STM-MB16

STM-MB16
MBA 2016-18: Term-III

Strategic Management

Credits	3.0
Faculty Name	Prof. Brajaraj Mohanty, Prof. Amar KJR Nayak and Prof. Anshuman Tripathy
Program	Business Management
Academic Year and Term	2016-17, Term - 3

Course Objectives
Strategic Management, a core course aims to provide a broad understanding of the strategy process in a business/industrial/social organization. It will seek to build students’ competence in appreciating and understanding the context in terms of an organizing internal capabilities and external conditions, learn to analyze the alternative pathways for long term development in an organizational context.

The specific objectives of the course include:
(a) Orient the students to the long term perspectives of organizations,
(b) Understand the significance of internal and external context to strategy making,
(b) Learn the basic frameworks, tools and techniques of strategic analysis, planning, and execution in an organization,
(d) Provide a platform to the students to integrate the various functional areas. The Group Term Case Study is an integral part of the learning process, where the participants will have the chance to weave and integrate all functional perspectives to understand the larger picture of strategy in an organization in a given context of internal capabilities and external conditions.

Session Plan
In the last column below the chapter numbers of the book covering the relevant subjects have been indicated. For example T 1,2 stands for Thompson et al. Chapters: 1 and 2, Similarly, P stands for Pearce & H stands for Hitt et al.

Session	Topics/ Key Learning	Reading/ Case list, etc.*
BASICS OF STRATEGY
1	INTRODUCTION TO STRATEGY The need of Strategic Management in the Context of an Organization Strategic Intent & Strategy Framework: Vision-Mission-Strategy / Purpose-Values- Strategy Landscape of Strategic Management and Boundaries of Strategic Thinking	Reading (s): Developing the Strategy - Vision, Value Gaps, and Analysis by Robert S. Kaplan and David P. Norton with Edward A. Barrows Jr What Is Strategy by Michael E. Porter Book Chapters T 1,2; P 1,2 and 7: H 1
2	UNDERSTANDING ORGANIZATION & CONTEXT Difference between Organization & institution Competence & Governance Perspective of an Organization	Reading: Governance and Competence Governance Perspective in Strategy, Oliver Williamson T 3,4,and 10 P11, H11
3	TYPES OF ORGANIZATIONS MNCs & Small Giants TYPOLOGIES OF STRATEGY DEVELOPMENT Deliberate Strategies and Emergent Strategies	Reference: Small Giants (book) Reading: Of Strategies, Deliberate and Emergent by Henry Mintzberg and James A. Waters P 11, H11 continued
EXTERNAL ANALYSIS FOR STRATEGY
4	FRAMEWORKS & TOOLS FOR EXTERNAL CONTEXT ANALYSIS Force Field Analysis, PESTLE & Porter Five Forces Analysis & Limitations	Reading: The Five Competitive Forces That Shape Strategy by Michael Porter T 5,P4,H2
5	SWOT ANALYSIS SWNC Analysis	T8,P4 and H3
INTERNAL ANALYSIS OF ORGANIZATION FOR STRATEGY
6	Generic Competitive Strategy & Value creating activities	Reading: Chap 2 & 3, -----Michael Porter T5, P4 and H2 continued and 4
7	From Product Analysis (BCG) to Resource Based Competence Analysis	Reading: A Resource-Based View of the Firm by Birger Wernerfelt H4 continued and 5
8	Core Competence Analysis & Focused Strategy & Trends in Developing country context	Reading: The Core Competence of the Corporation by C.K. Prahalad and Gary Hamel Reading: Why focused strategies do not work in the developing country context, Tarun Khanna & Kishna Palepu P6,H3 continued
9	Dynamic Capabilities under technological disruptions	Reading: Dynamic Capabilities and Strategic Management by David J. Teece; Gary Pisano; Amy Shuen Reading: Blue Ocean Strategy by Kim & Mauborgne P9,H5 continued
10	Strategic Maneuvering	Reading: Maneuvering Strategy; Matshushita versus Sony, SMJ H7
STRATEGIES IN ACTION
11	Strategic Planning Process	Case: Becton Dickinson - Designing New Strategic, Operational, and Financial Planning Process, Anshuman Tripathy P 14
12	New Product Development	Case: Western Dairy, Brajaraj Mohanty P8
13	Diversification	Case: A V Birla Group, Amar Nayak T8, P8 and H6
14	Horizontal & Vertical Integration	Case: Reliance Industries, Amar Nayak T6 P8
15	Global Expansion & & FDI Strategy	Case: British American Tobacco, Amar Nayak T7,P5 H8
FROM LONG TERM TO INTERGENERATIONAL PERFORMANCE
16	Strategy Architecture Balance Score Card & Sustainability Indices	Reading: Having Trouble with your Strategy - Then Map it by Robert S. Kaplan and David P. Norton Reading: T11,P10,13, H12
17	From Shareholder to Stakeholder Perspective	Reading: Strategy and Society - The Link Between Competitive Advantage and Corporate Social Responsibility by Michael E. Porter and Mark R. Kramer Case: To be identified (Pepsico & Trian partners) T11,P3, H1 continued
18	From Competition to Inclusive & Cooperative Strategies: Paradigm shift in Corporate Governance, Culture, and Leadership	Case 1: Shree Mahila Griha Udyog Case 2: Amalsad Cooperative Reading: Logic, language and values of Cooperation versus competition in the context of sustainability, Amar Nayak T9,12;P12;H9, 10 and 12 continued
CASE PRESENTATION BY SELECTED STUDENT GROUPS
19	Case Presentation by Students	Three Cases
20	Case Presentation by Students	Three Cases

*As the course progresses, some cases and lecture sessions may be changed as required.

Pedagogy
Lecture, Case Discussions, & Comprehensive Case Development will be adopted in the course. The approach to learning will largely be through a dialectic method of advancing the understanding of issues and topics of the subject.

Evaluation
Class Test/Quiz: 30%
Class Participation: 10%
Group Case Assignment: 30%
End Term Examination: 30 %

Minimum Pass Mark: 40%

Term Case Study
The objective of the case study is to understand and explain the organizational strategy in the context of the internal capabilities and the external conditions of the firm. The essence of the case analysis will be to look into how the various functional perspectives are woven together in the organizational strategy that deals to greater performance of the firm.

1. Each Group shall consist of 5 members.
2. The organization for case study shall be selected by the group in consultation with the professor.
3. The Case Study will carry 30% of the total weight.
4. Schedule of Term Case Study (to be finalized after finalizing time table):
a. Submission of Group List & Organization Name:
b. Preliminary Data, Broad Plan & First Meeting with Professor:
c. Submission of the analysis of one article by a sub-group:
d. First Draft of the Case write-up:
e. Poster presentation of the case study & selection of cases for presentation:
f. Presentation of selected cases:
g. Submission of Final case Report:
Failing to meet the above deadlines will attract penalty up to 2 marks at each stage. Absence for presentation and non submission of the final report will lead to loss of full marks for the respective components.

Reading Materials and Text Books
The following three text books will be given to students- each student being given one book of his choice on first-come basis.
Thompson et al. Crafting & Executing Strategy
Pearce et al. Strategic Management
Hitt et al. Strategic Management – South Asian Perspective, 9th ed

Copies of all Relevant Reading Materials will be provided to the students. The students are however advised to refer to books, journals and magazines in Strategic Management. A number of such reference materials are available in the XIMB Library. Students may also refer to EBSCO library database for most of the journal articles mentioned here.

Academic Integrity
The standard institute rules of the program including the rules on plagiarism will be applicable to this course.

Created By: Alora Kar on 12/21/2016 at 03:30 PM
Category: BM-I 2016-18 T-III Doctype: Document

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