BOS Business Management Class Second Year Bachelor of Management Studies (S.Y.B.M.S) Semester Vv Course Name Strategic Management Course Code PUCMS401 ‘Type of Course Discipline Specific Course (DSC) Lael Specialization Total Credits forthe course |3 Course Objectives: 1. To-understand the tactics in formulating the strtegic-management process. 2. Learn to integrate analysis and intuition in strategic management. 3. Learn to examine exteral forces and internal forces that affect orgenizations. 4. Learn to plan an organizational structure suitable for strategy implementation. 5. To learn strategic evaluation processes unit | Nameot — | Topic Name of Topic Number No. | Module | No. of Lectures 1 | Overview on ]1.1, | introduction to strategy‘Evolution - Concept, | 15 strategic Mintzerbg’s SPS of strategy — Strategic ‘management Management, Meaning, Characteristies Strategic Management Model (Process),Concepts: Vision & Mission Statements, Objectives, Goals, Business Policy, Strategic Intent, Competitive Advantage, Strategists. Cases 12, | Strategic Planning, Pitfalls in strategic planning, essential guidelines for effective strategic planning process, 13, [Levels of strategy, Integration of strategies, Types of strategies, Michel Porter’s 5 generic strategies, Means for achieving strategic advantage: Cooperation, Joint venture, Merger & Acquistion.(Crafting and formulation of a strategy 24 Environmental Analysis:External Analysis: ‘The Process of Performing an Extemal Audit, Elements of External Audit: The Industrial Organization (I/O) approach, Economic Forees, Social, cultural, demographic, and natural environmental changes, Political, legal, governmental changes, Technological forces, competitive forces 22. 23. Environmental Analysis: Internal Analysis: The Process of Performing an Intemal Audit, The Resource-Based View (RBV) approach, Elements of Internal Audit: Integrating strategy and culture, Management, Marketing methods, Finance, Production and operations, research and development, Management Information system, Value chain analysis. Strategic Formulation:The Strategy-Formulation Analytical Framework: Input: Extemal Factor Evaluation (EFE)Matrix, Competitive Profile Matrix (CPM), Internal Factor Evaluation (IFE) Matrix, Matching: Strengths- Weaknesses- Opportunities - Threats (SWOT) Matrix, Strategic Position and Action Evaluation (SPACE) Matrix, Boston Consulting Group (BCG) Matrix, Internal-External (IE) Matrix, Grand Strategy Matrix, Decision Making stages: Quantitative Strategic Planning, Matrix (gsm) Strategic Implementation Bu. Strategic Implementation, Meaning, Nature, Structure — Organizational Structures- Simple, Functional, Divisional, Matrix, SBU, Hybrid. Matching Structure with strategy: Structure- Strategy sequence (Chandler's Strategy-Structure Relationship), Structuralist and —-Reconstructionist approach, Linking performance to pay, Managing Resistance to change, Creating a strategy - support culture. ‘The Three Strategy Propositions- Value, Profit & People, Blue Ocean Strategy and Alignment.4 | Strategic 4.1, | Strategic Evaluation: Meaning, Nature, Rumett’s | 10 Evaluation and Criteria for Evaluating Strategies, The Process Control of Evaluating Strategies, Strategy-Evaluation Framework. 4.2. | Strategic Control: Meaning, Taking Corrective Actions, Contingency planning, Audit 43. | 2ist century challenges in strategic management ‘Total Number of Lectures 60 Course Outcomes: 1. COL: Describe the Environmental influence on strategies and suggest changes in the strategic-management process. 2. CO2: Illustrate the need for integrating analysis and intuition in strategic management. 3. CO3: Identify major extemal forces that affect organizations: economic, social, cultural, demographic, environmental, political, governmental, legal, technological, and ‘competitive 4, CO4: Examine the essentials of strategic competitiveness. 5. COS: Evaluate an organizational structure suitable for strategy implementation, 6. CO6: Construct a strategy which can be practically implemented. Reference Books: 1. Strategic Management Concepts and Cases, Fred R David, Copyright © 2011, 2009, 2007 by Pearson Education, Inc., publishing as Prentice Hall, One Lake Street, Upper Saddle River, New Jersey. 2. Strategic Management and Business policy, Thomas L. Wheelen, Formerly with University of Virginia,Trinity College, Dublin, Ireland, J. David Hunger Iowa State University,St. John’s University, Copyright © 2012, 2010, 2008, 2006, 2004 by Pearson Education, Ine., publishing 1s Prentice Hall, 3. Business Policy and Strategic Management, P. SUBBA RAO, Professor and Convener, Executive MBA Program School of Business Administration University of Papua New Guinea Papua New Guinea (Australia) Himalaya Publishing House Pvt, Ltd., “Ramdoot”, Dr. Bhalerao Marg, Girgaon, Mumbai, 4, Strategic Management: Competitiveness and Globalization (Concepts and Cases) Seventh Edition Michael A. Hitt, R. Duane Ireland, and Robert E. Hoskisson, COPYRIGHT © 2007 ‘Thomson South-Westem, a part of The Thomson Corporation. Thomson, the Star logo, and South-Western are trademarks used herein under license, Printed in the United States of America,