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Lovely Professional University, Punjab: Format For Instruction Plan (For Courses With Lectures and Tutorials)
Lovely Professional University, Punjab: Format For Instruction Plan (For Courses With Lectures and Tutorials)
Format For Instruction Plan [for Courses with Lectures and Tutorials ]
TextBook
1. Pearce II, J.A., Robinson Jr., RB and Mital, A., Strategic Management: Formulation, Implementation and Control, 10th Ed., Tata McGraw-Hill,
New Delhi, 2008
Other Readings
Sr. No. Jouranls atricles as compulsary readings (specific articles, Complete reference)
6 Clayton M Christensen and Michael E Raynor, “Managing the Strategy Development Process” Chapter 8,Excerpted from- The Innovator’s Solution: Creating and
Sustaining Successful Growth.
7 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’
8 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’
9 Collins and Porras, “ Building Your Company’s Vision”, HBR, Sept-Oct 1996, pp.65-77
10 Johnson, Christensen and Kagermann,” Reinventing Your Business Model”, HBR, December 2008, pp.2-10
11 Michael, E. Porter, “The Five Competitive forces that shape Strategy”, Harvard Business Review, January, 2008, pp.78-97
12 Micheal E Porter, “ From Competitive Advantage to Corporate Strategy”, HBR, May-June 1987, pp.2-21
13 Yip, G.S., “Global Strategy: In World of Nations”, Sloan Management Review, Fall 1989, pp. 29-41.
15 Robert M Grant, “Resource Based Theory of Competitive Advantage: Implications- For Strategy Formulation”, CMR, Vol. 33, No.3, 1991, pp.114-135
17 Robert S Kaplan,” The Limits of Benchmarking”, HBSP Insight, Experience and Ideas for Strategy Focused Organisations.
18 Jerker Densell, “Selection Bias and the Perils of Benchmarking,” HBR, April 2005, pp 1-6.
19 Kaplan and Norton, “Implementing a Balanced Scorecard Management Program”, Chapter 12, Excerpted from the balance scorecard: Translating strategy into
action.
20 Goold, M. and Kathleen, L., “Why Diversify? Four Decades of Management Thinking”, The Academy of Management Executive, August, 1993, pp.7-25.
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.
22 Raghunath, S., “A Strategy for Alliance”, Management Review, January-March, 1996, pp.5-11.
23 Raghunath, S., “Alliance Management-The next Millennium Challenges?”, Management Review, March, 1999, pp.103-108.
24 Raghunath, S., “Joint Ventures: Does Termination means failure?”, Management Review, January 1999, pp.11-17.
25 Compbell, Goold and Alexander, “ Corporate Strategy: The Quest for Parenting Advantage”, HBR, March-April 1995, pp.120-132
26 Eisenhardt and Brown, “Patching: Re-stitching Business Portfolios in Dynamic Markets”, HBR, May-June 1999, pp.72-82
27 Neilson, Martin and powers, “The Secrets to Successful Strategy Execution”, HBR, June 2008, pp. 2-13
28 Michael C Mankins and Richard Steele, “Turning Great Strategy into Great Performance”, HBR, July-August 2005, pp.65-72
29 Gadish and Gilbert, “Transforming Corner-Office Strategy into Frontline Action”, HBR, May 2001, pp.2-10
31 Kim and Mauborgne, “How Strategy Shapes Structure”, HBR Sept 2009, pp. 2-10
32 Kaplan and Norton, “Why System not Structure is Way for Strategic Alignment: A Historical Perspective”, Harvard Business School Publishing
33 Paul Rogers and Marcia Blenco, “Who has the D? How Clear Decision Roles Enhance Organisational Performance”, HBR, Jan 2006, pp.2-10
34 Karen Christensen, “Leadership Lessons from Shakespeare”, Rotman Magazine, Spring 2009, pp.47-50
36 Kim and Mauborgue, “ Blue Ocean Strategy”, HBR, Oct 2004, pp.1-9
37 Kim and Mauborgne, “Creating Blue Oceans”, Chapter 1 Excerpted from – Blue Ocean Strategy: How to Create Uncontested Market Space and Make the
Competition Irrelevant.
38 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.
39 Gary Hamel, “Moon Shots for Management”, HBR, Feb 2009, pp.1-9
40 Ghemawat Pankaj and Ghadar Fariborz, “The Dubious Logic of Global Megamergers”, HBR, July-August 2000, pp. 65-72.
41 case 1 (Robin Hood): Pearce II, J.A., Robinson Jr., RB and Mital, A., Strategic Management: Formulation, Implementation and Control, 10th Ed., Tata
McGraw-Hill, New Delhi, 2008, pp.672-673.
42 case2 (Archies Vs Vintage- Are we in the business of Greeting): Pearce II, J.A., Robinson Jr., RB and Mital, A., Strategic Management: Formulation,
Implementation and Control,10th Ed., Tata McGrawHill
43 case3 (The Google Juggernaut): Hill Charles W L and Jones Gareth R, An Integrated Approach to Strategic Management,Indian Edition, 2008, pp. 535-551.
44 case4 (Cola Wars Continue: Coke and Pepsi in 2006):David B Yoffie, Harvard Business School, Case No: 9-706-447, Copyright : President and Fellows of Harvard
College.
45 case5(Gitanjali- A Gem in India’s Crown):Pearce II,J.A., Robinson Jr., RB and Mital, A.,Strategic Management:Formulation, Implementation and Control, 10th Ed.,
Tata McGrawHill,New Delhi,2008,pp.553-57
46 case6(Finland and Nokia: Creating the World’s Most Competitive Economy):Orjan Solvell and Michael E Porter,Harvard Business School,Case No:
9-702-427,Copyright:President and Fellows of HarvardCollege.
47 case7(Singhania and Partners):Preeti Goyal, ACRC Case No: HKU763, Copyright: Asia Case Research Centre, University of Hong Kong,
48 case8 (BHEL Concentrates): Kazmi, A., Strategic Management and Business Policy, 3rd Ed., Tata McGraw-Hill, New Delhi, 2008 pp. 167-168.
49 case9 (Suzlon Energy Ltd- Riding on the Wind):Mital, A., Cases in Strategic Management, Tata McGraw-Hill, New Delhi, 2008, PP. 125-145
50 case10 (Cyber Media- The Leadership Quest): Mital, A., Cases in Strategic Management, Tata McGraw-Hill, New Delhi, 2008, pp. 101-124
51 case11 (ASDA(A) Michael Beer and James Weber): Harvard Business School Case No: 9-498-005, , Copyright : President and Fellows of Harvard College.
52 case12 (United Breweries Ltd): Mital, A., Cases in Strategic Management, Tata McGraw-Hill, New Delhi, 2008, pp.176-193
53 case13 ( Gati Ltd) Pearce II, J.A., Robinson Jr., RB and Mital, A., Strategic Management: Formulation, Implementation and Control, 10th Ed., Tata McGraw-Hill,
New Delhi, 2008, pp.577-593.
54 case14( Rewrite Rules at Pantaloon):Mital, A., Cases in Strategic Management, Tata McGraw-Hill, New Delhi, 2008, pp. 146-158
56 case16 ( Victoria Heavy Equipment Ltd):Paul W Beamish and Thomas A Poynter, IVEY Case No: 908M37, Copyright: Richard Ivey School of Business, The
University of Western Ontario.
57 case17 (GE’s Two Decade Transformation): Jack Welsh’s Leadership Christopher A Bartlett and Meg Wozny, HBS Case No:9-390-150, Copyright : President
and Fellows of Harvard College.
58 case18 (Consultancy Development Organisation):Unnat Kohli, IVEY Case No: 908M34, Copyright: Richard Ivey School of Business, The University of Western
Ontario.
59 case19 (Bata India Ltd): Mital, A., Cases in Strategic Management, Tata McGraw-Hill, New Delhi, 2008, pp. 159-175
60 Case 20 (Transforming Education Transforming India -The Lovely Journey): Sandeep Vij, 13th Annual Convention of SMF, IIM Lucknow, Noida Campus, 27-29
May, 2010
61 case21 (GE's Growth Strategy- The Immelt Initiative): Christopher A Bartlett , HBS Case No:9-306-087, Copyright : President and Fellows of Harvard College.
Relevant Websites
Sr. No. Web adress (only if relevant to the courses) Salient Features
Week 3 Lecture 9 The External Assessment, Porters five Force Analysis. ->Reference :1,Ch4/1
->Reference :11,
Lecture 10 The External Assessment, Porters five Force Analysis. ->Reference :1,Ch4/1 case 4
->Reference :11,
Lecture 11 Industry and Competitive Analysis ->Reference :1,Ch4/1 Term Paper 1 Allocation
->Reference :12,
Lecture 12 The Global Environment: Development of a Global Corporation. ->Reference :1,Ch5/1 case 5
->Reference :13,
Week 4 Lecture 13 The Global Environment: Development of a Global Corporation. ->Reference :1,Ch5/1
->Reference :13,
Part 2
Week 4 Lecture 14 Complexity of Global Environment ->Reference :1,Ch5/1 HomeWork 1 case 6
->Reference :14, Submission
Week 5 Lecture 17 Resource Based View of the Firm. ->Reference :1,Ch6/1 case 7
->Reference :15,
Lecture 18 Benchmarking ->Reference :1,Ch6/1
->Reference :16,
->Reference :17,
->Reference :18,
Lecture 19 Long Term Objectives, The Balanced Scorecard ->Reference :1,Ch7/1
->Reference :19,
Lecture 20 Corporate Level Strategies: Concentration ->Reference :1,Ch7/1 case 8
->Reference :3,Ch 5
MID-TERM
Part 3
Lecture 31 Business Level Generic Strategies: Low Cost ->Reference :1,Ch8/1 case 14
Week 9 Lecture 33 Business Level strategies: Developing Core Competence & ->Reference :1,Ch8/1 HomeWork 3
Competitive Advantage Submission
Lecture 34 Multi Business Strategy: Portfolio Approaches: BCG Matrix ->Reference :1,Ch9/1
Lecture 35 Multi Business Strategy: Portfolio Approach: GE Nine Cell matrix. ->Reference :1,Ch9/1
Lecture 36 Multi Business Strategy: Parenting Approach. ->Reference :1,Ch9/1 HomeWork 4 Allocation
->Reference :25,
Week 13 Lecture 49 Balanced Scorecard as tool for Strategic Control ->Reference :35, Quiz 2
Lecture 52 Revision
Spill Over
Week 14 Lecture 53 7-S Framework, ->Reference :68,
Moon Shots for Management ->Reference :39,
Lecture 54 The Decade in Management Ideas, ->Reference :63, case 21
Transformational Leadership ->Reference :69,
Lecture 55 Innovation and Technology Strategy ->Reference :70,
Homework 3 4 15 45
Term Paper 1 25 25
Quiz 2 15 30
Total :- 100
* In ENG courses wherever the total exceeds 100, consider x best out of y components of CA, as explained in teacher's guide available on the UMS
Tutorial 6 Review of term paper check the progress of term paper individually
After Mid-Term
Tutorial 8 Case Presentation by Students (Based on HW2) Role play,Discussion
Tutorial 11 Case Presentation by Students (Based on HW2) & Review of term Role play,Discussion
paper