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CHRIST (Deemed to be University)

VISION
Excellence and Service

MISSION
CHRIST (Deemed to be University) is a nurturing ground for an individual’s holistic
development to make effective contribution to the society in a dynamic environment.

SCHOOL OF BUSINESS AND MANAGEMENT


VISION
Our vision is to be an institution of excellence developing leaders serving enterprises and
society globally
MISSION
Our mission is to develop socially responsible business leaders with the spirit of inquiry
through academic and industry engagement

Programme Educational Objectives (PEOs)


Graduates possessing subject knowledge, analytical ability and skills to
manage business.
Graduates exhibiting spirit of inquiry, innovation and ability to solve problems in
dynamic business environment.
Graduates with value based leadership skills, entrepreneurial capabilities and global
awareness serving enterprises and society.

Master of Business Administration (Executive)


Program Learning Goals (PLGs) Program Outcomes (POs)
PLG1 Social Responsibility and Ethical PO1 Apply knowledge of Management and
Sensitivity Practices to solve business problems
PLG2 Functional Knowledge and PO2 Foster Analytical and Critical abilities
Application for data- based decision making
PLG3 Communication PO3 Ability to develop value-based
leadership ability
PLG4 Critical Thinking PO4 Ability to understand, analyse,
communicate global economic, legal
and ethical aspects of business
PLG5 Decision Making PO5 Ability to lead themselves and others
in the achievement of organizational
goals, contributing effectively to the
team environment
1
School of Business and Management
CHRIST (Deemed to be University)
Course Plan

Program Master of Business Administration (Executive)

Course Code & Name MBAE 234: Corporate Strategy

Semester Second Semester; December 2023 - April 2024


Hours & Credits (1 Credit = 10
50 hours, 5 Credits
hours)
Course Anchor L. Surendra

surendra.l@christuniversity.in
Course Anchor & Faculty 9845510966
Contact information

Course Name: Corporate Strategy Course Code: MBAE 234

Total number of hours: 50 Credits: 5

Course
Description
The course focuses on implications of strategic decisions for business firms and for individuals
in a changing environment. The course also focuses on the generation, and dissemination of
knowledge about key strategic management issues to managers, consultants, students, and
researchers. This course also describes the knowledge about the inputs required to evolve a
meaningful strategy.

Course  Examine the concepts and approaches to set a strategy development process within an
Objectives organization.
 Assess and internal business environment of an organization to derive inputs to develop
effective competitive strategies.
 Select various generic and specific strategies available to develop sustainable
competitive advantages in domestic and international market environments.
 Classify strategy implementation process in terms of structure, staff, policies, and
evaluation.
 Analyse effectiveness of strategic management in corporate governance, social
responsibility, and ethics.

2
Terminology** AACSB NBA
Program Learning Goals (PLGs) Program Outcomes (POs)
Program Learning Objective (PLO)
Course Learning Outcomes (CLO) Course Outcomes (COs)

Programme Learning Goals –Course Objective Matrix (AACSB)/ NBA

CLO/C Correlatio
CLO/CO RBT Unit CIA PLG PLO PO
O No n Level*
Inspect the concepts and 4 1 CIA1, 2 2.1 1 3
approaches to set a strategy CIA2,
1
development process within an ESE
organization.
Assess the external and internal 5 2 CIA2, 2 2.2 1 2
business environment of an ESE
2 organization to derive inputs to
develop effective competitive
strategies.
Classify the various strategic 4 3 CIA 3, 5 5.1 2 2
alternatives available to develop ESE
3 sustainable competitive advantages
in domestic and international
market environments.
Assess the strategy 5 4 CIA3, 5 5.2 2 2
4 implementation process in terms of ESE
structure, staff, and policies.
Decide effectiveness of strategic 5 5 CIA3, 5 5.2 2 3
management in corporate ESE
5
governance, social responsibility,
and ethics.

● When the correlation between CO and PO is more, the level is HIGH (3) *
● When the correlation between CO and PO is medium, the level is MEDIUM (2) *
● When the correlation between CO and PO is low, the level is LOW (1) *

Course Mapping

Unit Unit details Week CO- Cases/ Hour Pedagogy Resource/


numbe (starting PO Exercises s per Reference
r and end week details
dates)
1 Strategic Week 1 CO 1 Mission statements 2 Lecture Chapter 1:
Management PO 1 of corporates Case Thompson
Process: discussion ,
3
Definition of Strickland,
strategy and its Gamble
importance to and Jain.
organizations. Crafting
Understanding and
strategic Planning Executing
and strategic Strategy
management.
1 Strategic Week 2 CO 1 Vision statements 4 Lecture Chapter 2:
Management PO 1 of corporates. Case Thompson
Process: discussion ,
Defining strategy, Strickland,
levels at which Gamble
strategy operates, and Jain.
approaches to Crafting
strategic decision and
making, the Executing
strategic Strategy
management
process, Vision,
mission, and
objectives.
Strategic intent.
Developing a set
of core values.
Setting objectives.
1 Strategic Week 3 CO1 Case: Costco 2 Lecture
Management PO1 Wholesale 2018 Case
Process: discussion
Crafting a strategy,
executing the
strategy.
Evaluating
performance and
initiating
corrective
adjustments.
Corporate
governance: the
role of board of
directors in the
strategy-crafting,
strategy executing
process
2 Environmental Week 4 CO 2 Cases: 4 Lecture Chapter 3:
Analysis PO 1 1. Holiday Inn Case Thompson
External: The International – discussion ,
4
organizations Part 1 Strickland,
external 2. Shearwater Gamble
environment, Adventures Ltd and Jain.
components of Crafting
external and
environment, Executing
Environment Strategy
scanning,
Organisation’s
responses to the
environment.
2 Environmental Week 5 CO 2 Case: Holiday Inn 2 Lecture Chapter 3:
Analysis PO 1 International – Part Case Thompson
External: A 2 discussion ,
framework for Strickland,
industry analysis, Gamble
Michael porter’s and Jain.
analysis, Crafting
usefulness of and
Industry analysis. Executing
Competitive Strategy
analysis: Forces
shaping
competition in an
industry,
interpreting the
five-force model.
2 Environmental Week 6 CO 2 4 Lecture Chapter 3:
Analysis PO 1 Case Thompson
External: discussion ,
Strategic group, Strickland,
and competitor Gamble
analysis. The value and Jain.
chain Crafting
system...improving and
the value chain Executing
activities to Strategy
achieve
competitive
capabilities
2 Environmental Week 7 CO 2 Case: 2 Lecture Chapter 4:
Analysis Internal: PO 1 1. Holiday Inn Case Thompson
The organization's International – discussion ,
internal Part 3 Strickland,
environment, Gamble
components of and Jain.
internal Crafting
5
environment, and
Internal analysis Executing
Strategy
2 Environmental Week 8 CO 2 4 Chapter 4:
Analysis Internal: PO 1 Thompson
Resource based ,
strategy, the Strickland,
resource-based Gamble
view, Resources, and Jain.
capabilities and Crafting
competencies, and
approaches to Executing
internal analysis, Strategy
carrying out
SWOT.
3 Crafting a Week 9 CO 3 Case: McDonalds 2 Lecture Chapter 5:
Strategy: The five PO 2 India – Plotting a Case Thompson
generic winning strategy discussion ,
competitive Strickland,
strategies. Broad Gamble
and narrow and Jain.
markets, low-cost Crafting
provider strategies, and
differentiation Executing
strategies and best- Strategy
cost provider
strategies.
3 Crafting a Week 10 CO 3 Case: Forward 4 Lecture Chapter 6:
Strategy: PO 2 Integration in car Case Thompson
Strengthening industry discussion ,
competitive Strickland,
position: Offensive Gamble
and defensive and Jain.
strategies; Crafting
Horizontal and
mergers and Executing
acquisitions; Strategy
vertical integration
strategies
3 Strategies for Week 11 CO 3 Case: 4 Lecture Chapter 7:
International PO 2 IKEA’s Case Thompson
Markets: International discussion ,
Globalisation, Marketing Strategy Strickland,
risks, global in China Gamble
expansion and Jain.
4strategies, the Crafting
MNC mission and
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statement, Executing
deciding which Strategy
market to enter,
market entry
strategy,
international
strategy, and
competitive
advantage.
3 Corporate Week 12 CO 3 Case: 4 Lecture Chapter 8:
Strategies: PO 2 The Walt Disney Case Thompson
Corporate Company: Its discussion ,
diversification Diversification Strickland,
strategies. Related Strategy in 2018 Gamble
versus unrelated and Jain.
diversifications. Crafting
Managing and
diversifications Executing
Strategy
4 Strategy Week 13 CO 4 Case: Vail Resorts 4 Lecture Chapter
Implementation: PO 2 Case 10:
Building an discussion Thompson
organization ,
capable of good Strickland,
Strategy Gamble
execution. Three and Jain.
key actions: Crafting
staffing the and
organization, Executing
acquiring, Strategy
developing, and
strengthening key
resources and
capabilities;
matching
organizational
strategy to
structure.
4 Managing Week 14 CO 4 4 Lecture Chapter
internal PO 2 Case 11:
operations: discussion Thompson
Allocating ,
resources to the Strickland,
strategy execution Gamble
effort. Strategic and Jain.
business units Crafting
(SBU), and
7
Behavioural issues Executing
in strategy Strategy
implementation,
Operational
strategy, financial
strategy,
Marketing strategy
and Human
resource strategy.
4 Corporate Week 15 CO 4 2 Lecture Chapter
Culture and PO 2 Case 12:
Leadership discussion Thompson
Instilling corporate ,
culture to good Strickland,
strategy execution; Gamble
Leading the and Jain.
strategy execution Crafting
process and
Executing
Strategy
5 Ethics, Corporate Week 16 CO5 Cases: 4 Chapter 9:
Social PO2 1. Corporate Thompson
Responsibility, Governance ,
Environmental failures in Strickland,
Sustainability, Fannie Mae and Gamble
and Strategy Freddie Mac and Jain.
Business ethics, 2. Chaos at Uber: Crafting
CSR and triple New CEO’s and
bottom line, challenge Executing
Sustainable Strategy
business practices

ASSESSMENT OUTLINE

Component of Final Weightage towards Total Marks per Component


Max Marks
Grade Final Grade in Final Grade
CIA-I 15 100 % 15
CIA-II 50 60 % 30
CIA-III 15 100% 15
Class Participation 10 100% 10
End – Sem 50 60 % 30
Total 100

ASSESSMENT DESCRIPTION
8
CIA1 Evaluation Rubrics (AACSB and NBA)
15 marks
Unit: 1
Assignment Description:
You shall pick five 'Mission', five 'Vision' and five ‘Objective’ statements for any Indian or MNC companies
operating in India. Mission and Vision statements need not belong to the same company. Critically examine the
statements from the viewpoint of its suitability to define the distinctive company operations and future direction.
The mission and vision statements given in the textbook shall not be considered.
Assignment: Individual
Submission Type: Online on Google Classroom
Submission Deadline: 5th January 2024

Program Learning 2: Functional knowledge and application


Goal
Program Learning 2.1: Examine management theories in the context of business problems.
Objective
Total Marks 15 Marks
Criteria /
CO-PO Exceeds Expectations Meets Expectations Does not meet expectations
Weightage/PLO
Examine mission CO1 Examines mission Examines mission Examines mission statements
statements. PO1 statements of five statements of three of only one company
companies companies
Examine vision CO1 Examines vision statements Examines vision Examines vision statements
statements PO1 of five companies statements of three of only one company
companies
Examine objectives CO1 Examines objective Examines objective Examines objective
PO1 statements of five statements of three statements of only one
companies companies company
*Weightage (Levels) can vary depending on assignments

CIA II Case Study Rubrics (Compulsory Question)

Unit: 2
Assignment Description: Case study Analysis and answers to case questions (Embedded question in mid-term
examination)
Assignment: Individual
Submission Type: Examination
Submission Deadline: 27th January 2024

Program Learning 2: Functional Knowledge and Application


Goal
Program Learning 2.2: Recommend appropriate solutions for managerial problems.
Objective
Total Marks 20 Marks
Criteria / CO-PO Exceeds Expectations Meets Expectations Does not meet expectations
9
Weightage/PLO
Case analysis and CO2 Exhibits relevant Exhibits some Does not exhibit relevant
answer to case PO1 management concept relevant management management concept
question. knowledge and application concept knowledge knowledge and application in
25% in the case study analysis but no application in the case study analysis
PLO 2.2 the case study
analysis
Recommendation CO2 Recommends feasible Recommends partial Recommends inappropriate
25% PO1 solutions to solve the solution solutions
PLO 2.2 specific problem
Influence of other CO2 Exhibits integration of Partially exhibits Does not properly exhibit
factors on PO1 other perspectives in the integration of other integration of other
appropriate solutions case study perspectives in the perspectives in the case study
25% case study
PLO 2.2
Impact of social and CO2 Student exhibits Student exhibits Student does not exhibit
cultural factors on PO1 understanding of cultural cultural and social sufficiency in identifying
the solution to the and social impact on impact on suitable solution
case problem implementing the solution implementing the
25% supported by in-depth solution but not
PLO 2.2 analysis supported by
reasoning
*Weightage (Levels) can vary depending on assignments

CIA3 Evaluation Rubrics (AACSB and NBA)


Unit: 3, 4 and 5
15 marks
Assignment Description:
Choose any one company operating in India (Indian or MNC) either in manufacturing or service sector. The
company shall be more than 20 years old.
 Analyse the company’s growth profile since year 2000: Strategic and Financial.
 Taking into consideration the present and future business environment, recommend a strategic plan for
the company for the next five years.
 Discuss the company’s present CSR and sustainability efforts.

Assignment: Individual
Submission Type: Online on Google Classroom
Submission Deadline: 10th March 2024

Program Learning 5: Decision Making


Goal
Program Learning 5.1: Identify decision problems and criteria for evaluation process
Objective 5.2: Analyse options to arrive at a feasible decision and contingency plan
Total Marks 15 Marks
Criteria /
CO-PO Exceeds Expectations Meets Expectations Does not meet expectations
Weightage/PLO
Analysis of the CO3 Comprehensive analysis of Limited analysis of Sketchy analysis of the
10
company’s growth PO2 the company’s growth the company’s company’s growth profile
profile since year profile supported by growth profile supported by data
2000 financial and non-financial supported by data
25% data
PLO 5.2
Recommend plans CO3 Detailed and Partial evaluation of Options evaluated without
after examining the PO3 comprehensive evaluation options based on justification
business environment. of options based on criteria criteria to arrive at a
50% to arrive at the feasible decision without
PLO 5.2 decision and contingency contingency plan.
plan.
Discuss CSR and CO3 Clear identification of the Identification of the Problem statement has
sustainability efforts PO2 issue and purpose by issue and purpose limited relevance to the
of the company. probing with focused with limited issue.
25% questions and justification justification.
PLO 5.1
*Weightage (Levels) can vary depending on assignments

Prepared by (Faculty in-charge) Reviewed by (HOS) Approved by (HOD)


L. Surendra

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