St.

Mary University
School of Graduate Studies

I.COURSE STRUCTURE
Course Title: Strategic Management
Course Code MBAPMC 711
Credit Hours 3
Instructor Mohammed M. (Assistant Professor)
Academic Year & Semester 2018/ 2nd Sem.

II. COURSE DESCRIPTION

This is an integrating subject concerned with top management strategy for, and management of,
change in the economic and social environments of business. It introduces the strategic concerns
at different managerial level-top level, business unit level and operational level. Case studies
from real business situations are examined. Topics include nature and scope of strategic
management, strategy formulation, strategic planning, environmental analysis, industry analysis
and Internal analysis; competitiveness and competitive advantages. Moreover, it deals with
organizations’ core competencies, key success factors that makes a firm competitive
advantageous in its industries; strategies for corporate diversification; and finally it covers
strategies related to external relation like Alliances and Virtual Networks.

III. LEARNING OUTCOMES

Upon successful completion of this course, you should be able to:

 develop and implement strategic responses to current and future issues facing the global
business environment
 apply core business skills to problem analysis and decision making
 apply a series of tools to determine industry and company structures
 determine an organization’s core competencies
 identify industry key success factors
 discuss the use of alliances and partnering to develop competitive advantage
 appreciate that paradoxical views may result from the application of different theoretical
models
 Identify the strengths and weaknesses of a company, and the opportunities that exist in its
industry.

IV. COURSE CONTENTS

Contents Cont
act
Week
s
&Hrs
CHAPTER ONE: STRATEGIC MANAGEMENT PROCESS - AN OVERVIEW
1.1. The nature and scope of strategic management
1.2. Essence of strategic / corporate planning
1.3. Factors Affecting Strategic Management in today’s World
1.4. Strategic Management Process Model
1.5. Strategic Decision making
CHAPTER TWO: CORPORATE GOVERNANCE AND SOCIAL
RESPONSIBILITY
2.1. Basic concepts of corporate governance
2.2. Role and Responsibilities of the Board of Directors
2.3. Nomination and Election of Board Members
2.4. The Role and Responsibilities of Top Management
2.5. The nature of Corporate Social Responsibilities
2.6. Responsibilities of a Business Firm

CHAPTERTHREE: ANALYSIS OF STRATEGIC ENVIRONMENT

3.1. Environmental analysis - Analyzing the external environment
3.1.1. PESTEanalysis
3.1.2. SWOT Analysis
3.2. Scanning the Task Environment
3.3. Industry And Competitor Analysis
3.3.1. Industrial Analysis (Porter’s five force model)
3.4......................................................................................Competitor Analysis
3.5. Gap Analysis
CHAPTER FOUR: INTERNAL SCANNING: ORGANIZATIONAL ANALYSIS
4.1. A Resource-Based Approach to Organizational Analysis
4.1.1. Resources, Capabilities and Core Competencies
4.1.2. Using Resources to Gain Competitive Advantage
4.1.3. Determining the Sustainability of an Advantage
4.2. Value-Chain Analysis
4.2.1. Industry Value-Chain Analysis
4.2.2. Corporate Value-Chain Analysis
4.3. Scanning Functional Resources and Capabilities
4.3.1. Basic Organizational Structures
4.3.2. Corporate Culture: The Company Way

CHAPTER FIVE: FORMULATING A STRATEGY

5.1. Define the organization,
5.2. Creating the strategic vision
5.3. Outlining the strategic mission
5.4. Identifying Values, and strategic issues
5.5. Setting the strategic goals and objectives
5.6. Define the competitive strategy

CHAPTER SIX: CORPORATE DIVERSIFICATION STRATEGIES – INTENT

AND FIT
6.1. Matching strategy to a company situation
6.2. Matching strategies and industry evolution
6.3. Single business strategies and diversification
6.4. Strategic fit and intent
6.5. Portfolio analysis (BCG & GE-Matrix)

CHAPTERSEVEN: STRATEGY IMPLEMENTATION

7.1. A framework for implementing strategy
7.2. Core competencies, re-engineering and structure
7.3. Support systems and rewards
7.4. Linking budgets to strategies

CHAPTEREIGHT: MONITORING AND EVALUATION

8.1. what are Monitoring and Evalaution
8.2. Why Monitoring and Evalaution
 8.3. Type of Evalaution
8.4. Steps Monitoring and Evalaution
8.5. Criteria to evaluate Strategy
8.6. 7S Model of McKinsey
8.7. Balanced Scorde Card
V. MODE OF DELIVERY
We will be taking an active learning approach in this class. Class participation is vital to learning
and demonstrating proficiency in Strategic Management. For the graduate student, participation
means initiating questions, engaging in peers discussions and drawing from life and work
experience to enrich class discussion. You are, therefore, expected to read, think about the issues
and prepare to contribute to class discussion by sharing your experiences.

The course instructor’s primary role is to facilitate the learning process. In each session, the
instructor will devote some time in lecturing, but we will also spend a great deal of time in class
discussion. Moreover, case studies and reflection exercises will also be employed.

VI. MODE OF ASSESSMENT

The academic assessments are designed to check the achievement of learning objectives. The
course grade will be assessed by a weighted average computation of scores on individual
assignments, group/team assignment, mid-block examination and final examination.

Weights for these items are as follows:

Assessment 1 Individual Assignments(case study, article review, etc 15%
Group Study Report with Presentation
Assessment 2
2.1 Group Study Report and Individual Presentation 15%
Assessment 3 Mid Examination 20%
Assessment 4 Final Examination 50%
TOTAL 100%

VII. CLASS ATTENDANCE

Class attendance is absolutely essential. Regular class attendance is expected from the teacher and the
students alike. Attendance records are kept for each class. Students are also expected to be in class on
time. Late arrivals are seen as being offensive to the instructor and the students.
Whenever possible, any student should get permission from the instructor before being absent. If the
instructor misses a class, he/she is required to arrange make-up classes. A student is not allowed to take
the final examination if he/she doesn’t attend 80% of the classes during the

IX. PROFESSIONAL ETHICS

All work in this course must be completed in a manner consistent with the University Academic Policy.
All graduate students of our University are expected to function on the basis of honesty, integrity, and fair
play. Plagiarism and other related acts of academic dishonest will not be tolerated.

IX. COURSE GRADING

After overall students’ performance assessment, a letter grade will be granted to students based on the
University academic achievement grading policy.

X. READING MATERIALS

10.1 Required
White, Colin (2004). Strategic Management, Palgrave Macmillan, NY.

Hussey, David (1998). Strategic Management, From Theory to Implementation, 4th ed. Butterworth
Einemann, Oxford

Hittet al, Editors (2006). The Blackwell Handbook of Strategic Management, in The Blackwell
Encyclopaedia of Management: Strategic Management Edited by McGee, John; 2 nd ed., Blackwell
Publishing, NY.
David, F.R. 2011. Strategic Management: Concepts and cases. 13th ed. USA: Pearson Education,
Inc.
Wheelen, T.L. and Hunger, J.D.2012 Strategic Management and Business Policy: toward global
sustainability. 13th rd. USA: Pearson Education, Inc.,
10.2 Recommended
Applegate, M. Lynda (2007), Corporate Information Strategy and Management: Text and Cases, 7 th Ed.
(New Delhi: Tata McGraw Hill)
Barney, B. Jay (2010), Strategic Management and Competitive Advantage: Concepts, 3rd Ed. (New Delhi:
PHI Learning)
Budhiraja, SB. (1996), Cases in Strategic Management (New Delhi: Tata McGraw Hill)
Burgelman, A. Robert (1988), Strategic Management of Technology and Innovation 2nd Ed. (Boston:
McGraw Hill)
David, R. Fred (1997), Strategic Management, 6th Ed. (New Jersey: Prentice Hall)
Kazmi, Azhar (2002), Business Policy and Strategic Management (New Delhi: Tata McGraw Hill)
Rao, Mohana (2003), Strategic Management: Current Issues and Trends (New Delhi: Deep and Deep)
Strickland, A. J. (1998), Cases in Strategic Management, 10th Ed. (Boston: McGraw Hill)
Thompson, A. Arthur (2003), Strategic Management: Concepts and Cases, 13th Ed. (New Delhi: Tata
McGraw Hill)
Williamson, David (2006), Strategic Management and Business Analysis (Butterworth Heinemann.