BPS - 1

MASTERS TECHONOLOGICAL INSTITUTE OF MINDANAO

COURSE SYLLABUS

Course Title : Business Policy and Strategies

Credit : Three (3) units

Prerequisite : Production and Operations Management
Principles of Marketing
Financial Management 1
Good Governance and Social Responsibility

Course Description: The aim of this course is to provide students with a broad overview of the
basic conceptsin strategic management. Students are exposed to a number
of frameworks and models tobetter understand and analyze the macro-
environment, the industry environment, and firmlevel resources. The end
goal is for the students to be able to think strategically, asopposed to only
having a functional orientation, and to formulate and to implementcreative
and innovative strategies that are conducive to the demands of the firm
and theenvironment in which it resides. Together with Management
Consultancy, this courseserves as an integrative course to be taken in the
last term/semester.

Course Outline:

1. General business policies
1.1. Origin of policies
1.2. Procedures and rules
1.3. Formulating and implementing policies
1.4. Integrating objectives, strategies and policies

2. Strategic management: an overview
2.1. Strategic management process
2.2. Defining the organization¶s purpose, mission and objectives
2.3. Selecting a strategy
2.4. Model of the strategic management process
2.5. Strategic management and planning: its purpose; methods used; theeffect of the external
environment on planning; understanding andmanaging risk
2.6. Distinguishing among corporate, strategic and functional levelstrategies
2.7. Forecasting the future for nations, industries, organizations and theworkforce for
changes, developments and opportunities

3. Strategy formulationPRETI
3.1. Identifying opportunities and threats from the external environment as they impact on
organization
3.1.1. The processes by which firms choose, maintain or redirect their strategic positions
within ever-changing external environments
3.1.2. Integrate business functions and identify the organization¶s position in relation
toto the outside environment
3.2. Industry and competitive analysis
3.3. Competitive advantage; its meaning in different national and international markets and
industries;
3.4. SWOT analysis: the process by which firms choose, maintain or redirect their strategic
positions within ever-changing external environments; integrating business functions
and identifying the organization¶s position in relation to the outside environment
3.5. Analyzing the internal environment and establishing long-range objectives
BPS - 2

3.6. Identifying strategic alternatives
3.7. Global strategy

4. Strategy evaluation and selection -BALT
4.1. The performance gap
4.2. Adjusting the current strategy; changing or adding new strategies
4.3. Strategy evaluation: Boston Consulting Group¶s Growth Share Matrix; planning grid;
life cycle approach; profit impact of market strategy;
4.4. Qualitative factors in the strategy
4.5. Strategic controls

5. Strategy Implementation -LANI
5.1. Communicating strategy
5.2. Strategy and structure
5.3. Organizational leadership
5.4. Strategy and motivational systems
5.5. Establishing short-range objectives
5.6. Developing functional strategies; marketing, financial, production/operation; human
resource and research and development strategies;
5.7. Role of accounting in setting and implementing management strategy

6. Organizations and technology -GYKHU
6.1. Changes in technology and their implications for economic efficiency and growth
6.2. Methods of production
6.3. Types of products and organizational structure

7. Special challenges faced by small enterprises -CHARISSA
7.1. Not-for-profit and governmental organizations
7.2. The different goals of these types of organizations in comparison with for-profit
organizations
7.3. Evaluation of programs
7.4. Measuring effectiveness and efficiency

Grading System:
Evaluation Criteria :
Term Examination - 50%
Quizzes - 15%
Class Participation/Attendance - 10%
Assignments/Problem sets - 25%
Total - 100%

Suggested References:
1. Orcullo, Jr., Nestor A. Fundamentals of Strategic Management. Rex Bookstore: Manila: 2007.
2. David, Fred. Strategic Management, 11
th
Edition. Prentice Hall: USA.: 2007.

Prepared by:

MA. CECILIA P. LAGARAS, CPA, MBM
Instructor

1. 4.5. MBM .1. marketing. Strategy and motivational systems 5. CPA. Qualitative factors in the strategy 4.2. Organizational leadership 5. changing or adding new strategies 4.6.3. Rex Bookstore: Manila: 2007. production/operation.4. profit impact of market strategy. planning grid.3. Nestor A. Global strategy 4.3. Strategic controls 5. life cycle approach. Organizations and technology -GYKHU 6. Developing functional strategies.: 2007.7. David. Special challenges faced by small enterprises -CHARISSA 7.2.2 .3. Strategic Management.1. Strategy and structure 5. Role of accounting in setting and implementing management strategy 6.3. Establishing short-range objectives 5.7. Methods of production 6. Prentice Hall: USA. 2. 5.2.. Adjusting the current strategy. Identifying strategic alternatives 3. Orcullo. Changes in technology and their implications for economic efficiency and growth 6. Evaluation of programs 7.1. The performance gap 4.SXYWZHYTW BPS . 11th Edition.6. LAGARAS. Prepared by: MA. Measuring effectiveness and efficiency Grading System: Evaluation Criteria : - Term Examination Quizzes Class Participation/Attendance Assignments/Problem sets Total Suggested References: 0% 15% 10% 25% 100% 1. Fundamentals of Strategic Management. Jr. Strategy Implementation -LANI 5.2. financial.4. Types of products and organizational structure 7. human resource and research and development strategies. Communicating strategy 5. Strategy evaluation and selection -BALT 4. CECILIA P.4. Fred. The different goals of these types of organizations in comparison with for-profit organizations 7. Not-for-profit and governmental organizations 7.5. Strategy evaluation: Boston Consulting Group¶s Growth Share Matrix.

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