LUNAR INTERNATIONAL COLLEGE DEPARTMENT OF MANAGEMENT COURSE OUTLINE Course Title: Advanced Strategie Management Course Code: MBA 712 ‘Credit Hours: 2 Prerequisite: MBA 613 & MBA 614 Course Classification: Core Major Area of Specialization __ Master of Business Administration (MBA) _ Course Description The aim of this course is to acquaint students with theoretical and practical concepts of strat management in organizational setting. The emphasis will be on the application of strategic management concepts in creating a sustainable competitive advantage. Thus, it will acquaint students with the strategic management processes such as the formulation of vision & mission; analysis of the internal & external environments, strategy formulation, implementation, control aud evaluation. To achieve these objectives, the course as beeu designed in such a way that it integrates the works of various management and strategic management authors, practitioners and researchers as they ate applied to both business and public organizations. Moreover, students would also be given assignments in the form of “Group Assigament/Case Analysis” which enables students to diagnose key problems and strategie issues of firms. Course Objectives After completing the course, students will be able to: + Define what strategy and strategic management do mean; + Develop organizational vision, missions, goals and objectives; + Identify the effects that the extemal & internal environmental factors have on business strategy by performing SWOT” situation analyses; + Identify and formulate strategies to achieve an organization's vision, missions and objectives as well as perform a portfolio analysis; + Implement the different types of business and corporate-level strategies as well as control and evaluate chosen strategies; + Apply the concepts of strategic management in organizational setting by preparing a strategic plan document.‘Course Contents Chapter 1: Overview of Strategic Management LA Strategy and Strategie Management 1.1.1 The Definitions of Strategy and Strategic Management 1.1.2 The Strategic Management Process / Model 1.13 The Scope and Nature of Strategic Management 1.1.4 The Benefits of Strategic Management 1.1.5 Pitfalls of Strategic Management 1.1.6 Levels of Strategy: Corporate, Business and Functional 1.1.7 The Two Main Approaches of Strategic Management (Schools of Thought) 1.1.8 Performing Case Analysis in Stategic Management (Jndividual Reading Refer David, 2011: 346/371) Chapter 2: Formulation of Organizational Vision and Mission 2.1 Fornmilating Organizational Vision and Mission 2.2. Examples of Vision and Mission 2.3 Chatacteristics of a Mission Statement 2.4 Formulating Organizational Goals, Objectives and Targets Chapter 3: Environment Analysis 34. The Internal Environment 3.1.1 Resources and Capabilities 3.1.2. The Notion of Core Competency and Building Core Competencies 3.13 Value Chain Analysis and Value Creation 3.1.4 Partial SWOT Analysis (Strengths & Weaknesses) 3.2: The External Environment 3.2.1 The General Environment Analysis (PEST) 3.2.2 Paitial SWOT Analysis (Oppornmities & Threats) 3.2.3. Industry Environment Analysis 3.2.4 Strategic Group Analysis 3.2.5 Partial SWOT Analysis (Opportunities & Threats)Chapter 4: Strategy Formulation (Choice of Strategy) 4.1 Funetional-Level Strategy (Individual Reading) 4.2, Business-Level Strategy (Generic Strategy) 4.2.1 Notion of Business-Level Strategy 4.2.2. Types of Business-Level Strategy 4.3. Corporate-Level Strategy 43.1 Growth Strategy 43.1.1 Integration Strategy 43.1.2 Intensive Strategy 43.13 Diversification Strategy 43.14 Means of Integration and Diversification (Individual Reading) 432 Stability, Defensive and Offensive Strategies 4.4 Portfolio Analysis 44.1 The Notion of Portfolio Analysis and Matrix 4.4.2 Uses of Portfolio Matrices 4.4.3 The Boston Consulting Group Matrix (BCG-Matix) 443.1 Strategic Implications of the BCG-Matrix 443.2 Limitations of the BCG-Marrix 444 The GE Nine-cell Planning Grid (GE-Matrix/Screen) 444.1 Strategic Implications of the GE-Matrix 44.2 Differences bin the BCG-matrix amd GE-Matrix Chapter 5: Strategy Implementation, Control and Evaluation 5S. Strategy Implementation 5.1.1 ‘The Nature of Strategy Implementation 5.12 The Main Components of Strategy Implementation (Resources, Structure, Culture, etc.) 5.13 The 7-S Framework (Jidividual Reading) 5.2. Strategy Control and Evaluation 5.2.1 The Purposes of Strategy Control and Evaluation 5.2.2. The Steps Involved in Control and Evaluation 5.23. The Main Components of Control System 5.2.4 Strategic Control vs. Financial Control 5.2.5 Types of Strategy and Organizational Control5.2.6 Process Evaluation vs. Outcome Evaluation 5.2.7 Rumelt’s 4 Criteria of Strategy Evaluation 5.2.8 A Strategy-Evaluation Framework 5.2.9 The Balanced Scorecard (Individual Reading) ‘Teaching/Learning Methods Lecture Group discussion Case analysis Assessment Methods Evaluation Criteria ‘Weight (%) Individual Assignments Article review 20 Group Assignment on Strategic Plan Document Preparation 20 Tndividual Presentation of Group Assignment 10 Final Exam 50 Total 100% Reading Lists Major Readings David, Fred R. and Forest, R. David (2015). Strategic Management: Concepts and Cases, A Competitive Advantage Approach, 15" ed., Pearson, New York; David, Fred R. (2011). Strategic Management: Concepts and Cases, 13" ed., Pearson, New Jersey, Additional Readings Bryson, John M. (2011). Strategic Planning for Public and Non-profit Organizat 4th ed., Jossey-Bass Publishers; Grant, R. M. (2008). Contemporary Strategy Analysis, 6th ed. Carlton: Blackwell Publishing; Hill, C., Tones, R., Galvin, P. and Haidar, A. (2007). Strategic Management: 47 Integrated Approach 2ud ed. Milton QLD, Austialia, Ireland, RD., Hoskisson, RE... and Hitt, M.A. (2010). Strategic Management Concepts: Competitiveness and Globalization; Johnson, G., Whittington, R., Scholes, K., Angwin, D., and Regnér, P. (2017). Exploring Strategy: Tews and Cases, 11% ed., Pearson; Pettigrew, A. Thomas, H. and Whittington, R. (2006). Handbook of Strategy and Management, Sage Publications, London;+ Porter, Michel E. (1985). Competitive Advantage: Creating and Sustaining Superior Pesformance, The Free Press, New York; + Thompson, A. Arthur, Peteraf Margaret, Gamble John and Strickland, J. Alonzo (2012) Crafting and Executing Strategy: The Ouest for Competitive Advantage Concepts and Readings, 18" ed. McGraw-Hill; + Waldersee, Rand Tywoniak, S. (2007), Strategic Analysis: 4 Guide to Practice, MoGraw-Hill, North Ryde; + Whittington, R. (2001). What is Strategy and does it matter? Thompson Leaning, London, Instructor’s Responsibilities and Roles Y Instructors are expected to meet their classes at the scheduled times, 10 be prepared for all class sessions, and to start and end classes at the scheduiled times; ¥ Provide students with the course syllabus ai the start of the semester, Y Provide accurate and timely information about the course to students; Y Facilitate and direct students’ individual and group activities; Y Provide clear assignment/project guideline to students (like article review guideline) and make its expectation clear and explicit. + Include formar particutars such as length, headings, font, and due dates; + Provide evaluation criteria and indicate their weighting; + Devote some class time for raising questions about the assignment; + Allow ample time for writing process. Organize students’ project work presentations and discussion sessions; Collect individual and group assignments from students by him/herself, Assess students’ performance, Provide students with access to and timely feedback on their work; Must maintain the security of student examinations both before and after exams are given: Plon and implement students? consultation programs; SKK RRS Lei students know how they can get additional help.Student’s Responsibilities and Roles Y Regularly attend classes. Class attendance is mandatory in the College. Thus, a student who fails to attend 80% of the class with or without valid reason is not eligible to sit for the examination. « Carry out individual and group tasks; < Werk on both individual and collaborate assignments, submit on or before respective due dates 10 the instructor only, Present and discuss on individual and group outputs; Read referred/assigned teaching materials; Use internet/Library facilities at LIC: CANN Consult instructor for any sort of doubts.