BIRLA INSTITUTE OF TECHNOLOGY & SCIENCE, PILANI, RAJASTHAN
WORK-INTEGRATED LEARNING PROGRAMMES DIVISION
SECOND SEMESTER 2013-2014
COURSE HANDOUT
COURSE NO.:MM ZG611/CM ZG611/ QMJ ZG611
COURSE TITLE:STRATEGIC MANAGEMENT & BUSINESS POLICY
INSTRUCTOR:SATYENDRA SHARMA
Course Description
Assessment of corporate strengths, weaknesses and opportunities; planning and deployment of capital assets; profit planning and control; functions, problems, pressures, responsibilities, limits of the chief executive; evaluation of one's own business undertaking; formulating objectives, strategies, policies and programmes for improving company's present situation; personnel strength and implementation of the policies and programmes.
Scope and Objectives
- To demonstrate that business problems are cross-functional and that solutions to them require strategic thinking.
- To encourage you to be precise and specific in your thinking and to help you separate the important from the incidental.
- To develop a set of analytical tools to enable you to evaluate complex situations.
PRESCRIBED TEXT BOOK
T1.Wheelen, Thomas L. and J. David Hunger, Concepts in Strategic Management and Business Policy, Pearson Education, 12th ed., 2010.
REFERENCE BOOKS:
R1.Jhonson Gerry and Scholes Kevan, Exploring Corporate Strategy, Text and Cases, Pearson 6th Edition.
R2.Azhar Kazmi, Business Policy and Strategic Management, Tata McGraw Hill, 2/e
R3.Fred R David, Strategic Management – Concepts and Cases, Pearson, 9th Ed., 2004.
R4.Lynch Richard, Corporate Strategy, Person Education, First Imp. 2007.
R5.Hilt, Ireland and Hoskisson, Competitiveness and Globalization, Thomsons, New Delhi.
R6.David R.F., Strategic Management, Pearson Education, 2003.
MM ZG611/CM ZG611/ QMJ ZG611 (COURSE HANDOUT) SECONDSEMESTER 2013-2014 PAGE 2
S.No. / Topics / Learning objective / Reference to Textbook1 / Basic Concepts of Strategic Management / Why study SM- Globalisation_ a new challenge for Strategic Management- Theories of organizational adaptation- Basic model of Strategic Management – Strategic Decision Making / T1-Ch-1, Sec:1.1,1.2,1.3,1.5,1.7.
2 / Corporate Governance and Social Responsibility / Corporate governance and Social responsibility: Corporate governance – Role & responsibility of the Board- Role of top management- Social responsibilities of strategic Decision Making- Ethical Decision Making- Approaches to understanding ethics / T1-Ch-2,Sec:2.1,2.2
T1-Ch-3,
Sec: 3.1,3.2
3-4 / Environmental Scanning and Industry Analysis / Environmental scanning & industry analysis :External environment- PESTEL- Positioning strategic factors- industry analysis & Porters 5 forces model- competition and industry life cycle- strategic groups and categories- creating industry matrix using KSF- competitive intelligence & forecasting / T1-Ch-4
Sec:4.1,4.2,4.3,
4.4
5 / Internal Scanning: Organization Analysis / Organisational analysis: Internal environment- resources and sustainability of Competitive Advantage based on resources- Value chain analysis- Functional resources / T1- Ch-5
Sec:5.1,5.3,5.4
6 / Strategy Formulation : Situation Analysis and Business Strategy / Situation analysis and business strategy: SWOT- TWOS matrix- Porter’s generic competitive strategies- issues in competitive strategies – Tactics: Offensive & defensive – cooperative strategies / T1-Ch-6, Sec:6.1,6.3,6.4
7 / Strategy Formulation: Corporate Strategy / Corporate Strategy: Corporate Strategy- growth strategies-stability strategies- Retrenchment strategies- Portfolio analysis: BCG matrix; GE Business Screen, International portfolio- Corporate parenting: Parenting-Fit matrix- horizontal strategy / T1-Ch-7, Sec:7.1,7.2,
7.3,7.4.
8 / Strategy Formulation: Functional Strategy and Strategic Choice / Functional strategy & strategic choice : Functional strategy- sourcing, marketing, finance, R & D , operations, purchase, logistics, HRM, info systems- making strategic choice- constraints: risk, stakeholders expectations, Culture- Policies / T1-Ch-8
Sec:8.1,8.2
9 / Review Session
Syllabus of Mid Semester Test (Closed Book) Topics in S. No 1 to 9
10 / Strategy Implementation: Organizing for Action / Organising for action: Implementation- decomposing into programmes, budgets and procedures- right structure- organizing for life cycle- advanced organizational structures- reengineering- centralization vs decentralization / T1-Ch-9
Sec:9.1,9.2,9.3,9.4
11-12 / Strategy Implementation: Staffing and Directing / Staffing & directing: Staffing- selection and management development- retrenchment- managing corporate culture- Hofstede’s national cultural dimensions- MBO- TQM / T1-Ch-10
Sec:10.1,10.2
MM ZG611/CM ZG611/ QMJ ZG611 (COURSE HANDOUT) SECOND SEMESTER 2013-2014 PAGE 3
S.No. / Topics / Learning objective / Reference to Textbook13 / Evaluation and Control / Control process- measuring performance- Activity based costing- Primary measures of: Corporate performance, divisional & functional performance- Information systems- problems in measuring performance- guideline for proper control- strategic audit of corporate performance- Appendix 10A / T1-Ch-11
Sec:11.1,11.2,11.3,11.4.
14 / Strategic Issues in Managing Technology and Innovation / Role of top management- external scanning-internal scanning- product vs process innovation-Technology competence and sourcing- dimensions of innovative entrepreneurial culture- best R & D practices / T1-Ch-12
Sec:12.1,12.2,12.3,12.4,12.5
15 / Strategic Issues in Entrepreneurial Ventures and Small Businesses / Who are Entrepreneurial ventures and small businesses- useof strategic planning and Strategic Management- model- issues in corporate governance, environmental scanning, strategy formulation, implementation, transfer of power , evaluation & control / T1-Ch-13
Sec:13.1,13.2,13.3,13.4,13.5,13.6.
16 / Strategic Issues in Not-for-Profit Organizations / Who is non profit- why- revenue source and pattern of influence on strategic decision making- impact of constraints on StrategicManagement- popular Not for Profit strategies / T1-Ch-14
Sec:14.1,14.2,14.3,14.4
17 / Suggestions for Case Analysis / Financial analysis- common size statements- z valueand free cash flow- strategic audit / T1-Ch.15,
15.1,15.2,
15.3,15.4.
18 / Review Session
Syllabus of Comprehensive Examination (Open Book) All topics given in Plan of Self Study
Evaluation Scheme:
EC No. / Evaluation Component &Type of Examination /
Duration
/ Weigh-tage /Day, Date, Session,Time
EC-1 / Assignment/Quiz /** Details to be announced on LMS Taxila website by Instructor
/ 15% /** Details to be announced on LMS Taxila website by Instructor
EC-2 / Mid-Semester Test(Closed Book)* / 2 Hours / 35% / Sunday, 16/02/2014 (AN)*
2 PM – 4 PM
EC-3 / Comprehensive Exam
(Open Book)* / 3 Hours / 50% / Sunday, 06/04/2014 (AN)*
2 PM – 5 PM
** Please check the details by January 10, 2014 on LMS Taxila web site.
AN: AfterNoon Session; FN: ForeNoon Session
Closed Book Test: No reference material of any kind will be permitted inside the exam hall.
Open Book Exam: Use of any printed / written reference material (books and notebooks) will be permitted inside the exam hall. Loose sheets of paper will not be permitted. Computers of any kind will not be allowed inside the exam hall. Use of calculators will be allowed in all exams. No exchange of any material will be allowed.
Note:
It shall be the responsibility of the individual student to be regular in maintaining the self study schedule as given in the course handout, attend the online/on demand lectures as per details that would be put up in the BITS LMS Taxila website and take all the prescribed components of the evaluation such as Assignment (Course Page on LMS Taxila), Mid Semester Test and Comprehensive Examination according to the Evaluation Scheme given in the respective Course Handout. If the student is unable to appear for the Regular Test/Examination due to genuine exigencies, the student must refer to the procedure for applying for Make-up Test/Examination, which will be available through the Important Information link on the BITS LMS Taxila website on the date of the Regular Test/Examination. The Make-up Tests/Exams will be conducted only at selected exam centres on the dates to be announced later.
Instructor-in-Charge