Institute of Business Management University

Strategic Management

Course Code: MAN 612 (ME 7641)

Instructor: Abdul Hameed Khan Email [email protected]
Class Timings Sunday 14.00.—17. PM
Summer 2020

Course Outline
Aim of the course
Strategic Management is the capstone, integrative course for graduating business students.
This is a challenging course that focuses on how firms formulate, implement, and evaluate
strategies. Strategic Management concepts and techniques are studied. Students are expected
to use all the knowledge acquired from prior business courses with new Strategic Management
techniques from the course objectives and major responsibilities of students are to –

• Conduct thorough research on an assigned organization

• Effectively collaborate with team members on relevant & credible research
• Analyze industry and company data and information
• Draw relevant conclusions
• Make objective strategic recommendations
• Justify all findings and recommendations through oral and written communications

The first part of the course consists of interactive lectures on Strategic management concepts
and techniques and a review of the current organizational environment as well as general
management, marketing, and finance/accounting tools. Special attention is given to the
integration of business concepts.

Student teams will be formed early in the course and each team will be assigned a publicly
traded company or organization to analyze. Throughout the term there will be several required
assignments related to the assigned organization: an analysis of the annual report, an external
industry assessment, an internal company assessment (these three include both a written
component and an informal presentation in class), and a comprehensive company analysis
report with formal presentation at the end of the term . The final company analysis and formal
presentation will also require a peer evaluation, in which students will rate the relative
contribution of his/her team colleagues. The faculty will conduct a formal evaluation of the
team during the formal presentation; the criteria for evaluation will be reviewed and discussed
during the semester.
The syllabus is intended to hit the important highlights. Students need to ask questions in class
to ensure clarity and understanding
semester.
GOALS AND OBJECTIVES
Key Learning Outcome

Expected learning after completion of the course include,

1. The fundamental understanding of strategic mission and vision statements of the
organisation and identifying the external and internal factors which required to be
addressed by th senior management of the organisation.
2. To build, develop your skills to analyse the organisation strategic plan and address the
strategic issues in order to achieve company objectives.
3 To design an evaluation system which help the organisation for an efficient monitoring
system by developing a balance score card.
IMPORTANT

All assignments should be submitted on due date during the class hours. No late assignment will
be accepted. All individual / group presentations should be presented as scheduled and a soft
copy to be sent on my email one day before the presentation day.
Students are requested to keep their mobiles switched off during the class.
.

TEACHING METHODOLOGY

All the classes will be conducted through LMS in Exceptional cases if LMS is not working will try
to conduct on ZOOM will be used .
The reading assignment for next class will be send to you either through whatsapp or mail.all
the students need to come prepare to the class by reading the hadouts case studes and chapter
of the book. In order to have a productive participation we will be doing class activities which
will be mostly individual.
The student’s groups will be formed who will analyze various Organization Strategic
Management Policies and identify their strength and gaps. The Company for analysis will be
allocated in the second or third class by forming a group of 3-4 students.
The period between the second mid-term and final examination is utilized in refining the
project propositions. Several presentations will be made in plenary session while the groups are
developing their ideas towards a finalized project. It is while making these presentations that a
lot of ‘learning’ occurs about Managerial policies,
The whole class participates in the questions and answer sessions, with the teacher moderating
the discussion. Any possible problems with the projects are identified in this stage and the
groups modify their projects accordingly.

Course work includes readings; readings are assigned from the text and excerpts from actual
business case and empirical articles

TOPICS
Course Calendar (there might be some changes in the course)

PART 1: Overview of Strategic Management

PART 6: Strategic Management Case Analysis (it might change subject to students and data
availability)
. Beside book cases the following case will be given as project work
1. Netflix and the entertainment rent 5. Pakistan case Textile industry
industry 6. Engro food
2. Alarm ringing Nokia. 7. Leading hotel of the world.
3. GSK or Pfizer 8. Habib Bank limited
4. TCS, | Delivery Industry
Session Content / Chapter Written Assignments Presentations
 / Other
Activities
Course Introduction
David Chapter 1
Describe the strategic-management
process.
Explain the need for integrating analysis
and intuition in strategic management.
Describe the benefits of good strategic
management. Housekeeping
Explain the advantages and disadvantages Chapter 1 and
of entering global markets. &. Each student to expectations
Discuss how a firm may achieve sustained prepare a 3-4 slides Slides
competitive advantage overview of their own presentation
organization about Chapter 1.
the organization, its Video the
products, mission and worst 9
vision and any other failure
significant business worldwide.
Week 1 process.
Chapter 2: Doing business globally
The nature of doing Business Globally
Multinational Firms
academic Research Capsule how many
languages are There Globally?
advantages and disadvantages of doing
Business Globally Review of assignment
The Global Challenge and class discussion. |
Tax Rates and Tax inversions class discussion on
Business Culture across Countries various global Video on
Week 2 cultures. What is the Sunzu the art
ease of doing business of war
Chapter 3: Ethics, Social Responsibility,
and Sustainability
why “Good ethics is Good Business”
Does It Pay to Be Ethical? 97
academic Research Capsule 3-1: what Can
we learn from high-performance Chapter 3
Companies? slides and
How to Establish an Ethics Culture? class group
Whistle-Blowing, Bribery, discussion on
social Responsibility and policy 103 i case on
3 Quiz ethics.
 Chapter 4: Types of strategies
Long-Term Objectives Types of Strategies
Integration Strategies, Intensive Strategies
Diversification Strategies Defensive
Strategies. Joint Venture and Combination
Strategies
Michael Porter’s Generic Strategies
Mergers Strategic Management in
Organizations
Strategic Management in Small Firms
4 Experiential Exercises
Slides of
chapter 2
Chapter 5: |Mission and Vision strategies
Analysis of
What Is Our Business? various
Importance of Vision and Mission mission and
Statements vision
statements.
Characteristics of A Mission Statement
Components of A Mission Statement Assignment:
on mission
Writing and Evaluating Mission statements
Statements Mission and vision and business
Week 5 Experiential Exercises key components, model
6 Examination first hourly
Chapter 6: The Internal Audit.
The Nature of An Internal Audit
Integrating Strategy and Culture
Management
Marketing Finance/Accounting
Production/Operations Research and Experiential Exercises
Development Quiz 2
Computer Information Systems Reading assignment
The Internal Factor Evaluation (IFE) Matrix Internal assessment,
Week 7 Exercise Nestle case
Chapter 6: continued. I|F|E for various
Week 8 companies .class exercise Class exercise
Week 9 Chapter 7 The External Assessment Home written Slides for
The Nature of an External Audit assignment and chapter 3,
Economic Forces reading of a case Class
Social, Cultural, Demographic, And study discussion
Environmental Forces, Political, and
Governmental, and Legal Forces, evaluation of
Technological Forces, Competitive Forces External
Competitive Analysis: Porter’s Five-Forces factor CPM
Model model
Sources of External Information New trend in
 Forecasting Tools and Techniques
The Global Challenge
Industry Analysis: The External Factor
Evaluation (EFE) Matrix
The competitive Profile Matrix (CPM)
cinema
Chapter 8 Strategy Generation
and Selection. The swoT matrix
The strategic position and action
evaluation (space) matrix 254
The Boston Consulting Group (BCG) matrix
The internal-external (ie) matrix Choice
the Politics Of Strategy Choice Slides for
The Role Of A Board Of Directors Quiz , Reading chapter 8
Week 10 Experiential Exercises assignment Presentations
Prepare a Balanced
2nd hourly Scorecard for Nestlé
S.A.
exercise 11D Evaluate
Chapter 10 : Match structure with Your University’s
Week 11 strategy Strategies
The Functional
Chapter 11: Structure
Strategy Monitoring • The Divisional
Structure
• The Strategic
Business Unit (SBU)
Structure
Week 12 Types of organizational structure • The Matrix Structure
13 Students presentations
14 Final Examination

TEXT BOOK
Strategic Management CONCEPTS AND CASES 16th Edition Fred R. David
Additional Reading: Strategic_Management-Hitt_Ireland_Hoskisson.
Strategic Management (3rd Edition 2016) by Frank Rothaermel

GRADING PLAN

Quizzes, Three minimum 10 marks

Assignment, minimums of 4 assignments 10 marks
Class cases and discussion, on Mini case studies 10 Marks.

Mid Term Exams 30 Marks

Term Project 10 marks

Final Exam 30 MARKS