STM EM-16

STM EM-16
1yr MBA-Executive 2016-17 T-II

STRATEGIC MANAGEMENT

Credits	3 credits (Core)
Faculty Name	Brajaraj Mohanty
Program	Exe.MBA
Academic Year and Term	Term II (September 26 - Dec. 17, 2016)

1. Course Description and Pedagogy

Course Objective

Strategic Management is a capstone course. It seeks to integrate the functional areas and gives an overview of totality of an organization. Strategy is the core thrust of business, leading it towards its objectives or goals, and eventually towards its mission. All functional areas get their perspectives from strategy.

The course will endeavour to help students:

1. To acquire knowledge of various concepts, tools & techniques in Strategic Management;
2. To develop in the students the Analytical abilities, so that they can apply those concepts and tools to realize the situations;
3. To be able to integrate the functional requirements and be in a position to have a holistic view of the requirement of the organization.

The course is designed to help a student in getting an overall view of management and also to see the interrelationship, among various functional areas.

Pedagogy
The course is designed to rely heavily on case method. The students are advised to prepare the cases before attending the class. For some sessions cases are accompanied by technical notes and handouts which should be read while preparing the cases. The cases and some of the readings are supplied in advance. The book" Crafting & Executive Strategy, 19th Edition by Thompson et al. (McGraw Hill, 2014) will be used as the main reading. For each session, students are required to go through some prescribed chapters, as indicated in the session plan from the book. For every two students, one copy of the text book will be supplied. It is also essential that students should read the books kept in the reserve sequence of the library as stated in (3) below.

2. Student Learning Outcomes
· Be able to demonstrate the ability to integrate knowledge across business disciplines.
· Be able to define key components of a country's business environment and give examples of how environmental components differ across countries.
· Be able to understand and use tools and techniques of strategic management in making strategic decision.
· Be able to develop strategy.
· Be able to get a holistic picture about the organizations with variety of complexities and make balanced decisions.

3. Required Text Books and Reading Material
The following books are recommended to the students for consultation from the Library.
1. Hitt et al. Strategic Management (Cengage Learning)
2. Haberberg & Rieple Strategic Management (OXFORD)
3. Ansoff Strategic Management (Macmillan)
4. McCarthy et al. Business Policy & Strategy (AITBS)
5. Porter, M. Competitive Strategy (Macmillan)
6. Porter, M. Competitive Strategy (Free Press)
7. Johnson, Scholes & Exploring corporate Strategy (Pearson)

Whittington

The students are requested to go through the Harvard Business Review, Strategic Management, Long Range planning, Business standard (The Strategist Supplement) and other journals for extra readings in order to keep themselves updated.

4. Course content
The Concepts in General Management, Competition and Strategy Formulation, Generic Strategies, Competitive Positioning, Environmental Analysis, Core Competence, Strategy types, Value Chain and Value Constellation, Diversification, Identify a new product market, Entering a new market, Competitor Selection, Implementing Strategy Introducing new products, Power and Politics in Organizational Life, Commitment and Value in Strategy, Market Signals and Competitive moves, Vertical Integration and capacity expansion, Corporate Communication, Strategies issues and implementations, Competitive Advantage of a country.

5. Session Plan

Session	Topic	Prior	Lecture
No.		reading	/ Case
1	The Concepts in General Management	Ch.l&2	L
2	Competition & Strategy Formulation	Ch.3	L
3	Generic Strategies	Ch.5	L
4	Competitive Positioning	Ch.6	L&C
5	Environmental Analysis	Ch.4	L
6	Core Competence		L&C
7	Strategy types and Diversification	Ch.8	L
8	Competitive Signals and Competitive moves		L&C
I--- -
9	Identifying new product market		L&C
10	Entering a new Market		L&C
11	Introducing new products		L&C
12	Power & Politics in Organizational Life		L&C
13	Commitment & Value in Strategy	Ch.12	L&C

14	Building stakeholders involvement into		L&C
	Strategic Business Model
15	Vertical Integration and Capacity Expansion		L
16	Organizing for strategic success	Ch.11	L
17	Market Signals and Competitive Moves		L
18	Implementing Strategy	Ch.10	L&C
19	(a)	Public Face of the Company	Ch.9 L&C
	(b)	Competitor Selection	L
20	National Competitive Advantage of a country	Ch.7	L

The students are requested to go through EBSCO and other library database for readings from HBR and other journals. The students particularly should go through the following articles in EBSCO.

1. The Concept of Corporate Strategy by Andrews
2. How Competitive Forces Shape Strategy by Porter
3. Core Competence of the Corporation by Prahlad and Hamel
4. Corporate Strategy: Horizontal, Integration, Vertical Integration & outsourcing
5. Green and Competitive
6. Competitive Advantage of Nations
7. Blue Ocean Strategy

The students will also work on a project, if possible on their own organization, to enrich their understanding of strategy. This will carry 20% weightage.

6. Evaluation
Project Report 20 %

(4 students in each group)

Announced Quizzes (Two numbers) 30 %
Class Participation & motivation 10 %
End term examination 40 %

7. Academic Integrity

The students are requested to go through the cases and reading materials before coming to the class. Credit will be given for demonstrating their own understanding and ability to express in their own language the case situations and not for reproducing from other sources.

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Created By: Alora Kar on 07/22/2016 at 03:36 PM
Category: MBA(Exe.)16-T-II Doctype: Document

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