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STRATEGIC MANAGEMENT Course Outline

The course covers strategic management concepts and frameworks for analyzing internal/external business environments to formulate organizational strategies, and includes methods for implementing and evaluating strategies through case study analysis and presentations. Students will develop skills in strategic analysis, decision-making, and bridging theory with practice from an Islamic and local context. The course content is delivered over 16 weeks through lectures, assignments, and a major case study analysis project.

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Amanullah Parhyar
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300 views5 pages

STRATEGIC MANAGEMENT Course Outline

The course covers strategic management concepts and frameworks for analyzing internal/external business environments to formulate organizational strategies, and includes methods for implementing and evaluating strategies through case study analysis and presentations. Students will develop skills in strategic analysis, decision-making, and bridging theory with practice from an Islamic and local context. The course content is delivered over 16 weeks through lectures, assignments, and a major case study analysis project.

Uploaded by

Amanullah Parhyar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Course Outline

Course: Strategic Management Class: BBA (2018)

Instructor: Mr. Amanullah Parhyar


E.mail: [email protected]

COURSE DESCRIPTION
The course is meticulously designed to enable students to make structural and
performance analysis of competitive forces and to position a firm to gain strategic
advantages in various business and organizational context.

Through assignment of a wide variety of business-cases-study, the course attempts


to develop knowledge-integrated analytical understanding of practical issues
associated with the formulation, selection and implementation of business strategy
choices.

The course also helps the students to understand the relevance of Western
strategic management theories and practices to the local settings. In addition,
the course discusses the Islamic perspective of formulating, implementing, and
managing organizational strategies.

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LEARNING OUTCOMES

By the end of this course it is expected that the student should be able to
1. Develop a framework of analysis to enable them to identify central issues and
problem in complex, comprehensive case; to suggest alternative course of
action; and present well supported recommendations for future action
2. Develop conceptual skills so that students are able to integrate
previously learned aspects of corporations.
3. Understand the relevance of the strategic management theories and
practices, underscored by Western academicians and practitioners,
in local settings.
4. Understand the Islamic perspective of formulating, implementing, and
managing strategic decisions.
5. Develop skills to analyze and evaluate, both qualitatively and quantitatively,
the performance of people responsible for strategic decisions.
6. Bridge the gap between theory and practice and developing an
understanding of when and how to apply the concepts and techniques
learned in earlier courses in marketing, accounting; finance,
management, production and information systems
7. Develop a better understanding of the present and future environment
in which corporations must function.
8. Develop analytical and decision making skills for dealing with complex
conceptual problems in an ethical manner

COURSE CONTENT (SEMESTER 3)


AN OVERVIEW
 Strategic management: Definition and process
 Key terms in Strategic Management
Week 01, 02
 The nature of strategic decisions.
 The strategy managers: the role and tasks.
 Strategic planning and its benefits and pitfalls
STRATEGY FORMULATION: Vision and Mission
 The business vision & mission
 Importance of vision and mission
Week 03, 04
 Components of mission statement
 Writing and evaluating mission statement.

STRATEGY FORMULATION: EXTERNAL &


INTERNAL ASSESSMENT
 Operating environment scanning
 Structural analysis of competitive forces
 The structure and performance of the industry as a whole.

Week 05 The structure and performance of individual competitors.
 Company situation analysis.
 Financial diagnosis

Other functional areas diagnosis
Existing strategies audit

 SWOT analysis

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STRATEGIES IN ACTION
 Long-term Objectives
 Types of Strategies
 Integration Strategies
 Intensive Strategies
 Diversification Strategies
Week 06  Defensive Strategies
 Michael Porter‟s Generic Strategies
 Means for achieving Strategies
 Strategic Management in non-profit and Government
Organization
 Strategic Management in small firms

STRATEGY FORMULATION: ORGANIZATION AL PROCESS


 The strategy-making hierarchy
 Corporate strategy

Line of business strategies
 Functional strategies
Week 07
 Operating strategies
 The factors shaping strategy
 Strategy and ethics
 The basic strategy-making approaches.

STRATEGY ANALYSIS AND CHOICE


 A comprehensive strategy formulation framework
 The input stage
 The matching stage
 SWOT Matrix
 Space Matrix
 BCG Matrix
 IE Matrix

The Grand Strategy Matrix
Week 08  The decision
 QSPM Matrix
 Strategy choice criteria
 Consistency tests
 Clarity of goals
 Appropriate timing
 Flexibility
 Management commitment
 The politics of strategy choice

STRATEGY IMPLEMENTATION
 Analyzing strategy-change
Week 09
 Analyzing organizational structure
 Analyzing organizing culture

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 Developing an effective reward structure
 Exerting strategic leadership
 Selecting an implementation approach
 Implementing strategy and evaluating the results
 Annual objectives and policies
 Resource allocation
 Managing conflicts

STRATEGIES EVALUATION
 Evaluation Framework
 Characteristics of an effective evaluation system
Week 10  Contingency planning
 Auditing
 21st century challenges in Strategic Management

STRATEGIC CONTROL
 The strategic control process
 The management information system (MIS) and strategic
Week 11
control
 Top management & strategic control

A CASE ANALYSIS FRAMEWORK


 Diagnosis and record of the current situation
 Identification and record of the strategic issues and key
problems
 Formulation and evaluation of alternative course of actions
Week 12  Selection of an action plan and set of recommendation
 How to avoid pitfalls in case analysis
 Communication of case analysis

The written report

The oral presentation and discussion
A CASE STUDY ASSIGNMENT

The students are required to study 10 cases during the
course work. A case-study is assigned to a group of 2 to 3
Week 13, 14
students. Aside from the submission of the written analysis,
the students have to make the oral presentation in the class.

Week 15 Project Presentations


Course Wrap Up and Recap
Week 16

RECOMMENDED BOOKS
1. Certo & Peter; Strategic Management: Concepts & Applications,
Random House Business Division.
2. Johnson Schol, Exploring Corporate Strategy, Prentice Hall
3. Fried. R. David, Strategic Management, Prentice Hall.

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REFERENCE BOOKS
1. Williamson & Cooke; Strategic Business Analysis; Butterworth Heinman.
2. Campbell, Stenhouse & Housten; Business Strategy: An
Introduction, Butterworth Heinman.
3. Saeed Amjad Khawaja; Managerial Policy; Institute of
Management Sciences.
4. Thomous, Strickand, Strategic Management, BPI. IRWIN
5. Hitt, Ireland, and Hoskisson: Strategic Management; McGraw Hill.

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