Executive Master of Business Administration (EMBA)

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Semester : Fall 2021 Session
Course : MGT 306.3 Strategic Management
Credits : 3
Instructor : Ajay Shrestha
Class Days : Tuesday (6:00 PM – 9:00 PM)
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Introduction:
The primary goal of "Strategic Management" course is to develop the student's ability
to generate smart and effective ideas and implement them in pursuit of gaining
competitive advantage of the organization that they are involved with. Business and
operational environment is becoming increasingly complex and challenging across
many fields. This has been further exacerbated by growing influence of technology.
These are constantly testing a manager's ability to challenge status quo and
conceptualize or introduce new ideas. Further, examples of flatter organizational
structure and participative style of management are increasing. Therefore, it
necessitates everyone to have the cognitive ability to participate in strategic
management process irrespective of the level or job that they are involved with.

The objective of the course is to help students gain fundamental understanding of

strategic management as a process and its practical application. It is also expected
that after completing the course they would be able to visualize strategic dimensions
and make valuable contribution in every function or organization that they get
engaged with.

Course Objective:
After completion of the learning units and requirements of the course, Participants
are expected to:

• Understand strategy management as a process and steps involved

thereunder.

• Develop vision, mission, objectives and value proposition.

• Carryout external and internal audits in order to evaluate strengths,

weaknesses, opportunities and threats.

• Explore domains of industry analysis and forces of competition that operate at

industry level.

• Explore analysis to achieve competitive advantage and provide some practice

quantifying these advantages.

• Selection of grand strategy in gaining long-term competitive advantage.

• Plan out operational and functional aspects in implementation of chosen
strategies.

• Use of various tools is selecting strategies.

Course outline:
1. Overview: Competitive challenges and strategic management:

a) Introduction - strategy and strategic management process

b) Value proposition

c) Developing vision, mission, objectives and core values.

Discussion on Project Work and Group Formation in relation to the Course.

Reference reading material: Article Review: What is Strategy?

2. The external business environment

a) Evaluation of externalities and possible impact in the planned value

proposition

b) Capitalizing on the opportunities and managing/overcoming threats.

3. Industry Analysis and Attractiveness

a) Michael Porter, "The Five Competitive Forces that Shape Strategy"

b) Why are some industries more attractive than others?

Prior Reading:

Article: Understanding Industry Structure

Article: Neurodiversity as a Competitive Advantage.

Article: Strategic Choices in Converging Industries

4. The internal business environment

a) Internal analysis for local conditions and market dynamics.

b) Internal competencies and competitive advantage

c) Creating competitive advantage

Prior Reading:

Article: The Ordinary Heroes of Taj

Article: Why do we Undervalue Competent Management?

5. Competitive Dynamics

a) Competitor analysis

b) Game theory to shape strategy

 Prior Reading

Article: Is Your Company Ready for a Digital Future?

6. Generic and Corporate Level Strategies

a) Porter's "Generic Competitive Strategies"

b) Corporate strategies - intensive, integration, diversification and defensive

c) Cooperative strategy - Types of strategic alliances, Business level

cooperative strategies synergistic alliances: franchising, diversification, net
work formation.

d) International strategy: Incentives to go international, International strategies:

(product level and corporate level), Choice of international entry modes
(export, licensing, alliances, acquisitions, wholly owned subsidiary)

Prior Reading

Article: Dealing with Dilemmas: Redefining Strategy

7. Strategy Making and Tools

a) Ten school of thoughts about strategy making

b) Use of some consultant's tool for selection of strategies

Prior Reading

Article: An Options-led Approach to Making Strategic Choices

8. Planning for Strategy Implementation

a) Functional level plans to implement strategies

b) Restructuring: downsizing, leveraged buyouts, down scoping.

c) Organization structure and controls

9. Evaluation of Strategies

a) Monitoring and evaluation of strategies and taking corrective actions.

Course Delivery Methods and Activities
• Interactive lectures

• Individual and group presentations

• Participants workshops, debates and discussions

• Article review

• Video review and discussion

• Case analysis

• Use of audio and video and discussions based on them

Evaluation Criteria
Weights for the various components of the evaluation will be as follows:

Internal, class quizzes and assignments: 20%

Case analysis, presentation and discussion: 20%

Internal mid-term examination: 20%

Final term end examination: 40%

Reference Books

1. Fred R. David. 2007 (11th ed.); Strategic Management Concepts and Cases;
Prentice - Hall of India Private Limited.; New Delhi.

2. John A. Pearce and Richard B. Robinson. 2007; Strategic Management:

Formulation, Implementation and Control; McGraw-Hill/Irwin.

3. Lawrence R. Jauch and William F. Glueck. 1988: Business and Strategic

Management (Fifth Edition); McGraw-Hill International Edition.

4. Michael E. Porter.1980: Competitive Strategy, Technique for Analyzing Industries

and Competitors; Free Press: New York.

5. Michael E. Porter.1985; Competitive Advantage; Free Press: New York.

6. Lecture Notes.