Issue No: 001

Effectivity: August 2022

Revision No: 000
Revision Date: ---

PAMANTASAN NG LUNGSOD NG MUNTINLUPA

University Road, Poblacion, Muntinlupa City, Philippines

UNDERGRADUATE COURSE SYLLABUS

MUNTINLUPA CITY VISION

We envision Muntinlupa City as one of the leading investments hubs in the country with educated, healthy and God-loving people living
peacefully and securely in a climate change adaptive and disaster resilient community under the rule of transparent, caring, and accountable
leadership.
MUNTINLUPA CITY MISSION
 To promote a broad-based economic growth and business-friendly environment for sustainable development.
 To protect every person from natural and man-made hazards by ensuring strict enforcement of necessary safety measures.
 To provide quality social services that include education, health care, livelihood and employment, socialized housing, and social
assistance, among others; and
 To institutionalize community participation in local governance, environmental protection, and economic development.
PLMUN VISION
A dynamic and highly competitive higher education institution committed to people empowerment towards building a humane society
PLMUN MISSION
To provide quality, affordable, and relevant education responsive to the changing needs of the local and global communities through effective
and efficient integration of instruction, research, and extension; to develop productive and God-loving individuals in the society.
COLLEGE VISION
The College of Business Administration is envisioned to enhance the quality of life of a diverse population of students by enabling them to
become socially, morally responsible, and dynamic business professional.
COLLEGE MISSION
To provide quality, affordable, and relevant education responsive to the changing needs of the local and global communities through effective
and efficient integration of instruction, research, and extension; to develop productive and God-loving individuals in society.

A. COURSE INFORMATION

Course Code: CBMEC2

Course Title: Strategic Management
Course Units: 3
Prerequisites: All Management Subjects
Department: BSBA Department
College: College of Business Administration
Semester: 1st Semester
Academic Year: 2022-2023
Instructor/s: Dr.Armando T. Laguimun, MBA, Ph. D., CPM

Venue:
Section:
Schedule:

B. COURSE DESCRIPTION
Strategic Management is the integration course of different functional areas of business such as
Marketing, Finance, Human Resources, Information Technology, Economics and General
Management. It discusses the primary process of Strategic Management from external and internal
analysis to strategy formulation and eventually to strategy implementation and control.
 WHERE IS THE COURSE SITUATED IN THE FRAMEWORK
OF THE PLMUN CURRICULUM?
GROUNDING: Establishing fundamental knowledge, skills, and values
✓ IMMERSING: Deepening understanding and engaging localities
✓ EXPLORING: Reconnoitering globalities and rethinking the complex world
POSITIONING: Forging identity toward sustainability, justice, and social transformation

C. PROGRAM LEARNING OUTCOMES

PROGRAM LEARNING OUTCOMES

Describe the nature of the strategic management process and the stages of strategy formulation,
PLO1: implementation, and evaluation activities

Conduct effective internal and external assessments of an organization and formulate and apply
PLO2: various strategies that are applicable to the organization.

Discover how firms implement strategies in dealing with the various departments: management,
operations, human resource, marketing, finance/accounting, R&D, and Management
PLO3:
Information System

Discover the key strategic management topics that are equally important in the management of
a business’ strategies including business ethics, social responsibility, and environmental
PLO4:
sustainability; as well as the global and international issues that confront businesses.

Determine how to review, evaluate, and control the various management strategies
PLO5:
PLO6: Prepare and present a strategic management case analysis.
Note: This section applies to a student who is a major of the program under which the course is administered.

D. COURSE LEARNING OUTCOMES

By the end of the course, students should be able to

COURSE LEARNING OUTCOMES

To be able to assess the external and internal environment of different industries and business
CLO1: organization.

To be able to differentiate different strategies of existing business based on careful analysis and
CLO2: assessment through case analysis.

Integrate functional areas of business and create a meaningful competitor’s analysis.

CLO3:
To be able to apply several management tools in business such as SWOT, BCG, Mc. Kinsey,
CLO4: Value Chain and Balanced Scorecard.

CLO5: Exhibit flexibility in rapidly changing business environment.

 ALIGNMENT OF THE COURSE LEARNING OUTCOMES
TO THE PROGRAM LEARNING OUTCOMES

PLO1 PLO2 PLO3 PLO4 PLO5 PLO6

CLO1 ✓ ✓ ✓ ✓ ✓
CLO2 ✓ ✓ ✓
CLO3 ✓ ✓ ✓
CLO4 ✓ ✓ ✓ ✓ ✓ ✓
CLO5 ✓ ✓ ✓ ✓ ✓ ✓

E. COURSE OUTLINE

WEEK COURSE TOPICS AND INTENDED LEARNING CLOs

REFERENCES OUTCOMES
1-2 The Study of Strategic Management Discuss the fundamentals and CLO 1, CLO 2,
Evolving Study of Strategic Management relevance of studying Strategic CLO 5
Importance of Strategic Management Management
Definition of Strategic Management
Major Steps in Strategic Management Differentiate different corporate
The Strategic Management Process strategies
Strategic Management: A Continuous
Process Classify the process of strategic
management.
References:
Dess, McNamara, Eisner (2018).
Strategic Management Text & Cases (9th
Edition) McGraw Hill
David, F. (2013). Strategic Management
(13th Ed.) Boston. USA.: Prentice Hall.

3 Environmental Analysis Classify Macro, Industry and CLO 1, CLO 2,

The Macro, Industry, and the Firm Firm. CLO 5
Analysis of Macro environment
Assess the macro environment
References: and industry environment.

Dess, McNamara, Eisner (2018). Analyze business case

Strategic Management Text & Cases
(9th Edition) McGraw Hill
David, F. (2013). Strategic Management
(13th Ed.) Boston. USA.: Prentice Hall.

4 Industry Analysis Develop a logical argument in CLO 1, CLO 2,

Industries analyzing the industry using the CLO 5
The Five Competitive Forces of Michael five competitive forces by
Porter Michael Porter.
Strategic grouping
 Portfolio Analysis (Applying BCG Differentiate strategic grouping
Matrix to portfolio analysis.

References:
Dess, McNamara, Eisner (2018). Strategic
Management Text & Cases (9th Edition)
McGraw Hill

David, F. (2013). Strategic Management

(13th Ed.) Boston. USA.: Prentice Hall.
5 Internal Environment Analysis Assess internal environment of CLO 1, CLO 2,
Resources and Capabilities Business. CLO 5
Core Competencies
Methods of Analyzing the Internal Apply 7S McKinsey, Value
Analysis Chain analysis and Functional
McKinsey 7S, PIMS, Value Chain Analysis.
Analysis, Functional Analysis
Draw perspective from other
References: sources of strategic
Dess, McNamara, Eisner (2018). Strategic management concepts
Management Text & Cases (9th Edition)
McGraw Hill

David, F. (2013). Strategic Management

(13th Ed.) Boston. USA.: Prentice Hall.
6 Situational Analysis Assess the external and internal CLO3-4
SWOT Analysis environment using SWOT
The SWOT Matrix analysis
BCG Matrix
GE/McKinsey Matrix Apply SWOT, BCG, and GE
Strategic Implications Matrix

References: Analyze business case

Dess, McNamara, Eisner (2018). Strategic
Management Text & Cases (9th Edition)
McGraw Hill
David, F. (2013). Strategic Management
(13th Ed.) Boston. USA.: Prentice Hall.
7-8 Strategy Formulation Define company through its CLO 1, CLO 2,
Defining Company Business mission and vision. CLO 5
Writing a Vision and Mission Statement
Defining Vision and Mission
 Criteria and Benefits of Vision
Statements
Developing Goals
Short Term and Long-Term Goals
Corporate Level Strategies
Cooperative Strategies
Functional Strategies
Classify long term and short-
term goals.
Differentiate corporate level
strategy to Cooperative strategy
to functional strategy

References:
Dess, McNamara, Eisner (2018). Strategic
Management Text & Cases (9th Edition)
McGraw Hill

David, F. (2013). Strategic Management

(13th Ed.) Boston. USA.: Prentice Hall.

9 MIDTERM EXAMINATION
10-11 Strategic Implementation Discuss Strategic CLO 1, CLO 2,
Supporting the Plan implementation CLO 5
Communication Plan
Strategy Map Classify different approach in
implementing strategies.
References:
Dess, McNamara, Eisner (2018). Discuss the importance of
Strategic Management Text & Cases strategy map
(9th Edition) McGraw Hill
Apply Strategy map.
David, F. (2013). Strategic Management
(13th Ed.) Boston. USA.: Prentice Hall. Analyze Business Case

12-13 Evaluation and Control Discuss the concept of Balance CLO 1, CLO 2,
The Balance Scorecard Scorecard CLO 5

References: Apply balance scorecard

Dess, McNamara, Eisner (2018). Strategic
Management Text & Cases (9th Edition)
McGraw Hill
David, F. (2013). Strategic Management
(13th Ed.) Boston. USA.: Prentice Hall.

14-15 Preparation and Writing of Strategic Discuss the content and concept CLO 3-4
Management Paper (SMP) of Strategy paper

References:

Dess, McNamara, Eisner (2018). Strategic

Management Text & Cases (9th Edition)
McGraw Hill
 David, F. (2013). Strategic Management
(13th Ed.) Boston. USA.: Prentice Hall.

16 Writing and Consultation for SMP

17 Submission and Defense of SMP

18 Submission of Strategic Management CLO 3-4

Paper and Final Examination Prepare comprehensive
Strategy Paper

F. ASSESSMENT AND RUBRICS

Each student will be graded based on the following requirements:

ASSESSMENT TASK WEIGHT CLOs

Class Participation (Recitation, Projected Activities, Projects, Attendance) 20% CLOs 1-5
written exercises / oral presentations / quizzes 30% CLOs 1-5
Major Examinations 50%
TOTAL 100%

G. TEACHING-LEARNING ACTIVITIES

WEEK TEACHING-LEARNING ACTIVITIES AND METHODS CLOs

1-2 Power-point Presentation CLO1-5
Interactive teaching through Google Meet/face-to-face classes
3 Power-point Presentation CLO1-5
Interactive teaching through Google Meet/face-to-face classes
4 Power-point Presentation CLO1-5
Interactive teaching through Google Meet/face-to-face classes
5 Power-point Presentation CLO1-5
Interactive teaching through Google Meet/face-to-face classes
6 Power-point Presentation
Interactive teaching through Google Meet/face-to-face classes
Case No. 1
7-8 Power-point Presentation CLO1-5
Interactive teaching through Google Meet/face-to-face classes
9 Midterm Exam
10-11 Power-point Presentation CLO1-5
Interactive teaching through Google Meet/face-to-face classes
Case NO. 2 and 3
12-13 Power-point Presentation CLO1-5
Interactive teaching through Google Meet/face-to-face classes
Case No, 4 and 5
14 Power-point Presentation CLO1-5
Interactive teaching through Google Meet/face-to-face classes
Case No. 6 and 7

15-17 Interactive consultation through Google Meet/face-to-face classes CLO1-5

 18 Submission of Final Output CLO1-5

H. COURSE READINGS AND REFERENCES

David, F. (2013). Strategic Management (13th Ed.) Boston. USA.: Prentice Hall.
Reading Materials on: Corporate Strategy and Management tools Young, F. (2015).
Strategic Management Made Simple. Manila. Phil.: Rex Bookstore

I. GRADING SYSTEM

The grading system for the undergraduate students at the end of every semester is as follows:

GRADE RATING LETTER GRADE REMARK

97-100 1.00 A+ Passed
94-96 1.25 A Passed
91-93 1.50 B+ Passed
88-90 1.75 B Passed
85-87 2.00 B- Passed
82-84 2.25 C+ Passed
79-81 2.50 C Passed
76-78 2.75 C- Passed
75 3.00 P Passed
4.00 INC Incomplete
74 and below 5.00 F Failed
6.00 UW Unauthorized Withdrawal
Notes:
1. A student is marked “AW” if he/she followed the Authorized Dropping procedure prescribed by the Office of the Registrar.
2. A grade of 5.00 (Failed) is given for the following reasons:
a. Inability to satisfy the minimum requirements of the subjects
b. Excessive Absences
c. Cheating during major examinations
3. A base 60 transmutation table must be used in assessing student performance in examinations.

J. CLASS POLICIES

1. Attendance shall be checked regularly. University rules on lateness and absences shall be followed.
2. Proper classroom decorum shall always be observed.
3. All mobile phones shall be put on silent mode.
4. All course requirements shall be submitted on time. Late submissions shall have corresponding
deductions.
5. Students who are caught cheating and plagiarizing in any form shall be punishable by university rules.
6. Class standings shall be posted before they are released as final marks. Questions regarding grades
shall be raised during this period. Once grades are submitted at the end of the semester, they shall be
considered final. Change of grades shall be possible only if there is an error in computation.
7. Consistent with the provisions of Republic Act 11313 or the Safe Streets and Public Spaces Act of
2019, the Pamantasan as a whole and this class will not in any way tolerate any form of gender-based
sexual harassment. Members of the classroom are expected to respect one another regardless of
sexual orientation and gender identity expression.
 K. CONSULTATION HOURS

NAME OF FACULTY EMAIL DAY/S TIME

RAMONITO A. MESINA, MBA alaguimun@yahoo.com Friday 5:00-6:00pm

APPROVAL

Prepared by: Reviewed by:

Ramonito A. Mesina, MBA

Name Name
Instructor Department Chair
Recommending Approval: Approved by:

Name Ramonito A. Mesina, MBA

Dean Vice President for Academic Affairs