Uka Tarsadia University

University
Department of Management,
Department of Management,
Shrimad Rajchandra Institute of
Shrimad Rajchandra
Management Institute of
and Computer
Management and Computer
Application
Application

M.B.A.
Semester - III
MN8001
Management of Business Strategies

EFFECTIVE FROM July-2020

Syllabus Version: 1.01
 Uka Tarsadia University
Version 1.01
SEMESTER-III
MANAGEMENT OF BUSINESS STRATEGIES
(MN8001)
Credits: 4: Theory Contact Hours Per week: 4: Theory

Objective of the Course:

To enable the student to understand the functional area of management, to understand the
concept of strategy and strategic management process, to develop skills in identifying,
analyzing, and solving problems through a variety of corporate cases which represent the real
business world.

Student Learning Outcomes:

At the closing stage of the course, the student will be able to understand various aspect of
crafting and executing strategy at different levels of business.

Instructional Methods and Pedagogy:

Faculty members shall explain in a class room using black board and multimedia projector
through Power Point presentation. Real Business World case, Video and Case studies
covering various concepts would also be taught during the course.

Outline of the Course:

Unit Minimum No. of Approx.
Topic of Unit
No. Contact Hours Weight age %
1 An Introduction to Strategic Management 8 16.67 %

2 Evaluating Company’s External Environment 8 16.67 %

Evaluating Company’s Resources and
3 8 16.67 %
Competitive Position
4 Corporate Level Strategy Formulation 8 16.67 %
5 Business Level Strategy Formulation 8 16.67 %
6 Strategic Analysis and Execution 8 16.67 %
Total 48 100
 Uka Tarsadia University
Version 1.01

MBA Subject Hours

MN8001
Sem. III 4hrs/week
Management of Business Strategies
(Theory) 4 Credits

Sr. No. Topic Hours

Unit I
1 An Introduction to Strategic Management 8
1.1. Concepts of Strategy, Company’s Strategy and its Business
model [A. A. Thompson: Chapter- 1; Pages 3-10; 1.5 Hours]
1.2 What makes a strategy winner, Importance of Crafting and
Executing Strategy [A. A. Thompson: Chapter- 1; Pages 10-13; 1.5
Hours]
1.3 Managerial Process of Crafting and Executing Strategies [A. A.
Thompson: Chapter- 2; Pages 18-39; 4 Hours]
1.4 Case Study [1 Hour]
Unit II
2 Evaluating Company’s External Environment 8
2.1 PESTEL Model [IIH: Chapter- 2; Pages 50-56; 1 Hour]
2.2 Five Force Model of Competition [A. A. Thompson: Chapter-
3; Pages 51-65; 3 Hours]
2.3 Driving Forces and Key Success Factors [A. A. Thompson:
Chapter- 3; Pages 65-69, 75-77; 2 Hours]
2.4 Strategic Group Mapping and Framework for Competitor
Analysis [A. A. Thompson: Chapter- 3; Pages 70-75; 1 Hour]
2.5 Case Study [1 Hour]
Unit III
3 Evaluating Company’s Resources and Competitive Position 8
3.1 How Well is the company’s present strategy working?,
Resources and Capabilities [A. A. Thompson: Chapter- 3; Pages
84-95; 2 Hour]
3.2 SWOT analysis with examples [A. A. Thompson: Chapter- 4;
Pages 97-101; 2 Hours].
3.3 Value chain Analysis and concept of benchmarking [A. A.
Thompson: Chapter- 4; Pages 101-112; 2 Hours]
3.4 Competitive Strength Assessment [A. A. Thompson: Chapter-
4; Pages 112-115; 1 Hour]
3.5 Case Study [1 Hour]
 Uka Tarsadia University
Version 1.01
Unit IV
4 Corporate Level Strategy Formulation 8
4.1. Growth Strategies
4.1.1. Integration Strategies [AK; Chapter – 6; Pages 174-177;
1 Hour]
4.1.2. Diversification Strategies [IHH; Chapter – 6; Pages 153-
173; 2 Hours]
4.1.3. Co-operation Strategies [AK; Chapter – 6; Pages 182-
193; 2 Hours]
4.2. Stability Strategies [AK; Chapter – 6; Pages 171-172; 1 Hours]
4.3. Retrenchment Strategies [AK; Chapter – 6; Pages 199-208; 1
Hour].
4.4. Case Study [1 Hour]

Unit V
5 Business Level Strategy Formulation 8
5.1. Customer and Their Relationship with BLS [IHH; Chapter – 5;
Pages 124-130; 1 Hour]
5.2. Generic Strategies [A. A. Thompson: Chapter- 5; Pages 127-
149; 3 Hours]
5.3. Offensive strategies and Defensive strategies [A. A.
Thompson: Chapter- 6; Pages 155-160; 1 Hour]
5.4. Timing a Company’s Offensive and Defensive Strategic
Moves, Outsourcing Strategies [A. A. Thompson: Chapter- 6;
Pages 160-163, 170-172; 1 Hour]
5.5. Porter’s Diamond of National Competitive Advantages and
Strategy option for entering into foreign market [A. A. Thompson:
Chapter- 7; Pages 187-189, 194-199, 1 Hour]
5.6. Case Study [1 Hour]
Unit VI
6 Strategic Analysis and Execution 8
6.1. Corporate Portfolio analysis
6.1.1. BCG Matrix and GE Nine Cell Matrix [AK; Chapter –
8; Pages 253-255, 266; 1 Hour]
6.2. Building an Organization of Capable of Good Strategy
Execution [A. A. Thompson: Chapter- 10; Pages 300-312; 2 Hours]
6.3. Managing Internal Operations [A. A. Thompson: Chapter- 11;
 Uka Tarsadia University
Version 1.01
Pages 331-350 ;3Hours]
6.4. How and why Ethical standards impact the tasks of Crafting
and executing strategy, Drivers of Unethical Strategies business
behaviour [A. A. Thompson: Chapter- 9; Pages 273-278; 1 Hour]
6.5. Case Study [1 Hour]

Text Books:
Arthur A. Thompson, A.J. Strickland III, John E. Gamble, Arun K. Jain. (2014), Crafting
and Executing Strategy, 19th Edition, Tata McGraw Hill, New Delhi. [A. A. Thompson]
References:
Irland, Hoskisson and Hitt. (2008), Strategic Management, Fifth Edition, Cengage
Learning, New Delhi. [IHH]
Azhar Kazmi. (2004), Strategic Management and Business Policy, Second Edition,
Tata McGraw-Hill, New Delhi. [AK]
Robert M. Grant. (2008), Contemporary Strategic Management, Sixth Edition,
Blackwell Publishing, New Delhi. [RMG]
P. Subba Rao. (2010), Business policy and Strategic Management, Second Revised
and Enlarged

Course Outcomes:
Upon completion of the course, the student shall be able to,
CO1: The students will understand the basics of strategies-its importance, tests of
winning strategy and process of crafting managerial strategy.

CO2: The students will understand ways to perform external analysis of company-
analyzing general economic conditions-PESTEL, driving forces; competitiveness in market-
strategic group mapping, competitors’ analysis framework.

CO3: The students will learn ways to perform internal analysis of company- company's
resources & capabilities-ways to assess them and gain competitive advantage; understand
concepts of value chain; ways to perform SWOT analysis and Competitive Strength
Assessment.

CO4: The students will learn about the various types of strategy in depth which can be
adopted at corporate level such as Growth Strategies, stability strategies and Retrenchment
Strategies.

CO5: The students will understand generic strategies; learn about mover or
follower, to understand strategic approaches.

CO6: The students will understand the execution of strategies, key components of the
strategy execution, how well designed policy and procedure can facilitate good strategy
execution, and to learn the costs of business ethics failures.
Course objectives and Course outcomes mapping:

Objective of the Course:

 To unable the student to understand the functional area of Management: CO1
 To understand the concept of strategy and strategic management process:
CO1, CO4,CO5
 To develop skills in identifying, analyzing, and solving problems through a
variety of corporate cases which represent the real business world: CO2, CO3,
CO6

Course units and Course outcome mapping:

CO1 CO2 CO3 CO4 CO5 CO6

An Introduction to Strategic Management √ √
Evaluating Company’s External Environment √
Evaluating Company’s Resources and Competitive √ √
Position
Corporate Level Strategy Formulation √ √
Business Level Strategy Formulation √
Strategic Analysis and Execution √ √

Programme Outcomes:
PO1: Knowledge: Demonstrate the knowledge of management with higher order skill and view things
in a broader perspective to solve various business-related problems.

PO2: Decision Making: Apply reasoning to identify the key issues related to management for making
business decision.

PO3: Research and Innovation: Identify and critically analyse the business opportunity and apply
independent judgment for amalgamating information to make intellectual and/or creative advances for
conducting research in a wider theoretical area.

PO4: Ethics and Professional Integrity: Evaluate and integrate ethical considerations when making
business decisions.

PO5: Employment & Entrepreneurship: Identify timely opportunity using business innovation and
modern tools to create value and wealth for the stakeholders of the society.

PO6: Functional Specialization: Understand management in multifunctional areas like Marketing,

Finance, HR, Business Analytics, and International Business. Also, they will be able to derive
meaningful inferences about organizational performance.

PO7: Industry Interaction: Study issues of various industries, conduct research and develop a report
which aid in solving various issues.

PO8: Continuing Education: Identify the essential for, and have the preparation and ability to engage
in life-long learning independently, with an aim to improve knowledge and competence.
Programme Outcomes and Course Outcomes mapping:
Programme Course outcomes
Outcome
CO1 CO2 CO3 CO4 CO5 CO6
PO1 √ √ √ √ √ √
PO2 √ √ √ √ √
PO3 √ √
PO4 √ √ √
PO5 √ √
PO6 √ √
PO7 √ √ √ √
PO8 √ √ √

**********