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Course Code MGT612 Course Category Course Title STRATEGIC MANAGEMENT Customized Course Course Planner 15994::Ravinder Singh Lectures 4.0 Tutorials Practicals Credits 1.0 0.0 5.0
TextBooks Sr No T-1 Title Author Edition 13th Year 2011 Publisher Name PHI (Pretice Hall India) Strategic Management: Concepts and David R. Fred Cases Reference Books Sr No R-1 R-2 R-3 R-4 R-5 Other Reading Sr No OR-1 OR-2 OR-3 OR-4 OR-5 OR-6 OR-7 OR-8 OR-9 OR-10 OR-11 Journals articles as Compulsary reading (specific articles, complete reference) Michael E Porter, “What is Strategy?”, HBR, Nov-Dec 1996, pp.61-78 , Johnson, Christensen and Kagermann,” Reinventing Your Business Model”, HBR, December 2008, pp.2-10 , Robert S Kaplan, Norton and Barrows Jr., “Developing the Strategy-Vision Value Gaps and Analysis”, Harvard Business School Publishing, Special Book Preview of ‘The Execution Premium’ , Collins and Porras, “ Building Your Company’s Vision”, HBR, Sept-Oct 1996, pp.65-77 , Michael, E. Porter, “The Five Competitive forces that shape Strategy”, Harvard Business Review, January, 2008, pp.78-97 , Micheal E Porter, “ From Competitive Advantage to Corporate Strategy”, HBR, May-June 1987, pp.2-21 , Yip, G.S., “Global Strategy: In World of Nations”, Sloan Management Review, Fall 1989, pp. 29-41. , Yip, Loewe and Yoshino, “How to Take Your Company to the Global Market”, Columbia Journal of World Business, Winter 1988, pp.37-48 , Kim and Mauborgne, “How Strategy Shapes Structure”, HBR Sept 2009, pp. 2-10 , Kaplan and Norton, “Why System not Structure is Way for Strategic Alignment: A Historical Perspective”, Harvard Business School Publishing , Robert M Grant, “Resource Based Theory of Competitive Advantage: Implications- For Strategy Formulation”, CMR, Vol. 33, No.3, 1991, pp.114-135 , Title Strategic Management: Formulation, Implementation and Control Strategic Management: an Integrated Approach Strategic Management Strategic Management-Concepts and Cases Strategic Managment Author Edition Year 2008 Publisher Name Tata McGraw Hill Cengage Learning 2011 2009 2012 Oxford University Press EXCEL BOOKS Cengage Learning Pearce, Robinson & Mittal 10th Hill & Jones Chandrasekaran N and Ananthanarayanan P S Upendra Kachru Manikutty, Hitt,Ireland,Hoskisson 6th 1st 1st 9th
435-436 .. pp. “The Dubious Logic of Global Megamergers”. 65-72. “Why Diversify? Four Decades of Management Thinking”. June 2008.120-132 . December 2006.OR-12 OR-13 OR-14 OR-15 OR-16 OR-17 OR-18 OR-19 OR-20 OR-21 OR-22 OR-23 OR-24 OR-25 OR-26 OR-27 OR-28 OR-29 OR-30 OR-31 OR-32 OR-33 OR-34 OR-35 OR-36 OR-37 OR-38 OR-39 OR-40 OR-41 Lacobucci and Nordhielm.72-82 . Oct 2004. pp. Hill and Jones. Michael E Porter and Mark R Karmer.145-147 . Case 2 The Best-Laid Plans-Chrysler Hits the Wall. HBR Nov-Dec 2000. pp. pp. Hill and Jones. 1993. Case 3 Air Deccan: Unable to reach the Cruising Heights. Robert S. Hill and Jones.11-17.. M. Goold and Alexander. pp. .87-89 . and Kathleen. Robinson Jr.8-9 . . “Patching: Re-stitching Business Portfolios in Dynamic Markets”. pp. pp. Understanding Strategic Management. India Edition. 121-130. HBR. August. . 2008. July-August 2000. Case 15 Knowledge Management at Dyson. Tata McGrawHill. Understanding Strategic Management. Excerpted from the balance scorecard: Translating strategy into action. Case 12 Wal-Mart Lacks a Multi domestic Strategy. Strategic Management: Formulation. 2008. “A Strategy for Alliance”. 2009. “ Creative Benchmarking”.208-209 .103-108.. 2008. Raghunath. . 2008. S. HBR. pp. Vol 51. Implementation and Control. “ Blue Ocean Strategy”. Hill & Gareth R. January 1999. Essentials of Strategic Management.270-271 .Oxford.282-283 . Case 1 (Robin Hood): Pearce II. S.L. pp. Case 13 Ford has a new CEO and a New Global Structure. 2009. India Edition.Understanding Strategic Management. "Using the Balanced Scorecard as a Strategic Management System “. Martin and powers. 1996 .. . Neilson. Essentials of Strategic Management.Charles W. THE PITFALLS OF PARENTING MATURE COMPANIES. Strategic Management. “The Secrets to Successful Strategy Execution”.A. May-June 1999. . J. pp. pp. Gary Hamel. Porter. Anthony Henry . 2009. HBR. Cengage Learning Publication. “ Business Horizons. Goold.. pp. pp.150-161.. HBR. Case 7 Mobile Phones. Case 10 GE searches for right global structure.2008. M.672-673 .2-3 . 2008 pp. ..Oxford. Eisenhardt and Brown. pp.7-25. 2008. Compbell. Jones. Strahinich. 2002 . Chapter 1 Excerpted from – Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant. Understanding Strategic Management. J. Anthony Henry . RB and Mital. “ Corporate Strategy: The Quest for Parenting Advantage”..59-60 . “Creating Blue Oceans”.29-31 . . Case 8 The Automobile Industry. David P. pp.Understanding Strategic Management. Cengage Learning. “Joint Ventures: Does Termination means failure?”. pp. pp. pp. HBR. Management Review. Case 11 IKEA-The Global Retailer. 9th edition. Case 14 Reconfiguring the Value Chain. Chapter 12. pp. 2008 pp. Pearcy and Robbins. 2-13 .109-111 . Cengage Learning. Norton.1-9 . New Delhi. Cengage Learning. THE IMPORTANCE OF BEING STRATEGIC . Kim and Mauborgne. 2008. 10th Ed. pp. Anthony Henry . January-March. March-April 1995. Jones. pp. Cengage Learning. . The Academy of Management Executive. Manikutty. 1996. 1999. Charles W. pp. July1 -2007. Management Review. India Edition. Anthony Henry . March. Case 9 The Evaluation of Strategy at Procter & Gamble. “Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility”. S. L.5-11.. HBR. Hill & Gareth R. Essentials of Strategic Management. “Strategic Transformation as the Essential Last Step in the Process of Business Turnaround. Raghunath. Raghunath. Kim and Mauborgue. Cengage Learning. Anthony Henry . 1-15. Harvard Business Review.1-9 . Management Review. Harvard Business Review.L.. Kaplan and Norton. . pp.Oxford.Oxford. A.156-157 . “Moon Shots for Management”. “Alliance Management-The next Millennium Challenges?”. . Ghemawat Pankaj and Ghadar Fariborz. Harvard Blanace scorecard report. Feb 2009. HBR.Oxford. “Implementing a Balanced Scorecard Management Program”. pp. Kaplan.
Amit Kapoor.com/Finextra-downloads/featuredocs/hobu07. Third edition. Ethical Principles. Pearson Publication. pg 250-255 . Case 19 Merck-Medco. Vikas Publications. Demystify Strategy text and cases. Amit Kapoor. 2010.com/pre/downloads/BOS_QA. Case 5 Yahoo!. pg 179-180 . 2008.pdf Salient Features Blue Ocean Strategy How Businesses are using WEB 2.178-179 . India Edition. Third edition.Strategic Management. Cengage Learning. Case 23 Nike's Business Level Strategies.finextra. Charles W. Cengage Learning. Case 25 Eli-Lilly. Understanding Strategic Management. 12th edition. pg487-488 . Hill and Jones. Vikas Publications.Oxford. Tata Mc Graw-Hill Publication. Essentials of Strategic Management. Essentials of Strategic Management. Demystify Strategy text and cases. Case 20 Using Cooperative Strategies at IBM. Cengage Learning. pg 236-238 . India Edition. Cengage Learning Publication. India Edition. pg 512-514 . pg 108-1092 . Case 4 Google's Mission.0 . 2010. Hill and Jones. Vikas Publications. Essentials of Strategic Management. 2010. 2010. Case 29 Starbucks. Wheelen & Hunger. Case 33 Strategic Evaluation and Control at Apollo Hospitals Network. 2009.doc http://www. 2009. 2009. and Involvement in China--Essentials of Strategic Management. pg 184-186 . India Edition. Manikutty. Hill and Jones. pg 89-92 . Cengage Learning. 9th edition. Case 6 The Pharmaceutical Industry. Strategic Management. Anthony Henry . pg 133-134 . Case 22 United Technologies has an ACE in its Pocket.OR-42 OR-43 OR-44 OR-45 OR-46 OR-47 OR-48 OR-49 OR-50 OR-51 OR-52 OR-53 OR-54 OR-55 OR-56 OR-57 OR-58 OR-59 OR-60 OR-61 OR-62 Case 16 Boeing Bets the Company. Amit Kapoor.Oxford. Case 18 Arauco: Chillean Forestry Company. Tata McGraw-Hill publication.Essentials of Strategic Management. Amit Kapoor. Robinson and Mital. 9th edition. 2010. pg 199-201 . pg 259-261 . Strategic Management. Case 30 A peep into functional and operational implementation at KRIBHCO. Case 31 CISCO's Evolution of Strategy and Structure. Case 27 Samsung. 2010. pg 55-56 . Understanding Strategic Management. Concepts in Strategic Management and Business Policy. Strategic management and business policy. Hill and Jones. Anthony Henry . Tata McGraw-Hill publication. Relevant Websites Sr No RW-1 RW-2 (Web address) (only if relevant to the course) www. 2009. Demystify Strategy text and cases. Amit Kapoor. Manikutty. Demystify Strategy text and cases. Hill & Gareth R. Cengage Learning Publication. pg 208-210 . Strategic management and business policy. India Edition. Vikas Publications. Hill and Jones. Demystify Strategy text and cases. Case 17 3M's Rising Star. Cengage Learning. Third edition. pg 79-80 . Demystify Strategy text and cases. pg 198-200 . Case 24 Kraft Foods. pp. pg 256 . Cengage Learning. Jones. 2008. 2008 pg 144-145 . Case 26 Zara. pg 246-249 . Azhar Kazmi. Vikas Publications. pg 480-481 . 10th edition. Vikas Publications.L. Case 28 Verizon Wireless. Azhar Kazmi.blueoceanstrategy. Case 32 Exercising strategic and operational control at iGATE Global solutions. Case 21 Sony Ericsson. 2009. pg 206 . Strategic management and business policy. Tata McGraw-Hill publication. Amit Kapoor.
Corporate Strategy.Introduction to Strategic Management.com/watch?v=FCPUUfcqtTk http://www.in/ LTP week distribution: (LTP Weeks) Weeks before MTE Weeks After MTE Spill Over 7 6 2 Detailed Plan For Lectures .htm Salient Features Video lectures on . Functional Strategy.learnerstv.youtube.com/watch?v=2GtgSkmDnbQ http://www.moneycontrol. Strategic Choice . Value Chain Analysis.Audio Visual Aids Sr No AV-1 (AV aids) (only if relevant to the course) http://www. Concept of Corporate Strategy. Strategy Implementation and case studies on strategy Stategic planning process Innovation at google Porter`s Five Forces Analysis Jugaad-The Indian Way of Doing Business Hundreds of videos on contemporary business events and strategic analysis of major events and recordings of all the programs shown on CNBC TV18 AV-2 AV-3 AV-4 AV-5 AV-6 AV-7 http://www. Strategy Implementation. Environmental Scanning & Industry Analysis.youtube. Business Strategy.html http://www.com/Free-Management-Video-lectures-ltv607-Page1.iinteract. graduate and executive level business courses. Marketplace simulations deliver a realistic hands-on learning experience.youtube.com/tv/ Software/Equipments/Databases Sr No SW-1 (S/E/D) (only if relevant to the course) http://marketplace-simulation. The synthesis of External Factors & External Factors Analysis Summary (EFAS).com/video/business/jugaad-the-indian-waydoingbusiness_476299.com/watch?v=2FzYhdS4pqM http://www. Evaluation and Control Video Lectures on Competitive Advantage.com/ Salient Features Marketplace® simulations are a family of business simulations for undergraduate. Internal Corporate Analysis & Impact Matrix.moneycontrol. 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. The simulations are designed to fit both the distance learning and the classroom format.com/Free-Management-Video-lectures-ltv316-Page1.learnerstv. SW-2 http://www. Used by over 300 business schools and 180 corporations in 35 countries worldwide.htm http://www.
Identifying the components of Mission Statement Evaluate Mission Statements of different organizations Understanding by the student of the benefits and risks involved in Strategic Management Ablility to make the Strategic Management Model Ability to write Good Vision Statement Ability to mention all the nine components of a Good Mission Statements Ability to write good Mission Statements Case Study Case Study Lecture 2 Introduction to Strategic Management(Dimensions.Week Number Lecture Number Broad Topic(Sub Topic) Chapters/Sections of Text/reference books Other Readings. and Components) Strategy formulation(Business Mission-Importance. Characteristics. Audio Visual Aids. software and Virtual Labs OR-1 OR-30 Learning Outcomes Pedagogical Tool Demonstration/ Case Study / Images / animation / ppt etc. Benefits and Risks) Introduction to Strategic Management(The strategic management process) Strategy formulation(Business Vision-Importance. Planned Week 1 Lecture 1 Introduction to Strategic Management(Nature of Strategic Management) T-1:Chapter 1 R-1:Chapter 1 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 Describe the benefits of GOod Strategic Management Describe the Strategic Management Process Describe the role of Vision in Strategic Management Describe the role of Mission in Strategic Management. Lecture Description Relevant Websites. and Components) T-1:Chapter 1 R-1:Chapter 1 OR-31 Lecture 3 T-1:Chapter 1 R-1:Chapter 1 T-1:Chapter 2 R-1:Chapter 2 T-1:Chapter2 R-1:Chapter2 OR-32 Case Study Lecture 4 OR-4 Week 2 Lecture 5 OR-3 Lecture 6 Strategy formulation(Evaluating Mission statements) The External Assessment(Porters five Force Analysis) T-1:Chapter 2 R-1:Chapter 2 T-1:Chapter 3 R-1:Chapter 4 OR-61 Lecture 7 OR-5 OR-6 OR-56 OR-57 OR-33 Describe how to conduct Ability to do the Five the Porters Five Forces Forces Analysis Analysis. Describing various modes of entry in global market Ability to make EFE matrix Ability to make the Global Orientations Grid and place any firm in the correct place Case Study Week 3 Lecture 10 R-1:Chapter 5 OR-7 OR-35 OR-36 Case Study Lecture 11 The External Assessment (Complexity of Global Environment) R-1:Chapter 5 OR-8 OR-37 OR-38 Describe the various Student should issues involved in going understand the control global problems faced by the global firms Case Study . PESTEL Case Study Lecture 8 The External Assessment(Industry and Competitive Analysis--EFE matrix) The External Assessment(The Global Environment-Development of a Global Corporation) T-1:Chapter 3 Explain how to develop an EFE Matrix Explain the advantages and disadvatanges of entering global markets. Characteristics.
Market Development and Product Development .Intensive) T-1:Chapter 5 R-1:Chapter 7 Describe the Intensive Grand Strategies like Market Penetration.Week 3 Lecture 12 Lecture 9 The Internal Assessment(SWOT analysis) The External Assessment(Industry and Competitive Analysis-CPM Matrix) The Internal Assessment(Strategy and Culture) R-1:Chapter 6 T-1:Chapter 3 OR-34 Describe the SWOT analysis Ability to conduct SWOT analysis Case Study Explain how to develop a Ability to make CPM Competitive Profile matrix Matrix Explain how to integrate Student should Strategy and Culture appreciate the connection between Strategy and Culture Exlplain the Value Chain Ability to do VCA Analysis analysis Discuss the RBV in Strategic Managment Week 4 Lecture 13 T-1:Chapter 4 OR-39 Case Study Lecture 14 The Internal Assessment(Value Chain Analysis) The Internal Assessment(Resource Based view of the Firm) T-1:Chapter 4 R-1:Chapter 6 T-1:Chapter 4 R-1:Chapter 6 OR-40 Case Study Lecture 15 OR-11 OR-41 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 Ability to do benchmarking in all functional areas for a Dummy Firm Case Study Lecture 16 The Internal Assessment (Benchmarking) T-1:Chapter 4 R-1:Chapter 6 OR-12 Explain Benchmarking as a Strategic Managment Tool Week 5 Lecture 17 Lecture 18 The Internal Assessment(IFE Matrix) Strategies in Action(Long Term Objectives) T-1:Chapter 4 T-1:Chapter 5 R-1:Chapter 7 OR-42 OR-59 Explain how to develop a Ability to make IFE IFE Matrix Matrix Discuss the Value of establishing long term objectives Discuss the Balanced ScoreCard Student should be able Case Study to name companies who have defined longterm objectives Ability to make the Balanced Scorecard Lecture 19 Strategies in Action(Balanced Score Card) T-1:Chapter 5 R-1:Chapter 7 OR-13 OR-14 OR-15 OR-58 Lecture 20 Strategies in Action(Grand Strategies.Integrative) T-1:Chapter 5 R-1:Chapter 7 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 Ability to make out from the news what type of Grand Strategy it is that the company in the news has adopted Case Study Week 6 Lecture 21 Strategies in Action(Grand Strategies.
Exlplaining in detail about he Means of Achieving Strategies like Cooperation.IFE AND CPM) Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Matching Stage.Patching Approach) R-1:Chapter 9 OR-24 Describe the Patching Approach MID-TERM Week 8 Lecture 29 Strategy Analysis and Choice(A Comprehensive StrategyFormulation Framework: The Input Stage inlcuding EFE. Joint Venture or Partnering. Outsourcing Ability to make out 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) T-1:Chapter 5 R-1:Chapter 7 OR-17 OR-18 OR-19 OR-20 OR-21 OR-43 OR-44 OR-45 Case Study Lecture 24 Strategies in Action(Porters Generic Strategies-Cost) T-1:Chapter 5 R-1:Chapter 7 OR-47 OR-48 OR-60 OR-48 OR-49 Describe the Porters Ability to make out Case Study Generic Strategy of Cost what type of Generic Strategy the company is adopting Describe the Porters Generic Strategy of Differentiation Describe the Porters Generic Strategy of Focus Describe the Parenting Approach Ability to make out Case Study what type of Generic Strategy the company is adopting Ability to make out Case Study what type of Generic Strategy the company is adopting Student should appreciate the Improtance of Parenting Approach Student should appreciate the importance of Parenting Approach Strategies in Action(Porters Generic Strategies-Differentiation) T-1:Chapter 5 R-1:Chapter 7 Week 7 Lecture 26 Strategies in Action(Porters Generic Strategies-Focus) T-1:Chapter 5 R-1:Chapter 7 OR-50 Lecture 27 Strategies in Action(Multibusiness Strategy. Merger and Acquisitons.SWOT) T-1:Chapter 6 Describing the complete Student should Strategy Formulation appreciate the Stage importance of the tools like EFE. IFE and CPM Describe the SWOT and Ability to make TOWS TOWS matrix matrix Lecture 30 T-1:Chapter 6 . Divestiture and Liquidation.Week 6 Lecture 22 Strategies in Action(Grand Strategies.Parenting Approach) R-1:Chapter 9 OR-22 OR-23 Lecture 28 Strategies in Action(Multibusiness Strategy.Diversification) T-1:Chapter 5 R-1:Chapter 7 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 Describe the Defensive Strategies like Retrenchment.
Importance of ESOP.IE matrix) Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Matching Stage. Management Issues Importance of objectives and policies.Importance of Structure.SPACE matrix) Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Matching Stage.BCG matrix) Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Matching Stage. Restructuring and Reengineering. Benefits of Performace linked PAY.Week 8 Lecture 31 Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Matching Stage. How to modify culture ti support new strategies Explain the various Operations Issues like relationship between operation and strategy implementation Student should be able to appreciate the Operations Issues Case Study Lecture 39 Strategy Implementation Issues (Operations Issues) T-1:Chapter 7 OR-53 Strategy Implementation Issues (MIS Issues) T-1:Chapter 8 Describe how MIS can Student should be able determine the success of to appreciate the MIS strategy implementation Issues efforts .Grans Strategy matrix) Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Desicion Stage.QSPM matrix) Developing Competitive Advantage(Developing Core Competencies) Developing Competitive Advantage(Developing Competitive Advantage) Strategy Implementation Issues (Management Issues) T-1:Chapter 6 Describe the SPACE matrix Abilityto make SPACE matrix Lecture 32 T-1:Chapter 6 Describe the BCG matrix Ability to make BCG matrix Week 9 Lecture 33 T-1:Chapter 6 Describe the IE matrix Ability to make IE matrix Lecture 34 T-1:Chapter 6 Describe the Grand Strategy Matrix Abilityto make the Grand Strategy Matrix Lecture 35 T-1:Chapter 6 OR-25 Describe the QSPM matrix Ability to make QSPM Matrix Lecture 36 R-1:Chapter 8 OR-51 Explain in detail the termCore Competency Explain in detail the competititive advantage Ability to differentiate between Competency and Advantage Ability to differentiate between Competency and Advantage Case Study Week 10 Lecture 37 R-1:Chapter 8 OR-52 Case Study Lecture 38 T-1:Chapter 7 OR-9 OR-10 Explain Why Student should be able Implementation is more to appreciate the difficultthan formulation.
Evaluation and Control(RUMELT's criteria) T-1:Chapter 9 OR-54 Case Study Lecture 47 Strategy Review. Taking Corrective Actions . Evaluation and Control(Nature of Strategy Evaluation) T-1:Chapter 8 T-1:Chapter 8 Week 12 Lecture 46 T-1:Chapter 9 R-1:Chapter 13 Describing the nature of Student should be able Strategy Evaluation to identify need to monitor and review Strategic Management continously Describing the RUMELTs Criteria Student should understand the four facets of RUMELTs criteria Strategy Review. Explain Finance Issues importance of Projected Financial Statement Analysis Describe how MIS can Student should be able determine the success of to appreciate the MIS strategy implementation Issues efforts Describe how MIS can Student should be able determine the success of to appreciate the MIS strategy implementation Issues efforts Discuss the nature and role of RandD Explain the various HR issues OR-62 Student should be able to appreciate the Rand DIssues Student should be able to appreciate the HR Issues Case Study Week 11 Lecture 41 Strategy Implementation Issues (MIS Issues) T-1:Chapter 8 Strategy Implementation Issues (Marketing issues) T-1:Chapter 8 Lecture 42 Strategy Implementation Issues (Finance Issues) T-1:Chapter 8 Strategy Implementation Issues (MIS Issues) T-1:Chapter 8 Lecture 43 Strategy Implementation Issues (MIS Issues) T-1:Chapter 8 Strategy Implementation Issues (R&D issues) Lecture 44 Strategy Implementation Issues (HR Issues) Strategy Review.Week 10 Lecture 40 Strategy Implementation Issues (MIS Issues) T-1:Chapter 8 Describe how MIS can Student should be able determine the success of to appreciate the MIS strategy implementation Issues efforts Describe how MIS can Student should be able determine the success of to appreciate the MIS strategy implementation Issues efforts Explain theMarket Student should be able Segmentation and to appreciate the Product Positioning as Marketing Issues Strategy Implementation Tools Describe procedure for Student should be able determining the worth of to appreciate the a Business. 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.
Evaluation and Control(Contingency Planning) T-1:Chapter 9 Describe the Characteristics of Effective Evaluation System Student should know what should be done to make the evalutation system effective Week 13 Lecture 49 T-1:Chapter 9 Describe the role of Student should be able Contingency Planning in to understanding the Strategic Management importance of Contingency Planning OR-27 Describe how Strategic Management is Science as well as an art Explain how in a firm the information can be kept visible or Hidden Explain both the approaches Student should be able to appreciate that it is both Analytical and Judgemental Student should be able to answer to what extent the information should be VISIBLE Student should know the reason behind the popularity of Bottom Up approach Lecture 50 Twenty First Century Challenges in Strategic Management(Art or Science) Twenty First Century Challenges in Strategic Management(Visible or hidden issue) Twenty First Century Challenges in Strategic Management(TopDown or Bottom up) T-1:Chapter 9 Lecture 51 T-1:Chapter 9 Lecture 52 T-1:Chapter 9 SPILL OVER Week 14 Lecture 53 OR-28 OR-29 RW-1 Blue Ocean Strategy The student should be able to appreciate the learning that through Blue Ocean Strategy many company JUST byepass the competition Student should feel enlightened by knowing how the businesses are reaping benefits from using the WEB Lecture 54 RW-2 How the Businesses are using WEB 2 Lecture 55 Social Media Marketing Student should be able Handouts Strategy to appreciate how companies are adopting Social media tools Workplace Spirituality and Transformational Leadership Student should Handouts appreciate how the Transformational leadership has evolved from a dormant concept to subject of much recent research Lecture 56 Scheme for CA: .Week 12 Lecture 48 Strategy Review. Evaluation and Control(Characteristics of an effective evaluation system) Strategy Review.
15 marks for Practical File for QSPM. They will be required to analyse the case and submit the power point presentaion to the instructor by the given date. 10 marks for submission. The group presentations will be held in the tutorials. 10 for handling queries Test of 30 marks Homework 2 To test conceptual QUIZ-Test based on lectures in the first 6 weeks will be understanding of the conducted in lecture 25 student To test conceptual Test will be designed on the basis of Practical file maintained by understanding of the the students for Quantitative Strategy Planning Framework student including .problem solving test.Component Homework Frequency 2 Out Of 3 Total :- Each Marks Total Marks 10 10 20 20 Details of Academic Task(s) AT No. Lecture Topic Type of pedagogical tool(s) planned (case analysis. 10 for presentation. BCG. EFE. SPACE. 15 marks for Test based on Submission 1 / 12 Plan for Tutorial: (Please do not use these time slots for syllabus coverage) Tutorial No.role play. SWOT.business game etc) Tutorial 1 Tutorial 2 Tutorial 3 Tutorial 4 Tutorial 5 Tutorial 6 Tutorial 7 Video of "Art of War" Division of the Class into Groups and Submission of Topics for Presentations Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Revision Video for Strategy Topics given Case analysis Case analysis Case analysis Case analysis Case analysis After Mid-Term Tutorial 8 Tutorial 9 Class Presentations by the students Class Presentations by the students Case analysis Case analysis . The test will be conducted in Lecture 45 Individual 6/7 Homework 3 Individual Test of 30 marks.IFE. IE and QSPM Matrices. Objective Topic of the Academic Task Nature of Academic Task (group/individuals/field work Group Evaluation Mode Allottment / submission Week 2/3 Homework 1 Training in Case Analysis Group of students (4-5 in each group) will be assigned one comprehensive case each.
Tutorial 10 Tutorial 11 Tutorial 12 Tutorial 13 Class Presentations by the students Class Presentations by the students Class Presentations by the students Revision Case analysis Case analysis Case analysis Case analysis .
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