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Number of sessions: 15 (2 Hours each) Credits: 2 Faculty: Prof. Satyajit Majumdar Class Room No.: IX, Old Campus Faculty Room: 304, Academic Building No 2, Naoroji Campus Email:, Course Introduction Strategic management is about managing an organization in a unique and intended way. It provides a way to keeps a watch on the challenges in the environment and gives direction in a way leaders and their teams desire to move in the intended direction and implement the plans successfully. This course will deal with the core concepts, frameworks, and techniques of strategic management with specific reference to non-profit social organisations, which will enable students to understand how managers lead and navigate organizations towards a successful journey to fulfil the desired social mission. The course will cover theories and practices, both. The theoretical base will focus on fundamentals of strategic management, process of strategic planning, understanding the external environment, generic strategies and strategic performance measurement. The practice related areas will address strategy implementation and ethics. Learning Objectives a) b) c) d) e) f) To understand the concepts of strategy To understand strategic management process To assess external environment To formulate strategy map for non-profit social organizations To understand the emerging roles managers in social organisation context To construct balance scorecard for social organisations.

Pedagogy a) b) c) d) e) Lecture and discussion Video clippings Case discussions Workshop, presentation and discussion Reflective Note

The course will involve a lot of reading, critical analysis and preparation before the classes, students will be required to come prepared for discussion. The course will involve limited lecture sessions. Students must refer the Session Plan and come prepared for classes. Defaulters must not come to the class. Students may note silent observers will not be tolerated, neither are they expected to remain neutral during discussion. Interaction Students will be encouraged to raise issues, ask questions, share information, offer views and seek clarification in order to get maximum benefit out the Programme. They will be free to express their views and disagreements to the course facilitators. Session Plan
Module Fundamentals Strategic Management Session No & Date 1 February 13, 2012 Session Coverage Strategy, Strategic Management and Strategic Intent Activities Lecture and Discussion Pre-Session Readings a) What is strategy? b) Note on Strategy c) The modern roots of strategic management


Session No & Date

Session Coverage a) Resources Based View b) Capability Based View c) Knowledge Based View

Activities a) Lecture and Discussion b) Case based discussion on Aravind Eye Hospital Lecture and Discussion

Pre-Session Readings a) Firm Resources and Sustained Competitive Advantage b) Competing on Resources c) Competing for the Future

Strategic Resources and Capabilities

2 February 14, 2012

Process Perspective for Strategic Management

3 February 14, 2012

4 February 20, 2012 Competition and Competitive Environment Competition and Competitive Environment

a) Process Planning and Management b) Types of Processes c) Process Mapping a) Industry and Industry Structure b) Competition and Competitive Environment Strategy System Structure

How Process Enterprises Really Work?

Lecture and Discussion

Case discussion on Nishotech Systems Private Limited

5 February 20, 2012

Strategy in NonProfit Social Organisation context

6 February 20, 2012

7 February 20, 2012

Strategy in Non-Profit Social Organisations resources, capabilities, processes and competition Strategy in Non-Profit Social Organisations resources, capabilities, processes and competition

Presentation by Student Groups on Field Work with social organisations Presentation by Student Groups on Field Work with social organisations

a) The Five Competitive Forces that shape Strategy b) How competitive forces shape strategy c) Is the textile industry ready to take off now? Discussion questions for Nishotech Systems Private Limited a) How and why did the Company restructure? b) What were the culture issues which prevented in effective implementation of the new structure? c) Why and how did the Company decide on SBU structure? All of above

All of above


Session No & Date

Session Coverage a) Strategy Map b) Strategic Thinking c) Strategy Planning

Activities Case Discussion on Devanshi Electronics Private Limited/

Pre-Session Readings Discussion questions for Devanshi Electronics Private Limited a) How did the Company select products for adoption and marketing? b) How did the Company develop capabilities on the selected new products? The Fall and Rise of Strategic Planning All of above

8 February 21, 2012

Strategy Mapping 9 February 21, 2012 10 February 24, 2012

Strategic Leadership

11 February 24, 2012

a) Strategy Map b) Strategic Thinking c) Strategy Planning a) Strategy Map b) Strategic Thinking c) Strategy Planning d) Resource Planning a) Strategic Leadership b) Strategic Thinking c) Strategy Planning Strategy conceptualisation, intent, leadership, planning and implementation Strategy conceptualisation, intent, leadership, planning and implementation Balance Score Card

General Discussion

Workshop on Aravind Eye Hospital Case Discussion on Bend Joints Private Limited Workshop on MWard Initiative followed by group presentation Workshop on MWard Initiative followed by group presentation Workshop on Balance Score Card of M-Ward Initiative

Discussion questions for Bend Joints Private Limited a) How did Uttam Ganguly develop strategic thinking culture? All of above

12 February 27, 2012 Strategy Design 13 February 27, 2012 Strategic Performance Measurement

All of above

14 February 28, 2012

a) The Balance Score Card That Drive Performance b) Putting the Balance Score Card to Work


Session No & Date 15 February 28, 2012

Session Coverage Balance Score Card

Activities Workshop on Balance Score Card of M-Ward Initiative

Pre-Session Readings a) The Balance Score Card That Drive Performance b) Putting the Balance Score Card to Work

Recommended Books (not exhaustive) a) Arthur A Thompson Jr, A J Strickland III, John E Gamble, and Arun K Jain, Crafting and Executing Strategy the quest for competitive advantage, Tata Mcgraw Hill b) Ghoshal, S, G Piramal and C Bartlett, Managing Radical Change What Indian Companies must do to become World-Class, Viking c) Govindrajan, V and Trimble, C, 10 Rules for Strategic Innovators, HBS Press d) Hamel, G. and Prahalad, C. K., Competing for the Future, Tata McGraw-Hill e) Kumar, N, Indias Global Power Houses, HBS Press f) Ohmae, K, The Mind of the Strategist The Art Japanese Business, Tata McGraw-Hill g) Peters, D F, Classic Drucker from the pages of Harvard Business Review, Harvard Business Review Book h) Peters, T and Waterman Jr, R. H., In Search of Excellence Lessons from Americas Best-Run Companies, Profile Books i) Peters, T and Austin, N., A Passion for Excellence The Leadership Difference, Profile Books j) Porter, M E, Competitive advantage: Creating and sustaining superior performance, Simon and Schuster k) Senge, P M, The Fifth Discipline The Art & Practice of The Learning Organisation, Random House Business Books Evaluation Group presentation on M-Ward Initiative: 50% Reflective note on learning: 50% Presentation Groups are required to make presentation on M-Ward Initiative. Participation of all members should be ensured. Faculty may randomly choose students to make presentation. The time limits will be agreed before the class. Award of marks will depend on understanding and presentation of concepts, arguments and discussion, and the interest generated among the audience. Although

Group grades will be awarded, grades will also be differentiated depending on attendance, preparedness with pre-session readings, participation in class discussion, interest shown in learning, and indiscipline. Group Formation Students should form groups of five members each and inform the faculty before commencement of the course. Assignment Individual Assignment is about a comprehensive note on reflection of learning in the class. Last date of submission will be March 05, 2012. No assignment will be accepted after due date and time. (Times New Roman, Font Size 12, Single Space, not more than 6 A4 pages) Academic Honesty Academic honesty is essential for the intellectual life. Faculty expects high standards of academic honesty in all assignments. Dishonest practices include, plagiarism (using the writings of another without proper citation), copying of another (either current or past student's work), working with another on individually assigned work, unauthorized marking on a graded assignment or paper, or in any other way presenting others work as one's own. For detailed information about the decision of plagiarism, see Any student found involved in any kind of dishonest practice in any assignment will receive zero mark. Serious offenders may be recommended for further disciplinary action. Class Discipline Usage of mobile phone, lap top, late coming, frequent going out of the class and inattentiveness will be considered as acts of indiscipline and would lead to disciplinary action. Sleeping in the class will also be considered as act of indiscipline. Any one feeling sleepy in the class should stand up and take the class in that mode till he/she is fully awake. Meeting faculty Students must feel free to meet the faculty as many times as they feel necessary. They must seek prior appointment for meetings.