Strategic Management

Lovely Professional University, Punjab Course Code

Course Title

Course Planner

Lectures

MGT612

STRATEGIC MANAGEMENT

15994::Ravinder Singh

Course Category

Customized Course

4.0

Tutorials Practicals Credits 1.0

0.0

5.0

TextBooks Sr No

Title

Author

T-1

Strategic Management: Concepts and David R. Fred Cases

Edition

Year

Publisher Name

13th

2011

PHI (Pretice Hall India)

Edition

Year

Publisher Name

2008

Tata McGraw Hill

Reference Books Sr No

Title

Author

R-1

Strategic Management: Formulation, Implementation and Control

Pearce, Robinson & Mittal 10th

R-2

Strategic Management: an Integrated Approach

Hill & Jones

6th

R-3

Strategic Management

Chandrasekaran N and Ananthanarayanan P S

1st

2011

Oxford University Press

R-4

Strategic Ma Management-Concepts an and Cases

Upendra Kachru

1st

2009

EXCEL BOOKS

R-5

Strategic Managment

Manikutty, Hitt,Ireland,Hoskisson

9th

2012

Cengage Learning

Cengage Learning

Other Reading Sr No

Jour Journa nals ls arti articl cles es as Comp Compul ulsa sary ry read readin ing g (sp (spec ecif ific ic arti articl cles es,, com compl plet etee refe refere renc nce) e)

OR-1 OR-1

Micha ichael el E Por Porte ter, r, “Wha “Whatt is is Str Strat ateg egy? y?”, ”, HBR, HBR, NovNov-De Decc 19 1996, 96, pp. pp.6 61-7 1-78 ,

OR-2 OR-2

John Johnso son, n, Chr Chris iste tens nsen en and and Kager Kagerma mann nn,” ,” Rei Reinv nven enti ting ng Your Your Bus Busin iness ess Mode Model” l”,, HBR, HBR, Dece Decemb mber er 200 2008, 8, pp. pp.22-10 10 ,

OR-3 OR-3

Robert Robert S Kapl Kaplan, an, Nort Norton on and and Barro Barrows ws Jr., Jr., “Deve “Develop loping ing the Stra Strateg tegy-V y-Visi ision on Value Value Gaps Gaps and and Analy Analysis sis”, ”, Harva Harvard rd Busi Busines nesss School School Publis Publishin hing, g, Spec Special ial Book Book Previe Preview w of ‘The Execution Premium’ ,

OR-4 OR-4

Coll Collin inss and and Por Porra ras, s, “ Bui Build ldin ing g Your Your Com Compa pany ny’s ’s Vis Visio ion” n”,, HBR, HBR, Sep Septt-Oc Octt 199 1996, 6, pp. pp.65 65-7 -77 7,

OR-5 OR-5

Mich Michae ael, l, E. Por Porte ter, r, “The “The Fiv Fivee Compe Competi titi tive ve force forcess that that shape shape Str Strat ateg egy” y”,, Harva Harvard rd Busi Busine ness ss Revi Review, ew, Jan Janua uary ry,, 2008, 2008, pp.7 pp.788-97 97 ,

OR-6 OR-6

Mich Michea eall E Port Porter, er, “ Fro From m Com Compe peti titi tive ve Adva Advant ntag agee to Corp Corpor orat atee Str Strat ateg egy” y”,, HBR HBR,, May May-J -Jun unee 198 1987, 7, pp.2 pp.2-2 -21 1,

OR-7 OR-7

Yip, Yip, G.S., G.S., “Gl “Glob obal al Str Strat ateg egy: y: In Worl World d of of Nati Nation ons” s”,, Slo Sloan an Mana Manage geme ment nt Revi Review ew,, Fal Falll 198 1989, 9, pp. pp. 2929-41 41.. ,

OR-8 OR-8

Yip, Yip, Loewe Loewe and Yoshin Yoshino, o, “How “How to Take Take Your Your Com Compan pany y to to the the Globa Globall Marke Market”, t”, Columb Columbia ia Jour Journal nal of Worl World d Busi Busines ness, s, Wint Winter er 1988 1988,, pp.37 pp.37-48 -48 ,

OR-9 OR-9

Kim Kim and and Maub Maubor orgn gne, e, “How “How Stra Strate tegy gy Shap Shapes es Stru Struct ctur ure” e”,, HBR HBR Sept Sept 2009 2009,, pp. pp. 2-10 2-10 ,

OR-10 OR-10

Kaplan Kaplan and and Norto Norton, n, “Why “Why Syst System em not not Stru Structu cture re is Way Way for for Strate Strategic gic Alig Alignme nment: nt: A Histor Historical ical Perspe Perspecti ctive” ve”,, Harvar Harvard d Busin Business ess Scho School ol Publi Publishi shing ng ,

OR-12

Lacobucci and Nordhielm, “ Creative Benchmarking”, HBR Nov-Dec 2000, pp.2-3 ,

OR-13

Kaplan and Norton, “Implementing a Balanced Scorecard Management Program”, Chapter 12, Excerpted from the balance scorecard: Translating strategy into action. ,

OR-14

Robert S. Kaplan, David P. Norton, "Using the Balanced Scorecard as a Strategic Management System “, HBR, July1 -2007, pp.150-161. ,

OR-15

Porter. M., THE IMPORTANCE OF BEING STRATEGIC , Harvard Blanace scorecard report, 2002 ,

OR-16

Goold, M. and Kathleen, L., “Why Diversify? Four Decades of Management Thinking”, The Academy of Management Executive, August, 1993, pp.7-25. ,

OR-17

Raghunath, S., “A Strategy for Alliance”, Management Review, January-March, 1996, pp.5-11. ,

OR-18

Raghunath, S., “Alliance Management-The next Millennium Challenges?”, Management Review, March, 1999, pp.103-108. ,

OR-19

Raghunath, S., “Joint Ventures: Does Termination means failure?”, Management Review, January 1999, pp.11-17. ,

OR-20

Ghemawat Pankaj and Ghadar Fariborz, “The Dubious Logic of Global Megamergers”, HBR, July-August 2000, pp. 65-72. ,

OR-21

Pearcy and Robbins, “Strategic Transformation as the Essential Last Step in the Process of Business Turnaround, “ Business Horizons,2008, Vol 51, pp. 121-130. ,

OR-22

Compbell, Goold and Alexander, “ Corporate Strategy: The Quest for Parenting Advantage”, HBR, March-April 1995, pp.120-132 ,

OR-23

Strahinich, J., THE PITFALLS OF PARENTING MATURE COMPANIES, Harvard Business Review, 1996 ,

OR-24

Eisenhardt and Brown, “Patching: Re-stitching Business Portfolios in Dynamic Markets”, HBR, May-June 1999, pp.72-82 ,

OR-25

Neilson, Martin and powers, “The Secrets to Successful Strategy Execution”, HBR, June 2008, pp. 2-13 ,

OR-26

Michael E Porter and Mark R Karmer, “Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility”, Harvard Business Review, December 2006, pp. 1-15. ,

OR-27

Gary Hamel, “Moon Shots for Management”, HBR, Feb 2009, pp.1-9 ,

OR-28

Kim and Mauborgue, “ Blue Ocean Strategy”, HBR, Oct 2004, pp.1-9 ,

OR-29

Kim and Mauborgne, “Creating Blue Oceans”, Chapter 1 Excerpted from – Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant. ,

OR-30

Case 1 (Robin Hood): Pearce II, J.A., Robinson Jr., RB and Mital, A., Strategic Management: Formulation, Implementation and Control, 10th Ed., Tata McGrawHill, New Delhi, 2008, pp.672-673 ,

OR-31

Case 2 The Best-Laid Plans-Chrysler Hits the Wall, Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pp.29-31 ,

OR-32

Case 3 Air Deccan: Unable to reach the Cruising Heights, Strategic Management, Manikutty, 9th edition, Cengage Learning Publication, pp.8-9 ,

OR-33

Case 7 Mobile Phones, Understanding Strategic Management, Anthony Henry ,Oxford, 2008, pp.59-60 ,

OR-34

Case 8 The Automobile Industry, Understanding Strategic Management, Anthony Henry ,Oxford, 2008, pp.87-89 ,

OR-35

Case 9 The Evaluation of Strategy at Procter & Gamble, Charles W.L. Hill & Gareth R. Jones, Cengage Learning, 2008 pp.282-283 ,

OR-36

Case 10 GE searches for right global structure,Charles W.L. Hill & Gareth R. Jones, Cengage Learning, 2008 pp.435-436 ,

OR-37

Case 11 IKEA-The Global Retailer, Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pp.156-157 ,

OR-38

Case 12 Wal-Mart Lacks a Multi domestic Strategy,Understanding Strategic Management, Anthony Henry ,Oxford, 2008, pp.270-271 ,

OR-39

Case 13 Ford has a new CEO and a New Global Structure, Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pp.208-209 ,

OR-40

Case 14 Reconfiguring the Value Chain, Understanding Strategic Management, Anthony Henry ,Oxford, 2008, pp.109-111 ,

OR-42

Case 16 Boeing Bets the Company, Concepts in Strategic Management and Business Policy, Wheelen & Hunger, Pearson Publication, 12th edition, pp.178-179 ,

OR-43

Case 19 Merck-Medco, Demystify Strategy text and cases, Amit Kapoor, Vikas Publications, 2010, pg 246-249 ,

OR-44

Case 20 Using Cooperative Strategies at IBM, Strategic Management, Manikutty, 9th edition, Cengage Learning Publication, pg 206 ,

OR-45

Case 21 Sony Ericsson, Understanding Strategic Management, Anthony Henry ,Oxford, 2008, pg 236-238 ,

OR-46

Case 22 United Technologies has an ACE in its Pocket, Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pg 179-180 ,

OR-47

Case 24 Kraft Foods, Understanding Strategic Management, Anthony Henry ,Oxford, 2008, pg 198-200 ,

OR-48

Case 25 Eli-Lilly, Demystify Strategy text and cases, Amit Kapoor, Vikas Publications, 2010, pg 184-186 ,

OR-49

Case 26 Zara, Demystify Strategy text and cases, Amit Kapoor, Vikas Publications, 2010, pg 199-201 ,

OR-50

Case 27 Samsung, Demystify Strategy text and cases, Amit Kapoor, Vikas Publications, 2010, pg 208-210 ,

OR-51

Case 28 Verizon Wireless, Charles W.L. Hill & Gareth R. Jones, Cengage Learning, 2008 pg 144-145 ,

OR-52

Case 29 Starbucks, Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pg 108-1092 ,

OR-53

Case 30 A peep into functional and operational implementation at KRIBHCO, Azhar Kazmi, Strategic management and business policy, Tata McGraw-Hill publication, Third edition, pg 480-481 ,

OR-54

Case 32 Exercising strategic and operational control at iGATE Global solutions, Azhar Kazmi, Strategic management and business policy, Tata McGraw-Hill publication, Third edition, pg 512-514 ,

OR-55

Case 33 Strategic Evaluation and Control at Apollo Hospitals Network, Strategic management and business policy, Tata McGraw-Hill publication, Third edition, pg487-488 ,

OR-56

Case 5 Yahoo!, Demystify Strategy text and cases, Amit Kapoor, Vikas Publications, 2010, pg 89-92 ,

OR-57

Case 6 The Pharmaceutical Industry, Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pg 79-80 ,

OR-58

Case 18 Arauco: Chillean Forestry Company, Demystify Strategy text and cases, Amit Kapoor, Vikas Publications, 2010, pg 259-261 ,

OR-59

Case 17 3M's Rising Star, Strategic Management, Robinson and Mital, 10th edition, Tata Mc Graw-Hill Publication, pg 250-255 ,

OR-60

Case 23 Nike's Business Level Strategies,Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pg 133-134 ,

OR-61

Case 4 Google's Mission, Ethical Principles, and Involvement in China--Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pg 55-56 ,

OR-62

Case 31 CISCO's Evolution of Strategy and Structure,Strategic Management, Manikutty, 9th edition, Cengage Learning Publication, pg 256 ,

Relevant Websites Sr No

(Web address) (only if relevant to the course)

Salient Features

RW-1

www.blueoceanstrategy.com/pre/downloads/BOS_QA.doc

Blue Ocean Strategy

RW-2

http://www.finextra.com/Finextra-downloads/featuredocs/hobu07.pdf

How Businesses are using WEB 2.0

Audio Visual Aids Sr No

(AV aids) (only if relevant to the course)

Salient Features

AV-1

http://www.learnerstv.com/Free-Management-Video-lectures-ltv607-Page1.htm

Video lectures on - Introduction to Strategic Management, Concept of Corporate Strategy, Environmental Scanning & Industry Analysis, The synthesis of External Factors & External Factors Analysis Summary (EFAS), Internal Corporate Analysis & Impact Matrix, Value Chain Analysis, Corporate Strategy, Business Strategy, Functional Strategy, Strategic Choice , Strategy Implementation, Evaluation and Control

AV-2

http://www.learnerstv.com/Free-Management-Video-lectures-ltv316-Page1.htm

Video Lectures on Competitive Advantage, Strategy Implementation and case studies on strategy

AV-3

http://www.youtube.com/watch?v=FCPUUfcqtTk

Stategic planning process

AV-4

http://www.youtube.com/watch?v=2GtgSkmDnbQ

Innovation at google

AV-5

http://www.youtube.com/watch?v=2FzYhdS4pqM

Porter`s Five Forces Analysis

AV-6

http://www.moneycontrol.com/video/business/jugaad-the-indian-waydoingbusiness_476299.html

Jugaad-The Indian Way of Doing Business

AV-7

http://www.moneycontrol.com/tv/

Hundreds of videos on contemporary business events and strategic analysis of major events and recordings of all the programs shown on CNBC TV18

Software/Equipments/Databases Sr No

(S/E/D) (only if relevant to the course)

Salient Features

SW-1

http://marketplace-simulation.com/

Marketplace® simulations are a family of business simulations for undergraduate, graduate and executive level business courses. Used by over 300 business schools and 180 corporations in 35 countries worldwide, Marketplace simulations deliver a realistic hands-on learning experience. The simulations are designed to fit both the distance learning and the classroom format.

SW-2

http://www.iinteract.in/

Participatory learning involves a deep cognitive process which increases knowledge retention as high as 75% as against a 20% retention in audio visual learning at its best.

Virtual Labs Sr No

(VL) (only if relevant to the course)

Salient Features

VL-1

Nil

Nil

LTP week distribution: (LTP Weeks)

Detailed Plan For Lectures

Weeks before MTE

7

Weeks After MTE

6

Spill Over

2

Week Number

Lecture Number

Broad Topic(Sub Topic)

Week 1

Lecture 1

Introduction to Strategic Management(Nature of Strategic Management)

T-1:Chapter 1 R-1:Chapter 1

OR-1 OR-30

Define and give Student should be able Case Study examples of key terms of to appreciate the Strategic Management importance of all other subjects studied till now since now all of them will be integrated in the Strategic Managment Course

Lecture 2

Introduction to Strategic Management(Dimensions, Benefits and Risks)


OR-31

De scribe the be nefits of Understanding by the GOod Strategic student of the benefits Management and risks involved in Strategic Management

Case Study

Lecture 3

Introduction to Strategic Management(The strategic management process)


OR-32

Describe the Strategic Management Process

Ablility to make the Strategic Management Model

Case Study

Lecture 4

Strategy formulation(Business Vision-Importance, Characteristics, and Components)


OR-4

Describe the role of Vision in Strategic Management

Ability to write Good Vision Statement

Lecture 5

Strategy formulation(Business Mission-Importance, Characteristics, and Components)

T-1:Chapter2 R-1:Chapter2

OR-3

Describe the role of Mission in Strategic Management, Identifying the components of Mission Statement

Ability to mention all the nine components of a Good Mission Statements

Lecture 6

Strategy formulation(Evaluating Mission statements)


OR-61

Evaluate Mission Statements of different organizations

Ability to write good Mission Statements

Case Study

Lecture 7

The External Assessment(Porters five Force Analysis)


OR-5 OR-6 OR-56 OR-57

Describe how to conduct Ability to do the Five the Porters Five Forces Forces Analysis Analysis, PESTEL

Case Study

Lecture 8

The External Assessment(Industry and Competitive Analysis--EFE matrix)

T-1:Chapter 3

OR-33

Explain how to develop an EFE Matrix

Ability to make EFE matrix

Case Study

Lecture 10

The Exte rnal Assess ment(The Global Environment-Development of a Global Corporation)

R-1:Chapter 5

OR-7 OR-35 OR-36

Explain the advantages and disadvatanges of entering global markets, Describing various modes of entry in global market

Ability to make the Global Orientations Grid and place any firm in the correct place

Case Study

Lecture 11

The External Assessment (Complexity of Global

R-1:Chapter 5

OR-8 OR-37

Describe the various issues involved in going

Student should understand the control

Case Study

Week 2

Wee k 3

Chapters/Sections of Text/reference books

Other Readings, Relevant Websites, Audio Visual Aids, software and Virtual Labs

Lecture Description

Learning Outcomes

Pedagogical Tool Demonstration/ Case Study / Images / animation / ppt etc. Planned

Wee k 3

Wee k 4

Wee k 5

Week 6

Lecture 12

The Interna l Asses sment(SWOT analysis)

R-1:Chapter 6

Describe the SWOT analysis

Ability to conduct SWOT analysis

Lecture 9

The External Assessment(Industry and Competitive Analysis-CPM Matrix)

T-1:Chapter 3

OR-34

Explain how to develop a Ability to make CPM Competitive Profile matrix Matrix

Case Study

Lecture 13

The Interna l Asses sment(Strategy and Culture)

T-1:Chapter 4

OR-39

Explain how to integrate Student should Strategy and Culture appreciate the connection between Strategy and Culture

Case Study

Lecture 14

The Internal Assessment(Value Chain Analysis)


OR-40

Exlplain the V alue Chain Ability to do VCA Analysis analysis

Case Study

Lecture 15

The Internal Assessment(Resource Based view of the Firm)


OR-11 OR-41

Discuss the RBV in Strategic Managment

Student should be able Case Study to name a firm and tell what resource is valuable for that firm and also is the Resource rare or inimitable or nonsubstutable

Lecture 16

The Internal Assessment (Benchmarking)


OR-12

Explain Benchmarking as a Strategic Managment Tool

Ability to do benchmarking in all functional areas for a Dummy Firm

Lecture 17

The Interna l Asses sment(IFE Matrix)

T-1:Chapter 4

OR-42

Explain how to develop a Ability to make IFE IFE Matrix Matrix

Lecture 18

Strategies in Action(Long Term Objectives)


OR-59

Discuss the Value of establishing long term objectives

Student should be able Case Study to name companies who have defined longterm objectives

Lecture 19

Strategies in Action(Balanced Score Card)


OR-13 OR-14 OR-15

Discuss the Balanced ScoreCard

Ability to make the Balanced Scorecard

Lecture 20

Strategies in Action(Grand Strategies- Integrative)


OR-58

Desribing the various types of Integration Strategies like horizontal and vertical

Ability to make out from the news what type of Grand Strategy it is that the company in the news has adopted

Lecture 21

Strategies in Action(Grand Strategies- Intensive)


Describe the Intensive Grand Strategies like Market Penetration, Market Development and Product Development


Case Study

Case Study

Week 6

Wee k 7

Lecture 22

Strategies in Action(Grand Strategies- Diversification)


OR-16 OR-46

Describe the Ability to make out Diversification Strategies from the news what type of Grand Strategy it is that the company in the news has adopted

Case Study

Lecture 23

Strategies in Action(Grand Strategies-Defensive)


OR-17 OR-18 OR-19 OR-20 OR-21 OR-43 OR-44 OR-45

Describe the Defensive Strategies like Retrenchment, Divestiture and Liquidation, Exlplaining in detail about he Means of Achieving Strategies like Cooperation, Joint Venture or Partnering, Merger and Acquisitons, Outsourcing

Case Study

Lecture 24

Strategies in Action(Porters Generic Strategies-Cost)


OR-47 OR-48 OR-60

Describe the Porters Ability to make out Case Study Generic Strategy of Cost what type of Generic Strategy the company is adopting

Strategies in Action(Porters Generic Strategies-Differentiation)


OR-48 OR-49

Describe the Porters Generic Strategy of Differentiation

Ability to make out Case Study what type of Generic Strategy the company is adopting

Lecture 26

Strategies in Action(Porters Generic Strategies-Focus)


OR-50

Describe the Porters Generic Strategy of Focus

Ability to make out Case Study what type of Generic Strategy the company is adopting

Lecture 27

Strategies in Action(Multibusiness Strategy- Parenting Approach)

R-1:Chapter 9

OR-22 OR-23

Describe the Parenting Approach

Student should appreciate the Improtance of Parenting Approach

Lecture 28

Strategies in Action(Multibusiness Strategy- Patching Approach)

R-1:Chapter 9

OR-24

Describe the Patching Approach

Student should appreciate the importance of Parenting Approach


MID-TERM Wee k 8

Lecture 29

Strategy Ana lysis and Choic e(A Comprehensive StrategyFormulation Framework: The Input Stage inlcuding EFE,IFE AND CPM)

T-1:Chapter 6

Describing the complete Student should Strategy Formulation appreciate the Stage importance of the tools like EFE, IFE and CPM

Lecture 30

Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Matching Stage- SWOT)

T-1:Chapter 6

Describe the SWOT and Ability to make TOWS TOWS matrix matrix

Wee k 8

Wee k 9

Wee k 10

Lecture 31

Strategy Ana lysis and Choic e(A Comprehensive Strategy Formulation Framework --The Matching Stage- SPACE matrix)

T-1:Chapter 6

Describe the SPACE matrix

Abilityto make SPACE matrix

Lecture 32

Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Matching Stage- BCG matrix)

T-1:Chapter 6

Describe the BCG matrix Ability to make BCG matrix

Lecture 33

Strategy Ana lysis and Choic e(A Comprehensive Strategy Formulation Framework --The Matching Stage- IE matrix)

T-1:Chapter 6

Describe the IE matrix

Ability to make IE matrix

Lecture 34

Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Matching Stage- Grans Strategy matrix)

T-1:Chapter 6

Describe the Grand Strategy Matrix

Abilityto make the Grand Strategy Matrix

Lecture 35

Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Desicion Stage- QSPM matrix)

T-1:Chapter 6

OR-25

Describe the QSPM matrix

Ability to make QSPM Matrix

Lecture 36

Developing Competitive Advantage(Developing Core Competencies)

R-1:Chapter 8

OR-51

Explain in detail the termCore Competency

Ability to differentiate between Competency and Advantage

Case Study

Lecture 37

Deve loping Competitive Advantage(Developing Competitive Advantage)

R-1:Chapter 8

OR-52

Explain in detail the competititive advantage

Ability to differentiate between Competency and Advantage

Case Study

Lecture 38

Strategy Implementation Issues (Management Issues)

T-1:Chapter 7

OR-9 OR-10

Explain Why Student should be able Implementation is more to appreciate the difficultthan formulation, Management Issues Importance of objectives and policies,Importance of Structure, Restructuring and Reengineering, Benefits of Performace linked PAY, Importance of ESOP, How to modify culture ti support new strategies

Lecture 39

Strategy Implementation Issues (Operations Issues)

T-1:Chapter 7

OR-53

Explain the various Operations Issues like relationship between operation and strategy implementation

Strategy Implementation Issues (MIS Issues)

T-1:Chapter 8

Student should be able to appreciate the Operations Issues

Describe how MIS can Student should be able determine the success of to appreciate the MIS strategy implementation Issues

Case Study

Week 10

Lecture 40


T-1:Chapter 8

Describe how MIS can Student should be able determine the success of to appreciate the MIS strategy implementation Issues efforts

Week 11

Lecture 41


T-1:Chapter 8


Strategy Implementation Issues (Marketing issues)

T-1:Chapter 8

Explain theMarket Student should be able Segmentation and to appreciate the Product Positioning as Marketing Issues Strategy Implementation Tools

Strategy Implementation Issues (Finance Issues)

T-1:Chapter 8

Describe procedure for Student should be able determining the worth of to appreciate the a Business, Explain Finance Issues importance of Projected Financial Statement Analysis


T-1:Chapter 8



T-1:Chapter 8


Strategy Implementation Issues (R&D issues)

T-1:Chapter 8

Discuss the nature and role of RandD

Student should be able to appreciate the Rand DIssues

Lecture 44

Strategy Implementation Issues (HR Issues)

T-1:Chapter 8

Explain the various HR issues

Student should be able to appreciate the HR Issues

Lecture 46

Strategy Review, Evaluation and Control(Nature of Strategy Evaluation)


OR-62

De scribing the nature of Student should be able Strategy Evaluation to identify need to monitor and review Strategic Management continously

Case Study

Strategy Review, Evaluation and Control(RUMELT's criteria)

T-1:Chapter 9

OR-54

Describing the RUMELTs Criteria

Case Study

Strategy Review, Evaluation and Control(Strategy Evaluation Framework)

T-1:Chapter 9

OR-55

Explain the Strategy Student should Case Study Evauation Framework understand the like Reviewing the bases Evaluation Framework of Strategy, Measuring Organizational Performance, Taking

Lecture 42

Lecture 43

Week 12

Lecture 47

Student should understand the four facets of RUMELTs criteria

Week 12

Lecture 48

Strategy Review, Evaluation and Control(Characteristics of an effective evaluation system)

T-1:Chapter 9

Describe the Characteristics of Effective Evaluation System

Week 13

Lecture 49

Strategy Review, Evaluation and Control(Contingency Planning)

T-1:Chapter 9

Describe the role of Student should be able Contingency Planning in to understanding the Strategic Management importance of Contingency Planning

Lecture 50

Twenty First Century Challenges in Strategic Management(Art or Science)

T-1:Chapter 9

Lecture 51

Twenty First Century Challenges in Strategic Management(Visible or hidden issue)

Lecture 52

Twenty First Century Challenges in Strategic Management(TopDown or Bottom up)

OR-27

Student should know what should be done to make the evalutation system effective

Describe how Strategic Management is Science as well as an art

Student should be able to appreciate that it is both Analytical and Judgemental

T-1:Chapter 9

Explain how in a firm the information can be kept visible or Hidden

Student should be able to answer to what extent the information should be VISIBLE

T-1:Chapter 9

Explain both the approaches

Student should know the reason behind the popularity of Bottom Up approach

Scheme for CA: Component

Frequency

Homework

Out Of 2

Each Marks Total Marks 3

Total :-

10

20

10

20

Details of Academic Task(s) AT No.

Objective

Topic of the Academic Task

Nature of Academic Task (group/individuals/field work

Evaluation Mode

Allottment / submission Week

Homework 1

Training in Case Analysis

Group of students (4-5 in each group) will be assigned one comprehensive case each. They will be required to analyse the case and submit the power point presentaion to the instructor by the given date. The group presentations will be held in the tutorials.

Group

10 marks for submission, 10 for presentation, 10 for handling queries

2/3

Homework 2

To test conceptual understanding

QUIZ-Test based on lectures in the first 6 weeks will be given

Individual

Test of 30 marks

6/7

Homework 3

To test conceptual understanding

Test will be designed on the basis of Practical file maintainded by Individual the students for Quantitative Strategy Planning Framework including - IFE, EFE, SWOT, BCG, SPACE, IE and QSPM Matrices.

Test of 30 marks, 15 marks for Practical File for QSPM, 15 marks for Test based on Submission

1 / 12

Plan for Tutorial: (Please do not use these time slots for syllabus coverage) Tutorial No.

Lecture Topic

Type of pedagogical tool(s) planned (case analysis,problem solving test,role play,business game etc)

Tutorial 1

Video of Art of War

Video for Strategy

Tutorial 2

Division of Class into groups and allotment of cases

Case analysis

Tutorial 3

Case Presentations

Case analysis

Tutorial 4

Case Presentations

Case analysis

Tutorial 5

Case Presentations

Case analysis

Tutorial 6

Case Presentations

Case analysis

Tutorial 7

Case Presentations

Case analysis

Tutorial 1

Video of "Art of War"

Video for Strategy

Tutorial 2

Division of the C lass into G roups and Submission of Topics for Presentations

Topics given

Tutorial 3

Class Presentations by the students

Tutorial 4


Tutorial 5


Tutorial 6


Tutorial 7


Tutorial 1


Video for Strategy

Tutorial 2


Topics given

Tutorial 3


Case analysis

Tutorial 4


Case analysis

Tutorial 5


Case analysis

Tutorial 6


Tutorial 7


Case analysis

Tutorial 1


Video for Strategy

Tutorial 2


Topics given

Tutorial 3

Case Presentations by the students

Case analysis

Tutorial 4


Case analysis

Tutorial 5


Case analysis

Tutorial 7


Case analysis

Tutorial 1


Video for Strategy

Tutorial 2


Topics given

Tutorial 3

Case Presentations by the students

Case analysis

Tutorial 4


Case analysis

Tutorial 5


Case analysis

Tutorial 6


Case analysis

Tutorial 7


Case analysis

After Mid-Term Tutorial 8

Case Presentations

Case analysis

Tutorial 9

Case Presentations

Case analysis

Tutorial 10

Case Presentations

Case analysis

Tutorial 11

Case Presentations

Case analysis

Tutorial 12

Case Presentations

Case analysis

Tutorial 13

Case Presentations

Case analysis

Tutorial 8


Tutorial 9


Tutorial 10


Tutorial 11


Tutorial 12


Tutorial 13


Tutorial 8


Tutorial 9


Tutorial 10


Tutorial 11


Tutorial 12


Case analysis

Tutorial 13


Case analysis

Tutorial 8


Case analysis

Tutorial 9


Tutorial 10


Tutorial 11


Tutorial 12


Case analysis

Case analysis

Case analysis

Case analysis

Tutorial 13


Case analysis

Tutorial 8


Case analysis

Tutorial 9


Case analysis

Tutorial 10


Case analysis

Tutorial 11


Case analysis

Tutorial 12


Case analysis

Tutorial 13


Case analysis

Strategic Management

Recommend Documents