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BUSINESS POLICY AND STRATEGY (5522)
SEMESTER: AUTUMN, 2011
This packet comprises the following material: 1. 2. 3. 4. Text Book Course Outline Assignment No. 1 & 2 Assignment Forms (two sets)
If you find anything missing out of the above-mentioned material, please contact at the address given below: Director Admission and Mailing, Mailing Section, Block 28, Allama Iqbal Open University, H-8, Islamabad.
Muhammad Ayub Shaikh Course Coordinator
1 Provide examples of companies that are actively trying to increase empowerment of Employees in the strategic management process throughout the organization. (20) 2 . 2. 2 Look up the vision statement and/or mission statement for a few companies. (1) identify major trends in the general environment. 2011 Marks: 100 Instructions: - - Course: Business Policy and Strategy (5522) Level: MBA ASSIGNMENT No. Find the practical examples from authentic sources Build up arguments to support your conclusion Use Internet and Library sources to enrich your answers To maintain your academic integrity and honesty please integrate source material. please pursue the following guidelines: Review the literature to develop your understanding about the topic. Late assignments will not be entertained. IF FOUND AT ANY STAGE. o Paraphrase it. You may o Quote it. PLAGIARISM OR HIRING OF GHOST WRITER(S) FOR SOLVING THE ASSIGNMENT(S) WILL DEBAR THE STUDENT FROM AWARD OF DEGREE/CERTIFICATE. (2) analyze their impact on the firm. 1 Q. Do these organizations seem to be having positive outcomes? Why? Why not? (20) Q. o Summarize it. To answer each question.ALLAMA IQBAL OPEN UNIVERSITY ISLAMABAD (Department of Business Administration) WARNING 1. Do you feel that they are constructive and useful as a means of motivating employees and providing a strong strategic direction? Why? Why not? (20) Q. 3 Imagine yourself as the CEO of a large firm in an industry in which you are interested. SUBMITTING ASSIGNMENTS BORROWED OR STOLEN FROM OTHER(S) AS ONE’S OWN WILL BE PENALIZED AS DEFINED IN “AIOU PLAGIARISM POLICY”. and (3) identify major sources of information to monitor these trends. There are basically three ways to integrate source material into your writing. Semester: Autumn.
What can be learned from this example? Are these advantages sustainable? (20) ASSIGNMENT No. 5. Discuss how the successful implementation of such strategies requires changes in the firm’s primary and support activities.Q. 2 Total Marks: 100 This assignment is a research activity. 6 7. To avoid the duplication. a student is required to select the topic according to the last digit of his/ her role number. 4. 0 Strategic Environments Strategy Capabilities Analysis Organizational structure Managing Strategic Change The assignment should be developed on the following format. Introduction 10 marks Review of literature 30 marks The data collection 10 marks Data analysis 20 marks Conclusions and recommendations 20 marks References 10 marks Annexes 3 . 3 4. 8 9. For example if your roll number is I-342718 then you will select topic # 8 from the given below list (last digit): As there are four topics. 5 Think of a firm that has successfully achieved a combination of overall cost leadership and differentiation strategy. 2. 3. you will select the topics according to the last digit mentioned as under: Topics 1 2 3 4 Topics 1. (20) Q. Last digit of the role number 1. select two CEOs who have recently made public statements regarding a major change in their firm’s strategy. You are required to visit any business/commercial organization/or obtain information from any accessible source and prepare a types research report of about 15 to 20 pages on one of the topics given below. 2. 4 Using published reports.
which will be held at the end of the semester and your attendance is compulsory in all sessions. models. The group members will act as members of the top management team of a company and discuss aspects of management by using models and theories covered in the course. and products. Guidelines for workshop The workshop is a compulsory component of this course to cover practical aspects of the curriculum. If a student does not participate in this activity he/she will be declared absent from the workshop and will have to attend the workshop in the next semester or act according to the university rules. which will be held at the end of the semester prior to the final examination. who will act as a facilitator. All groups will work simultaneously and complete this task on the first day of the workshop. business organizations. There are two components in the workshop.Guidelines for the submission of assignments You are required to prepare two copies of 2nd assignment. The students will be divided into four groups and they would be assigned topics as under: Group one: Strategic Analysis Group two: Strategy Formulation Group three: Strategy Implementation Group four: Strategy Evaluation Each group will select a group leader and discuss the topic within the group. This will also help them in getting clarity of the concepts and discuss the issues faced by the management of different organizations observed and studied by the group members. The tutor will write a report on the strengths and weaknesses of each group member and will evaluate each student. Submit one copy to your tutor/ teacher for evaluation and the second copy for presentations in the workshop in the presence of the resource person and classmates. The group discussion will enable students to share their knowledge and experiences. The focus of the group activity would be on theories. The first part is a group activity. case studies and practical examples of real life situation of national and international industries. Each group will perform the said activity and other groups will participate as observers. The group will prepare a presentation based on the findings of the discussion. The tutors/teacher will keep record of his observations and submit the same to the RD who would send it to the Quality Assurance Cell Department of Business 4 . All students will come with full preparation and this activity will be supervised by one of the resource persons.
To maintain the discipline and for effective time management each student is required to make presentation according to the last digit of his/ her roll number. The guidelines for this activity are as under: Each student will present his/her 2nd assignment in the class. Students are advised to prepare the presentations based on their 2nd assignments. For example if your roll number is I-342701 then you will be the first presenter (last digit). The participants and tutor/ teacher will allow the presenter to make his/her presentation for 15 minutes to provide him/her an opportunity to gain confidence and improve his/her communication skills. Each student will be given 10 to 15 minutes for presentation and 5 minutes for class discussion.Administration Allama Iqbal Open University Sector H-8 Islamabad. The questions to generate the discussion and evaluate the performance will be asked in the last five minutes. The 2nd component of the workshop is an individual activity. Fifty percent marks will be assigned to group activity and the remaining fifty percent to the individual presentation. 5 . within one week of the evaluation by the tutor.
lectures. Precisely. the objectives of this course are: 1. and solving problems faced by top management in the real business world.BUSINESS POLICY AND STRATEGY (Code No. discussions in the class and workshops. use of articles from the business press is recommended to focus on topics of current interest. analysing. Marketing and Finance.: Level: Prerequisite: Credits: Business Policy and Strategy 5522 MBA Student should have good communication skills in English language and good understanding of Management. The perspective will be that of top management concerns of the total organization rather than any specific functional area. you will gain experience and confidence that will prepare you for the business world. Throughout the course. To extend a critical awareness of contemporary and pervasive issues in corporate strategy Brief Course Outline Unit 1 Introduction to Strategic Management Unit 2 Strategic Environments Unit 3 Strategic Resources and Capabilities Analysis Unit 4 Strategy Development Unit 5 Corporate Level Strategy Unit 6 Business Level Strategy and Functional Strategy Unit 7 Creating Effective Organizational Structure Unit 8 Strategy implementation Unit 9 Strategy evaluation and managing strategic change 6 . theories and research 2. 5522) Course title: Code No. control system and implementing strategic change. While doing this. To build up an understanding of strategic management process. To enhance the student’s understanding of the present and future environments within which organizations function 3. Half credit (AIOU System) = 3 credits in formal system Course objectives Strategic Management is an integrative course designed to provide students the opportunity to develop skills in identifying. a strategic outlook will prevail. In addition to the use of books. To develop advanced analytical skills to identify and analyze strategic options and present well-supported recommendations for future actions 4. To develop an advanced understanding about designing organizational structure. 5.
3 Challenges of strategic management Unit 2 Strategic Environments 2.4 The competitive environment 2.8 Value chain analysis 2.7 Strategy triggering events 1.2.4 Scenarios 22.214.171.124.2 The dynamics of competition and hyper-competition 126.96.36.199.188.8.131.52 Small businesses 1.3 Manufacturing and service organizations 1.3 Strategic management process 1.2.3 The macro-environment analysis 184.108.40.206.1 Sources of competition 220.127.116.11 Evolution of strategic management 1.6 Organizational fields 2.1.8 Organizational objectives and the strategic choices 1.1 PESTEL framework 2.9 SWOT analysis 2.6 Voluntary and not-for.2 Understanding what customers value 2.1 Attributes of strategic management 1.1 Nature and importance of strategic management and strategy 1.5 Public-sector organizations 1.6 Strategy hierarchy 1.profit organizations 1.1.3 Impact of environmental influences 2.5 Industries and sectors analysis 2.10 Identifying and analysing strategic gap 7 .2 Global companies 18.104.22.168.1.DETAILED COURSE OUTLINE Unit 1 Introduction to Strategic Management 1.2 Structural drivers of change 2.5 Characteristics of strategic decisions 1.3 Strategic groups 2.4 Innovatory organizations 1.2.2 The general environment 2.2 Strategic management in different contexts 1.1 Market segmentation 2.1 The strategic importance of understanding the environment 2.7 Markets 2.4 Development the vision and mission 1.
2.2.3 Organizational politics 4.3 Directions for strategy development 4.5.9 Robustness 3.9.3 Strategy as ideas 4.1 The strategy lenses 4.2.1 Sources of cost efficiency 22.214.171.124.5 Imposed strategy 4.2.3 Benchmarking 3.2 Importance of knowledge in developing strategic capabilities 3.2 Threshold resources 126.96.36.199.2.4 Culture 3.2 Strategic leadership 4.9.3 Unique resources 3.9.2 Strategy development process 4.1.1 Rarity 188.8.131.52.6 Multiple processes of strategy development 4.2 Product development 8 .3 Human and social capital 3.3.7 Delivering value for money 3.1 The roots of strategic capabilities 3.2 Industry norms/standards 3.5 Critical success factors 3.4 Use of technology to leverage human capital and knowledge 3.5.6 Competencies and core competencies 3.2 Strategy as experience 4.8 Performing better than competitors 3.1 Historical comparison 184.108.40.206 Knowledge creation and integration Unit 4 Strategy Development 4.11 Resource based view of the firm Unit 3 Strategic Resources and Capabilities Analysis 3.2 Product features 3.1 Strategy as design 4.8.1 Available resources 3.2 Complexity 3.1 Strategic planning systems 4.3.1 Protect and build on current position 4.4 Logical incrementalism 4.3 Causal ambiguity 3.
8.6.1 Understanding global economy 5.2.6 4.3 The directional policy matrix 5.1 Internal development 220.127.116.11.8.2 The restructure 5.4.7 Managerial motives to diversify 5.5 Achieving competitive advantage in global markets 5.2 Balance in public sector portfolio 5.4.1 The growth share matrix (or BCG box) 5.1 Intended and realized strategies 4.2.3 Joint developments and strategic alliances Challenges and implications for strategy development 4.3 Uncertain and complex conditions Unit 5 Corporate Level Strategy 5.1 Mergers and acquisitions 5.6 Managing corporate portfolio 5.2 Mergers and acquisitions 4.5 Means to achieve diversification 18.104.22.168 Growth through related diversification 5.6 Entry modes of international expansion 9 .4.2 Strategic drift 4.3 Internal development 5.6.3 Market development 4.3.1 Portfolio management 5.1 Leverage competencies 5.2 Factors affecting a country’s competitiveness 5.4 The parenting matrix 5.1 Types of corporate strategy 5.2 Sharing resources and activities 22.214.171.124.6.5 Trends in portfolio management 126.96.36.199.4 Diversification Methods of strategy development 4.4.4 4.3 Motivations of international expansion 5.3 Vertical integration 5.4 Risks of international expansion 5.4 Financial synergies and corporate parenting 188.8.131.52.3 The synergy manger 5.6.3 Growth through unrelated diversification 5.2 Strategic alliances and joint ventures 5.4 The parental developer 184.108.40.206.8 International strategy 5.
2 Departmentalization 220.127.116.11 Importance of organizational structure in implementing strategies 7.4 Environmental uncertainty 10 .2 Impact of digitally based capabilities on competitive forces 6.2 Sequential game 6.7.2 Differentiation strategies 6.4 Focus strategies 6.4 Use of Internet-enabled business models 6.5 Centralization-decentralization 7.7.1 Price base strategies 6.4 Factors affecting organizational structure 7.3 Uses of Internet to add value and achieve unique advantage 6.4 Changing the rules of the game 18.104.22.168 Competition and collaboration 6.5 How digital strategies can improve competitive position 6.7 Game theory 6.3 Chain of command 7.3 Hybrid strategy 6.3.4 Span of control 22.214.171.124 Simultaneous game 6.6 Formalization 7.2 Forces influencing business strategy 6.4 Sustaining competitive advantage 6.1 Strategy 7.1 Work specialization 7.2 Size 7.Unit 6 Business Level Strategy and Functional Strategy 126.96.36.199.4.3.6 Pitfalls associated with using the Internet and digital technologies Unit 7 Creating Effective Organizational Structure 7.3.3 Technology 188.8.131.52 Bases of competitive advantage 6.9 Digital business strategy 184.108.40.206 Types of business strategy 6.4.3 Repeated games 6.3 Elements of organizational structure 220.127.116.11 Competitive advantage in hyper-competitive conditions 6.5 Strategic implications of industry life cycle 6.9.2 Patterns of growth of large companies 7.1 Role of technology in business competition 6.3.
2 People as the cultural and political context 8.3.5 7.2 Managing information 8.1 People as a resource 18.104.22.168 Global structural issues Unit 8 Strategy Implementation 22.214.171.124 Organizing people 126.96.36.199.1 Managing people 8.1 Simple 7.2 Contemporary 7.1 Managing for value 8.3 Technology and strategic capability 188.8.131.52 Organizing technology development 184.108.40.206 Integrating resources Unit 9 Strategy Evaluation and Managing Strategic Change 220.127.116.11.5.1.3 Divisional 7.2.3 Strategy evaluation process 11 .6 7.4 Managing technology 8.4.2 Building a learning organization 7.1 Traditional 7.1 Keeping employees connected 7.1 Team-based 18.104.22.168.2.4.4 Competitive advantage through people 8.3 Information and structuring 8.1 Information and strategic capability 8.2 Funding strategic development 22.214.171.124 Managing finance 8.2 Strategic information systems 126.96.36.199 Technology and competitive situation 8.2.2 The diffusion of innovation 8. Network and Modular Creating Ambidextrous Organizations Challenges in organizational design 7.5.2 Functional 7.4 Boundaryless: Virtual.2 Matrix 7.1 Measures of corporate performance 9.2 Information and changing business models 8.1.3 Project-based 7.7 Structural types 188.8.131.52 Financial expectations of stakeholders 8.5.
Harlow: Prentice Hall FitzRoy..2 Acceptability 9. and Eisner. Chichester: Wiley 12 . K. (Strategic Management) 8th Ed.9. Scholes.7.7. T. J. (2005) Strategic management: creating value in a turbulent world.7.3 Forces for change 9.5 9. 7th Ed. R.6 Change process Recommended Books David. NBF Dess. Lumpkin. (2007) Strategic management: creating competitive advantages.5 Levers for managing strategic change 9.. Boston: McGraw-Hill/Irwin Dess.7. G.4. A. T. London: McGraw-Hill/Irwin Johnson. 3rd Ed.1 Suitability 9. G. B. and Whittington. (2007) Strategic management: text and cases. F. A.7 Strategy evaluation criteria 9. Lumpkin.4 Diagnosing the change situation 9. G. Peter and Hulbert. M. Boston.7.2 Levels of change 9..7.6 9.1 Types of strategic change 9. Richard (2006) Exploring corporate strategy. G...3 Feasibility Strategy evaluation methods Strategic control Managing Strategic Change 9. G. G.4 9. Islamabad. 3rd Ed. G.4. B.4. and Eisner..
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