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Faculty of Business Administration Course Outlines

Eastern University

MGT-503: Strategic Management

Instructor: Group Captain (Retd) Dr Md Shafiullah, psc


Semester: Summer 2013
Office: Room # 310 Tel: 9677523 Ext: 303 (Reg) (Exe) Class Meet pm (Reg+Exe) : Tuesday Class Time: 6:30 to 9:15 Semester Duration: 24 May 2013- 20 August 2013 Classes Meet: Friday: Class Time: 3:30 to 6:20 pm Classes Meet: Sunday: Class Time: 6:30 to 9:15 pm

Office Hours and Contact Policy : Office hour: Friday, Saturday and Wednesday:
4:00 to 5:00 Pm. Besides, any student of the course can talk to me at any time of the day over my mobile number: 01715004811 or fix up a time over the mobile phone to meet me whenever I am in the University. Course students can knock my door at any time during the office hour given above. My E-Mail is: Shafiullahgc@yahoo.com where students can send messages and reply will be given in due time.

Introduction
Strategic Management is a capstone, integrative course for graduating business students. This is an exciting challenging course that focuses on how firms formulate, implement, and evaluate strategies. Strategic Management concepts and techniques are studied. Students use all the knowledge acquired from prior business courses, coupled with new strategic-management techniques learned, to chart the future direction of different organizations. The major responsibility of students in this course is to make objective strategic decisions and to justify them through oral and written communication. I have attempted to design this course taking the following consideration: Discuss a reasonable comprehensive description of various strategic management concepts, tools and techniques that are useful in understanding Strategic Management through experiential exercises & case analysis & apply the strategic management techniques in making objective strategic decisions. .

Overall Course Objectives:


Strategic Management focuses on organization as a whole and its transactions with its environment. This course being a capstone course integrates functional courses such as marketing, accounting, finance, management, production/ operations management, information system and economics to achieve overall goals which are: * To develop a framework of analysis to enable students to identify central issues and problem in complex, comprehensive case; to suggest alternative course of action; and present well supported recommendations for future action. * To develop conceptual skills so that students are able to integrate previously learned aspects of corporations. * To develop skills to analyze and evaluate, both qualitatively and quantitatively, the performance of people responsible for strategic decisions

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* To bridge the gap between theory and practice by developing an understanding of when and how to apply the concepts and techniques learned in earlier courses in marketing, accounting, finance, management, production and information systems. * To develop a better understanding of the present and future environments in which corporations must function. * To develop analytical and decision making skills for dealing with complex conceptual problems in an ethical manner.

Expected outcomes of the Course:


At the end of the course, the students will be able to: * Scan the external environment of any organization and identify the key aspects environmental factors having an impact on the performance of the overall industry and the company being analyzed by using Michael Porters Framework evaluate the overall attractiveness of the industry. * Identify the various strategic groups operating within the industry. * Identify the drivers of change for the industry. * Identify the key success factors for a given industry and evaluate the performance of the major players in the industry on these factors. * Identify the opportunities and threats posed by the environment for a given company

Target Groups The Course is meant for MBA (Reg+Exe) students who are expected to develop effective management skill and aptitude to become formidable executives in the respective service arena. Teaching Learning Methods Class lectures will be presented by using multi-media and PowerPoint presentations. Key topic headings would be shown in the display and explanations will be given. Participative discussion techniques will be encouraged. Case studies would be given to develop a better understanding of effective communication skills amongst the students. Films, exercises, class presentation etc would be used to inflict proper understanding of the useful and fruitful communication.

Text books: (2)

(1)

Johnson G & Scholes K (2001) Exploring Corporate Pearce and Robinson; Strategic
th

Strategy Text and Cases, 6th ed., Prentice Hall, London. Management, Formulation, Implementation and Control, 6 Hill, USA/ India References: a.
Management and Organizational Behavior, 10 th edition, by SchermerhornUSA/Australia; Management, McGraw Hill /wiley publishers, New Delhi/

edition, McGraw

b. Fundamentals of Management and Organization, essential concepts and


Applications by Stephen P. Robbins & David A. Decenzo. 10 th edition, wiley publishers.

Note: every student is advised to have the books as a reading material to develop a
thorough understanding of the lectures on Management and Organization.

Evaluation Method:
The performance of the students will be continuously evaluated by using the methods shown below:
Class

presentatio

Class

Mid-

Term

Final

Total

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Attendanc e

n/ participatio n 5

test or Quiz 10

term

paper/ Assignmen t 10

Exam

Marks

30

40

100

a. Case Assignment: Students will be given one case assignment once in a month
which is to be read thoroughly at home and discuss it in groups for class presentation.

b. Class Participation: Attendance in the classes and participation in the class


discussions, workshops, visits, class presentation etc is compulsory for all students and students will be graded basing on these activities. A student remaining absent in the class must apply to course teacher showing reasons with evidence which will help him attain the marks or sit for the make up exams he/she missed.

c.

Examinations. The examinations may consist of multiple choice,

true/false, and essay questions which measure the ability to know and apply principles of good management. d. Class Test/Quiz: It will be held based on the topics covered by the 5th week of
the semester. Duration may be 45 minutes to one hour.

e. Mid-Term Exam: This will include the topics/chapters covered by the 6 th week of
the semester. The duration will be one & half an hour.

f. Final Exam.

The final exam is comprehensive or it may be taken from the

topics covered after the mid-Term depending on the situation for a duration of 2 hrs.

g. Project report: In the 4th week of the course, each group of 3 students will
identify a suitable topic on Principles of Management and present it in the class for discussion. Grading Policy Numerical scores earned in each items of evaluation mentioned above will be cumulated and final grades will be assigned as per the University rules. Please refer to the MBA prospectus for grading scale.

Grading System
Numerical Score 80 and above 75 to 79 70 to 74 65 to 69 60 to 64 55 to 59 50 to 54 45 to 49 40 to 44 Below 40 GPA 4.0 3.75 3.5 3.25 3.0 2.75 2.50 2.25 2.0 0.0 Letter Grade A+ A AB+ B BC+ C D F

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Incomplete Basic rules of the course

a. Course Calendar: The topics, schedules, sequence and chapter reference may change. Students are advised to know the changes from notice board or from the MBA office executives. b. Attendance: Students are advised to read the attendance rules of the university. The rules will be strictly followed. c. Make up of tests/exams/assignments etc: Students are advised to read the relevant rules of the university. The rules will be strictly followed. d. Due dates of submission of Report/ assignments: The due dates will be announced in the class and all students are advised to know the date and submit the reports/assignments etc within the datelines. Each day delay will be penalized by one point even if it is a holiday. e. Unfair means: Students are advised to read the relevant rules on the unfair- means of the university. The rules will be strictly followed. f. Grievance: If any grievance is there regarding the course, student is advised to write it in the monthly feedback.

Tentative Course Schedules:


Class #

Date/day 24/5/13(Exe) Friday 26-5-13(Reg) Sunday 28\5\13(Reg+Ex e) Tuesday 31/5/13(Exe) Friday 2-5-13(Reg) Sunday

Topics e Chapter 1: The Strategic Management Process a. Overview b. Strategic Planning c. Strategic Managers d. Strategic Leadership e. Strategy as an Emergent Process Chapter 1: The Strategic Management Process a. Stakeholders b. The Mission Statement c. Corporate Governance and Strategy d. Improving Strategic Decision Making Chapter 2: Stakeholders and the Corporate Mission 1. Strategy as a quest for value 2. Strategy and Ethics 3. The shareholder value approach Chapter 2: Stakeholders and the Corporate Mission 1. The shareholder value and strategy formulation 2. Mission and values Chapter 3: External Analysis: The Identification of Industry Opportunities and Threats The objectives of industry analysis Five Forces Model Strategic Groups Within Industries Limitations of the Five Forces & Strategic Group Models Chapter 3: External Analysis: The Identification of Industry Opportunities and Threats Competitive Changes During Industry Revolution Globalization and Industry Structure The National State and Competitive Advantage

Lecture/slid

There be classes

will 13 on

Power Point .

4\6\13(Reg+Exe) Tuesday 7/6/13(Exe) Friday

9-6-13(Reg) Sunday 11\6\13(Reg+Ex e) Tuesday

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14/6/13(Exe) Friday 16-6-13(Reg) Sunday 18\6\13(Reg+Ex e) Tuesday

Chapter 4: Internal Analysis: Resources, Capabilities, Competencies, and Competitive Advantage 1. Competitive Advantage 2. Generic Building Blocks of Competitive Advantage 3. Business Functions and the Value Chain 4. Distinctive Competencies, Resources, and Capabilities Chapter 4: Internal Analysis: Resources, Capabilities, Competencies, and Competitive Advantage Durability of Competitive Advantage o Why Do Companies Fail? o Avoiding Failure and Sustaining Competitive Advantage

21/6/13(Exe) Friday 5 23-6-13(Reg) Sunday 25\6\13(Reg+Ex e) Tuesday

Class Test / Quiz On the lessons taught up to 6th lecture

Chapter 5: Building Competitive Advantage Through Functional Level Strategy Achieving Superior Efficiency Achieving Superior Quality Achieving Superior Innovation Chapter 5 Building Competitive Advantage Through Functional Level Strategy Achieving Superior Customer Responsiveness Functional level Management systems Chapter 6: Business-Level Strategy What Is Business-Level Strategy? Choosing a Generic Business-Level Strategy Chapter 6: Business-Level Strategy

28/6/13(Exe) Friday 6 30-6-13(Reg) Sunday 2\7\13(Reg+Exe) Tuesday 5/7/13(Exe) Friday 7 7-7-13(Reg) Sunday 9\7\13(Reg+Exe) Tuesday

Strategic Groups and Business-Level Strategy Choosing an Investment Strategy at the Business Level

Mid -term Exam on lessons taught up to ch-6


Chapter 7: Competitive Strategy and the Industry Environment Strategy in Fragmented Industries Strategy in Embryonic and Growth Industries Strategy in Mature Industries

12/7/13(Exe) Friday 8 14-7-13(Reg) Sunday 16\7\13(Reg+Ex e) Tuesday

Strategies to Deter Entry in Mature Markets Chapter 7: Competitive Strategy and the Industry Environment Strategies to Manage Rivalry in Mature Industries Supply and Distribution in Mature Industries Strategy in Declining Industries Chapter 8: Strategy in the Global Environment Profiting From Global Expansion

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19/7/13(Exe) Friday 9 21-7-13(Reg) Sunday 23\7\13(Reg+Ex e) Tuesday

Pressures for Cost Reductions and Local Responsiveness Strategic Choice Chapter 8: Strategy in the Global Environment The Choice of Entry Mode Global Strategic Alliances Making Strategic Alliances Work Chapter 9: Corporate Strategy -- Vertical Integration, Diversification, and Strategic Alliances Concentration on a Single Business Vertical Integration Alternatives to Vertical Integration: Cooperative Relationships and Strategic Outsourcing Chapter 9: Corporate Strategy -- Vertical Integration, Diversification, and Strategic Alliances . Diversification . Strategic Alliances as an Alternative to Diversification Chapter 10: Corporate Development Reviewing the Corporate Portfolio Internal New Venturing Acquisitions as an Entry Strategy Chapter 10: Corporate Development Joint Ventures as an Entry Strategy Restructuring Turnaround Strategy Chapter 11: Designing Organizational Structure The Role of Organizational Structure Vertical Differentiation Chapter Structure . . Horizontal Differentiation Integration and Integrating Mechanisms Designing Strategic Control 11: Designing Organizational

26/7/13(Exe) Friday 10 28-7-13(Reg) Sunday 30\7\13(Reg+Ex e) Tuesday

2/8/13(Exe) Friday 11 4-8-13(Reg) Sunday 6\8\13(Reg+Exe) Tuesday

9/8/13(Exe) Friday 12 11-8-13(Reg) Sunday 13\8\13(Reg+Ex e) Tuesday

Chapter 12: 16/8/13(Exe) Friday 13 18-8-13(Reg) Sunday 20\8\13(Reg+Ex e) Tuesday 23/8/13 Friday 25-4-13 Sunday 27\8\13 Tuesday Systems .

What Is Strategic Control?

. Strategic Control Systems Chapter 12: Designing Strategic Control Systems . . Organizational Culture Strategic Reward Systems Final Exam for Exe group Final Exam for Reg group Final Exam for (Reg+Exe) group

Makeup Exam: Makeup exams are given only for excused absences or if the student has obtained the instructor's prior approval. If you miss an exam with a non-excused absence, you will receive a zero for the exam. The university defines the following as excused absences: illness of the student or death of a

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member of the student's immediate family; University sponsored trips; or major religious holidays. In each foreseen case, written verification will be required at least one week before the scheduled exam and permission to miss an exam must be secured before the scheduled exam time unless the cause of the absence is unforeseen. IF YOU MISS AN EXAM FOR AN UNFORESEEN REASON, YOU SHOULD CONTACT ME AS SOON AS YOU ARE PHYSICALLY ABLE TO PICK UP THE PHONE AND CALL ME. The makeup exam will be held at one time during the week following the regularly scheduled exam time. While the difficulty level will not differ from the regular exam, the format of the makeup exam will be primarily essays to expedite administering and returning the exam. Cheating: Cheating and plagiarism are not tolerated in the Eastern University. Anyone caught cheating will be penalized severely. The full penalty will be determined in consultation with the Chair of the Accounting and Finance. The minimum academic penalty is an "F" for the course and filing of a cheating report to the university (Read the Policy on students).

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