western, Andover Selected Chapters from Mullins, L., (2010): Management & Organisational Behaviour. Prentice Hall, Harlow.


International Strategic Marketing Management Lecturer:

dr. Milan JurĹĄe

In face of increasing globalization of markets and competition firms’ business activities have become more complex and risky, therefore a key purpose of the course is to develop student basic understanding of influences of market globalization on business strategy and firm internationalization process. They will develop competence for managing international marketing activities by applying modern strategic marketing management approaches and tools for supporting strategic decisions on international business strategy development and its implementation. Students will develop the understanding of how the forces of market convergence and market differentiation respectively shape the international marketing strategy adaptation in marketing activities implementation in different national business and cultural contexts and how firms should properly respond to dynamic external challenges.

Assessments Individual/group seminar research paper (50%) Written (or oral) examination (50%)

Textbooks Hollensen, Svend (2011). Global Marketing: A Decision Oriented Approach. 5th ed. London: Prentice Hall Douglas, Susan P., and Craig, Samuel (2011), 'Convergence and Divergence: Developing a Semiglobal Marketing Strategy' Journal of International Marketing. Vol. 19, No. 1, str. 82-101.

15 Content − Global marketing - globalization of markets and firm internationalision process. Discussion reading: Global marketing strategy: Coca Cola and Danone: Think global-act local. Gurcharan, Das, (1993), Local Memoirs of Global Manager, Harvard Business Review, Vol. 71, No 2, March_April, pp. 38-45. − International market selection and marketing opportunity assessment in international context. Discussion reading: Susan P. Douglas and C. Samuel Craig, (2011), The role of context in assessing international marketing opportunities, International Marketing Review, Vol. 28, No.2, pp. 150-162. Case study: Dannish Klassic: exporting cream cheese to Saudi Arabia − Foreign market entry strategies – from exporting to local production capability development. Discussion reading: Ghemawat, Pankaj (2007). 'Managing differences: The central challenge of global strategy. Harvard Business Review, Vol. 85, March 2007, pages 59-68. Case study: IKEA – expanding through franchising to South America. − Designing marketing programme for international markets I.: Product and Pricing. Reading: Jeffrey R. Immelt, Vijay Govindarajan, and Chris Trimble,(2009), How GE Is Disrupting Itself, Harvard Business Review, Vol. 89, No. 10, pp. Vol. 87 Issue 10, p56-65. Case study: One-Café: A born-global penetrates the coffee industry. − Designing marketing programme for international markets II.: distribution and promotion. Case study: Internationalisation of the Spanish fashion brand Zara. − International strategic marketing management process. Case study: Joint venture between Danone and Wahaha. − Changing nature of global business context and firm competitiveness. Seminar: Globalization of markets and competition – challenges for market players around the world.


Services Marketing Lecturer:

dr. Aleksandra Pisnik

Today's developed societies are essentially serviceoriented, and this course examines the basic principles of modern exchange relationships at business to business (B2B) as well as at business to consumer (B2C) markets. Contemporary trends will be applied especially to corporate governance but at the same time not neglected cases from other major services industries. Lectures will be combined with a number of lectures from business practice experts, examples of successful case studies, as well as independent and team work of students.

Content − Services status in the society − Definition and characteristics of services components − Services marketing mix − The role of contact personnel in services − Service environment and physical evidence − New technologies and services − Perceived service value with its antecedents (service quality) and consequences (satisfaction, loyalty)

Assessments Seminar paper – 50% Active work in class – 10% Written exam – 40%

Textbooks Lovelock, C.H.&Wirtz,J. 2011. Services Marketing: people, technology, strategy. 7th Edition. New Jersey: Prentice Hall – selected chapters.


Communication, Motivation and Conflict Solving This course is designed to train the students for efficient, critical and ethical communication, motivation and conflict solving in business environment. Students gain knowledge and Competence in class, through preparation of material presented later in the seminar and through individual study.


dr. Damijan Mumel

Assessments Students prepare either (a) a seminar work and personally present it in seminar or (b) a video clip on the topic from the course content and present the video clip. Students have written exam. Coursework / video = 40% of the final assessment, written exam = 60% of the final score.

Textbooks DuBrin Andrew. 2011. Human Relations for Career and personal Success. Prentice Hall International Chapter 3: Self-Motivation and Goal Setting Chapter 12: Motivating Others and Developing Teamwork Chapter 7: Personal Communication Effectiveness Chapter 8: Communication in the Workplace Chapter 10: ManagingConflict


Content − Introduction to the subject: − Presentation of the course, − Presentation of the working practices and obligations of the course − The relationship between communication, motivation and conflict in the workplace. − Communication (applied aspects): − Communication within organizations (internal communication)internal communication and implementation of tasks within the organization − internal communication and employee well-being − Non-verbal communication in the business environment − Business communication between different cultures − A video on the preparation of PPT presentation − Motivation: − Motivational factors in the work environment − Theories of motivation in the workplace motivation − Conflicts: − Conflicts in the business environment − The causes of conflict − Consequences of Conflict − Approaches to conflict resolution in the workplace − Presentation of seminar work or videos. − Presentation of seminar work or videos. − Presentation of seminar work or videos and final analysis of the subject..


Project oriented strategic Management Lecturer:

The course addresses the strategic role of project management in companies and other organizations. Project management is one of the key competencies with which companies provide the successful operation and strategic dr. Igor Vrečko development, as it is no longer just a tool for tactical and operational management level aimed for effective implementation of the projects, but the concept of the whole company. It allows the creation of an optimal portfolio of projects and require management of multiple projects business, thus more effective development planning and implementation of global, business and other strategies.

Content − − − − −

Present problems in forming strategic inputs for projects. Project management of strategic crises. Strategy start-up with projects and programs of projects. Project oriented strategic management. Strategic project plans – time plans, financial plans, plans for assuring resources, etc. − Organizational solutions of project oriented strategic management − Project oriented strategic management in project oriented organizations, in nonprofit sector and for carrying out national development.

Assessments Active participation on lectures and workshops (20%) + project (20%) + examination (60%).

Textbooks Hauc, Anton: Projektni management, Ljubljana, GV Založba, 2007. HAUC, Anton, B. Semolič, J. Kovač: Projektno organiziran strateški management, EPF-IPM Maribor, 1993 J. Kent Crawford: Project Management Maturity Model, Taylor & Francis Group, Boca Raton, 2007.


Strategic Human Resource Management Lecturer:

dr. Sonja Treven

The basic aim is to acquaint students with strategic approach to human resource management which is based on the integration of HR function with the strategic aims of the firm as well as in the international firms on functions of human resources management. The important field for discussion is also stress management and ensuring of well-being in the work place.

Content − The impact of environment on strategic human resource management (HRM) − The nature and dimensions of strategic HRM − The role of personnel in the process of strategic management − The integrative model of HR strategy − International and comparative strategic HRM − Stress management as one of strategic HRM dimensions − Well-being management based on achieving requisite personal holism

Assessments - written exam 50 % - seminar work 50 %

Textbooks Gary Dessler: Human Resorce Management, Pearson, 2011 (specific chapters) Jerald Greenberg: Behavior in organizations Pearson, 2010 (specific chapters)


Governance and Strategic Management The course enables students to understand benefits of corporate governance and strategic management. It deals with the basic components of strategic management process and the concept of strategy, and how to apply these in the practice. The course also helps students to understand corporate governance and its improvements through the world.


dr. Mojca Duh

Content − − − − − − −

Basic concept and benefits of strategic management Corporate governance, social responsibility and ethics Environmental scanning and industry analysis Internal scanning Strategy formulation and business strategy Corporate and functional strategies Strategy implementation and control

Assessments Small projects and case work 50%, written exam 50%

Textbooks Selected topics from Wheelen, T. L., Hunger, J. D. (2012): Strategic Management and Business Policy. Toward Global Sustainability. 13th Edition., International Edition, Pearson.


Corporate Governance Lecturer:

dr. Borut Bratina


OECD defines means of Corporate Governance as relations between managers, supervisory board or board of directors, shareholders and other stakeholders. For successful and efficient understanding of a company´s activity it is necessary to have a depth interdisciplinary knowledge of the organ structure in capital companies, their competences, duties and responsibilities and their relationship towards shareholders and other stakeholders (especially workers and creditor (banks).

− The term and meaning of good corporate governance; best and worst practice − International legal sources (OECD Principles of Corporate Governance), legal Acts (Slovenian Companies Act-ZGD) and autonomous sources ( Corporate Governance Code) − Governance structure of the stock company (one- and two tier governance/management system) and limited liability company − Legal Relationships between the company and its shareholders; shareholders´ rights and duties − Stakeholders´ role in the corporate governance system − Influence of workers' participation in decision- making on the operation of the company´s organs − Damage and criminal responsibility of managers

Assessments Writing of a seminar paper 50% Defense of the seminar paper and an oral exam 50%

Textbooks Marc Georgen, International Corporate Governance, jan 2012, ISBN13: 9780273751250 OECD Principles of Corporate Governance 2004 OECD Guidelines on Corporate Governance of State-Owned Enterprises 2005 B.Bratina, D.Jovanovič, P.Podgorelec, A.Primec; Osnove gospodarskega pogodbenega in statusnega prava, De Vesta, Maribor 2010 M.Kocbek, Š.Ivanjko, B.Bratina, P.Podgorelec; Nadzorni sveti in upravni odbori, GV Založba Ljubljana, 2010


Business Information Solutions Lecturer:

The course has two main sets of objectives – to present business information solutions and teach students how to select and implement business information solution. The course is focused in the information systems business value, in the paradigm on strategic information systems, in dr. Samo Bobek the business process redesign, in the paradigm of business information solutions and in the methodologies of solution implementation.

Content − Introduction to course. Theories and models of strategic value of information systems (strategic information system) − Business process redesign and methods of business process redesign − Business information solutions − Business information solutions selection process − Business information solutions implementation process − Support and activities after implementation − Development trends in the field of business information solutions

Assessments 50 % Written exam 50 % Homework

Textbooks Bradford M.: Modern ERP – Select, Implement & Use Today's Advanced Business Systems. Raleigh, NC: College of Management, North Carolina State University, 2008 Notes of lectures


Quantitative Techniques in Management Lecturers:

Dr. Polona Tominc

Dr. Vesna Čančer

The course aims to obtain the practical working knowledge by case studies in management, with computer programs that support the selected quantitative techniques of decision theory, multicriteria decision-making, statistics and project optimization. It gives students the knowledge of formulating business problems that can be solved by quantitative techniques, how to choose and use appropriate statistical tests for hypothesis testing, to interpret the obtained results and to prepare the research report.

Content − Basics and study cases of decision theory in management − Selected techniques of multi-criteria decision-making with study cases in management − Statistics in Management: organizing and visualizing data, descriptive statistics, Basic probability and probability distributions. − Sampling and sampling distributions, Confidence intervals, Fundamentals of Hypothesis testing – selected tests. − Regression analysis. − Statistical Applications in Quality Management. − Project optimization

Assessments Active participation in class discussion: 20 % Project work: 80 %

Textbooks Selected chapter from: Levine, D.M., Stephan, D.F., Krehbiel, T.C., Berenson, M.L.: Statistics for Managers, 6/E, Pearson Higher Education, 2011. Selected chapters from: Render, B., Stair, R., Hanna, M.: Quantitative Analysis for Management, 11/E, Pearson Higher Education, 2011.


Strategic Supply Chain Management Lecturer:

Main attention is devoted to coordination and efficient management of resources (people, materials, technologies and systems) which are needed in production and trade of goods (services). Strategic supply chain management includes understanding and development of processes, dr. Klavdij Logožar tactical and strategic planning logistics processes, assessment of business results and implementation of corrective measures for business results improvement.

Content − Introduction − Structure and organization of supply chain − Key concepts of strategic supply chain management − Requirements process and strategic sourcing − Strategic cost management −Supplier relationship management −Management of logistics services

Assessments Written exam Seminar paper

Textbooks Jonsson, Patrik. 2008. Logistics and Supply Chain Management. London: McGraw-Hill.


Invention and Innovation Management Lecturer:

dr. Zdenka Ženko


Innovation management adds to the knowledge and values of aspiring students the capability of success. Understanding and using knowledge to use analytical methods concerning inventions and innovations, a developed feeling for cultural differences, team work competence and systems thinking. Intellectual property as asset requires valuation and management. Students themselves become more creative, holistic, socially responsible and innovative.

− Introduction to innovation management, innovating measurement of success. − Innovative behavior with dialectical system theory. − Importance of innovation, strategic management. − Sources of innovation and types of innovation. − Management of creative environment, creativity and creative processes. − Diffusion of novelties and implementation of innovations. − Management and valuation of intellectual property.

Assessments With active work in classes students can earn 20%, with team work seminar paper 40%, and with (individually) written exam 40% of the grade.


Schilling, Melissa A. Strategic Management of Technological Innovation, McGraw-Hill, New York, 2005. Ženko, Zdenka, Mulej, Matjaž. Innovating measurement of economic success for more accurate information = Inoviranje merjenja ekonomskega uspeha za bolj ustrezne informacije. Naše gospod., 2011, letn. 57, št. 5/6, str. 11-19 Rogers, E. M. (2003): Diffusion of Innovation, 5th ed. New York. Free Press Ženko, Zdenka, Mulej, Matjaž. Diffusion of innovative behaviour with social responsibility. Kybernetes, 2011, vol. 40, no. 9/10, str. 1258-1272


ENROLMENT AND ADMISSION PROCEDURE Entry requirements The enrollment into the undergraduate study program is open to candidates who finished:  undergraduate (bachelor’s) degree from University or College with accreditation of the governant of the country of origin;  Fluent English.




•Required documents for Bachelor degree recognition by University of Maribor has to be submitted in July •Application for enrolment to postgraduate studies has to be submitted in August •Enrolment into undergraduate study is expected to take place in September Exact dates are specified in the Call for enrolment.

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LIFE IN MARIBOR Maribor, whose origins as a town can be traced back to the 13th century, is today the second largest city (95.171 inhabitants in January 2011) of Slovenia and represents the centre of Slovenian Styria (Štajerska) region. Special events, such as the traditional Golden Fox Trophy, a Women’s Ski World Cup competition, as well as the international multicultural Festival Lent and events around the Old Vine provide a particularly animated atmosphere. Maribor is also known for its excellent wines, as many vineyards surround the city.

Moreover, with its University, Maribor is also a city with a distinguished intellectual potential. The fact that the town has chosen to call itself “the University city” denotes its awareness of the importance of education and research in its development.



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Corporate Governance and Management - Study Guide