Bcu-Syllabus-3mba-3.1. Strategic Management

3.1.
STRATEGIC MANAGEMENT AND BUSINESS ETHICS
1. GENERAL INFORMATION
No. of Credits 4
No. of Hours per week 4
2. PERSPECTIVE OF THE COURSE

In today‘s economy, strategy plays an important role in gaining and sustaining a competitive advantage,
which has become harder than ever .The syllabus captures the complexity of the current business
environment and delivers the latest skills and strategic process adopted by companies, which will help
students develop strategic prowess.
3. COURSE OBJECTIVES AND OUTCOME
OBJECTIVES
To enlighten the students with the Concepts and Practical applications of Strategic Management and
‗Business Ethics
OUTCOME
By the end of this course, a student would learn Identifying Strategic alternatives,Applying Ethical
corporate behavior and Governance Mechanism
4. COURSE CONTENT AND STRUCTURE
MODULE 1: STRATEGY AND PROCESS 08 HOURS

Historical perspective of Strategic Management, Conceptual framework for strategic management, the
concept of strategy and strategy formation process-Stakeholders in business - Vision, Mission and
purpose-Business definition, Objectives and goals, The strategic management model, the competitive
Landscape, Global Economy.
MODULE 2: COMPETITIVE ADVANTAGE 08 HOURS
External Environment - QUEST,SWOT (TOWS) PESTEL Analysis, Porters five forces model, the
competitive profile matrix (CPM), Globalisation and industry structure- Resources, Capabilities and
Distinctive competencies, Low cost and differentiation, Generic Building Blocks of Competitive
Advantage, Avoiding failures and sustaining competitive advantage, Value chain analysis. Building
Competitive advantage through Functional-Level Strategy, Internal Factor evaluation matrix.
MODULE 3: FORMULATION OF STRATEGIC ACTIONS 10 HOURS
Corporate Level Strategies – Stability, Expansion, Retrenchment and Combination strategies - Business
level strategy: Cost, Differentiation, and Focus Strategies- Strategy in the Global Environment -
Corporate Strategy - Vertical Integration - Diversification and Strategic Alliances- Building and
Restructuring the corporation- Strategic analysis and choice – Environmental Threat and Opportunity
Profile (ETOP) – Organizational Capability Profile - Strategic Advantage Profile - Corporate Portfolio
Analysis – GAP Analysis - Mc Kinsey's 7s Framework - GE 9 Cell Model – BCG Matrix - Balance
Score Card, Internal Factor Evaluation (IFV) Matrix
MODULE 4: NEW BUSINESS MODELS AND INNOVATIVE STRATEGIES 10 HOURS

Introduction to Business models- Demystifying Strategy Using the Business Model Canvas (BMC):
Business model Disruptions – Product, Customer, Resource ,and Finance driven Disruptions,
Disruptive Revenue models, Managing Technology and Innovation- Blue Ocean Strategy, managing in
an economic crisis, new directions in strategic thinking, Strategic issues for Non Profit organizations,
Small Scale Industries, New Business Models and strategies for Internet Economy.
MODULE 5: IMPLEMENTATION AND EVALUATION OF STRATEGIC ACTIONS
10 HOURS
The implementation process, Resource allocation, designing organizational structure - Designing
Strategic Control Systems -, Matching Structure and Control to Strategy - Implementing Strategic
Change, Techniques of strategic evaluation & control, Balanced Score Card, Leadership implications
for strategy. Importance of Strategic leaders, Strategic leadership and style.
MODULE 6: CORPORATE GOVERNANCE AND BUSINESS ETHICS 10 HOURS

Governance Mechanism and Ethical corporate Behaviour, Ethical Decision making, Ethical Leadership,.
Ethics in Functional areas, Exploring Corporate Governance and the Relationships between Internal
and External Stakeholders, The organization‘s Responsibility and Accountability to its stakeholders -
CSR, Role and Responsibilities of the Board, Integrity and Ethical Behaviour: Disclosure and
Transparency.
5. PEDAGOGY
a) Lectures
b) Templates
c) Practical Exercises – Individual and Group
d) Case Studies
6. TEACHING LEARNING RESOURCES

ESSENTIAL READINGS
1. Azhar Kazmi, Strategic Management & Business Policy, Tata McGraw Hill
2. Charles W.L.Hill& Gareth R.Jones, Strategic Management Theory, An Integrated approach, Cengage
learning.
3. Fred.R.David, Strategic Management and cases, PHI Learning,
4. Hitt,Ireland,Hoskisson,Manikutty, Strategic management ,Cengage
5. Thomas L. Wheelen, J.David Hunger and KrishRangarajan, Strategic Management and Business
policy, Pearson
Education.
REFERENCES
1. AdriauHAberberg and Alison Rieple, Strategic Management Theory & Application, Oxford
University Press.
2. Anthony E Henry: Strategic Management ,oxford publication
3. Gregory Dess and G.T. Lumpkin: Strategic Management Creating Competitive Advantage, TMH,
4. Gupta, Gollakota and Srinivasan, .Business Policy and Strategic Management – Concepts and
Application, Prentice
Hall of India, 2nd edition, 2007
5. Harvard Business Review, Business Policy – part I & II, Harvard Business School.
6. Mason A Carpenter, WM Gerard Sanders and PrashanthSalwan:Strategic Management ,Pearson
7. NitishSen Gupta and JS Chandan :Strategic Management ,Vikas Publication
8. UpendraHachru , Strategic Management concepts & cases , Excel Books

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3.1.

STRATEGIC MANAGEMENT AND BUSINESS ETHICS

2. PERSPECTIVE OF THE COURSE

3. COURSE OBJECTIVES AND OUTCOME

4. COURSE CONTENT AND STRUCTURE

MODULE 1: STRATEGY AND PROCESS 08 HOURS

MODULE 2: COMPETITIVE ADVANTAGE 08 HOURS

MODULE 3: FORMULATION OF STRATEGIC ACTIONS 10 HOURS

MODULE 4: NEW BUSINESS MODELS AND INNOVATIVE STRATEGIES 10 HOURS

MODULE 6: CORPORATE GOVERNANCE AND BUSINESS ETHICS 10 HOURS

6. TEACHING LEARNING RESOURCES

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