COURSE OUTLINE

COURSE : STRATEGIC MANAGEMENT (GMAG 510)

TERM : WINTER 2010 -2011

1. ADMINISTRATIVE INFORMATION

INSTRUCTOR : MR. JAVEED LODHI

CLASS SESSION : NOVEMBER 22, 2010 TO MARCH 6, 2011
CLASS TIMINGS : 9.00AM TO 12.00PM (SUNDAY)
(Students are required to be seated in their classroom five
minutes before the scheduled commencement of the class.)

A 15-minute break will be given. Any student coming late or returning late after the break
will be considered absent for that day.

In case of cancellation / makeup of a class you shall be notified through the website of
Greenwich and / or through your Greenwich email account.

INSTRUCTOR’S EMAIL I.D. : lodhi@greenwich.edu.pk

Assignments given should be sent to the instruct or via email above for marking. After
checking they will be returned before the next class.

2. ATTENDANCE:
Mandatory 100% class attendance to sit for the final exams.

3. RULES AND REGULATIONS:

 All mobile phones must remain switched off (not kept on silent / vibratio n mode) for
the entire duration of a class. Any breach of this rule will lead to immediate
confiscation of the phone, which will only be returned after the semester is over.

 Smoking is strictly prohibited on the entire campus, except the cafeteria.

 No food, drinks, gum or beetle-nut (chalia) will be allowed inside the class room.

 In order to maintain the sanctity and decorum on the University Campus, all male
and female students are required to be dressed in a decent and appropriate
manner. Please note carefully that under no circumstances will you be allowed to
attend classes in a casual and shabby getup, for example, dirty and un-ironed
clothes. The University shall take a particularly stern view of any kind of immodest
and revealing clothes, such as shalwar-qameez with long slits, shirts with low
necklines, short skirts and tight or torn jean s. Male students may wear shalwar -
qameez with waist-coat and sandals with straps.

 Strict disciplinary action would be taken against all those who do not follow the
instructions in letter and spirit.
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 The Student ID Card must be displayed while attending the class. You will not be
allowed to attend the class without the ID card.

 Cheating, plagiarism, offensive language and disruptive behavior will be addressed

according to policies for academic misconduct mentioned in the Students’
Handbook.
4. INTRODUCTION
Strategic Management is the capstone course for business administration majors.
Students learn new strategy formulation, implementation, and evaluation concepts and
techniques. Students use this new knowledge, coupled with knowledge acquired from
other courses, to chart the future direc tion of different organizations

Strategic management would cover, Definition and process, nature of strat egic decisions,
The strategy managers: the role and tasks. Strategy Formulation: Information Inputs:
Operating environment scanning, Structural analysis of competitive forces, The Structure
and performance of the industry as a whole. Strategy Formulation: Mission and Objective:
Concepts: Mission, goals, objectives and targets, Mission development and statement,
Relationship. The strategy-making hierarchy, corporate strategy, Functional strategies,
operating strategy, factors shaping strategy. Action Plan Ch oice: The generic competitive
strategies, the offensive strategic postures, the defensive strategic postures, corporate
diversification strategies. Strategies Evaluation and Selection: Evaluation models, Growth
share matrix (GSM), General electric’s stop l ight grid, Life cycle analysis, Gap analysis,
Directional policy matrix (DPM), Selection models and contexts.
Function Strategy Formulation: Selection of functional areas, Formulation of functional
objectives, Formulation of functional action plans. Strat egy Implementation: Analyzing
strategy-change, Analyzing organizational structure, Analyzing organizing culture,
selecting an implementation approach. Strategic Control: The strategic control process.
A Case Analysis Framework: Diagnosis and record of the current situation, Identification
and record of the strategic issues and key problems.

5. OVERALL COURSE OBJECTIVE:

The overall goals are:

o To develop a framework of analysis to enable students to identify central issues

and problem in complex, comprehensive case; to suggest alternative course of
action; and present well supported recommendations for future action
o To develop conceptual skills so that students are able to integrate previously
learned aspects of corporations.
o To develop skills to analyze and evaluate, both qualitatively and quantitatively, the
performance of people responsible for strategic decisions.
o To bridge the gap between theory and practice and developing an understanding
of when and how to apply the concepts and techniques learned i n earlier courses
in marketing, accounting; finance, management, production and information
systems
o To develop a better understanding of the present and future environment in which
corporations must function.
o To develop analytical and decision making skil ls for dealing with complex
conceptual problems in an ethical manner

To bridge the gap between theory and practice by developing an understanding of

when and how to apply the concepts and techniques learned in earlier courses in
marketing, accounting; finance, management, production and information systems.

To develop a better understanding of the present and future environment in which

corporations must function.

To develop analytical and decision making skills for dealing with complex conceptual
problems in an ethical manner.

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6. EXPECTED OUTCOMES OF THE COURSE:

o At the end of the course, the students will be able to:

o Scan the external environment of any organization and identify the key aspects
environmental factors having an impact on the performance of the overall industry
and the company being analyzed

o Using Michael Porter's Framework evaluate the overall attractiveness of the

industry

o Identify the various strategic groups operating within the industry

o Identify the drivers of change for the industry

o Identify the key success factors for a given industry and evaluate the performance
of the major players in the industry on these factors

o Identify the opportunities and threats posed by the environment for a given
company

o Using external factor analysis matrix (EFE) evaluate a company for being
responsive to these environmental factors

o Evaluate The value chain process of any company and identify the strengths or
weaknesses of each activity

o Using internal factor analysis matrix identify evaluate the overall standing of the
company in terms of strength or weakness

o Using the Strategic Position and Action Evaluation (SPACE) matrix, Boston
consulting Group (BCG) Growth share matrix, and GE Business Screen Matrix
identify the portfolio structuring of a given multi -business corporation

o Able to identify key strategic issues faced by a given company

RESPONSIBILITY FOR LEARNING:

The responsibility for learning lies with the student. Moreover, we will conduct the
class in a collaborative learning style, where we can also learn from each other, from
the issues and problems we identify and how can we solve them. The instructor's role
is that of a coach, guiding the learning experience: The student is expected:
a) Have read the assigned readings before coming to class. I will try to minimize my
lectures times to introducing concepts not presented in the assigned readings.

b) During the class I will ask students to explain some of the concepts discuss
questions related to the concepts and apply them to textbook situations to clarify
their understanding.
c) Have read the assigned cases and come prepared to discuss them in the class.
These cases would cover the text that has been covered in the previous week. A
team of two students will submit these cases. The cases require you to identify
key issues, identify theories and concepts relevant to the case, and recommend
ideas addressing the issue.
D) Mid-Term Examination: it would be of two hour duration & Final Examination would
be of Four hour duration.

6. TEACHING METHODOLOGY:
The course will include a combination of lecture and practical exercises including student
presentations. Current issues in the news relevant to course topics will be examined and
writing assignments will be required.

 Lectures
 Guest Speaker
 Class discussion
 Presentation
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7. PERFORMANCE REQUIREMENTS:
Complying with the course requirements with active class participation and timely
submission of assignments.

8. MATERIAL / RESOURCES:

RECOMMENDED TEXT:

Strategic Management Concepts and Cases, 12th edition by Fred R. David (2009)
Pearson Education Inc. (Indian Reprint PHI Learning Private Limited, New Delhi India)
Available at Paramount Books Private Ltd, Karachi. www.paramountbooks.com.p k

Reference Books:
1. Strategic Management and Business Policy by Thomas L. Wheeleen and J. David
Hunger, Eight Edition, Prentice Hall
th
2. Strategic Management, Concepts and cases, 15 Edition by Arthur A. Thompson, Jr. and
A. J. Strickland III

3. Exploring Corporate Strategy by G. Johnson & K. Scholes: Prentice Hall.

4. Strategic Management by Whelen and Whelar

5. Managerial Policy by Saeed Amjad Khawaja Institute of Management Sciences.

 Students are urged to seek assistance from www.hecdigitallibrary.edu.pk for

preparation of research papers, assignments and term reports.
 Use the following link for research
 Bentham Science
 Blackwell Synergy
 Ebscohost
Within the above
 Academic Search Premier
 Business Source Premier
 Springerlink
 Oxford University Press
 Greenwich Research facility Center (GRFC) and computer laboratory III will have all
the necessary software (SPSS) and full access to the digital library and internet.

9. EVALUATION METHODS AND ASSIGNMENTS:

 Quizzes (Average of Quizzes applies)
 Assignments
 Class participation
 Mid-Term and Final Examination

10. METHODS OF SENDING / RECEIVING ASSIGNMENT THROUGH EMAIL :

 Use email ID mentioned under the administrative information
 Marked assignments should be sen t back on the form at enclosed with the course
outline
 The corrections on the assignments will be made on the assignments by underlining
the error, and comment will be written either adding other line space or by in
(……………………..) brackets after the error un derlined.

 Use Microsoft Office – 2007 to create assignments. (For technical assistance you
may contact computer lab).

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11. GRADING:
* Personal Portfolio & Participation…. 5%
* Case Assignments (Group)..………. 5%
* Quizzes…..………………………….... 10%
* Term Project & Presentation……….. 10%
* Mid-term Examination……………….. 30%
* Final Examination ……………………. 40%

The Term Project will be allocated in session # 7 and would require the students to visit
the respective commercial / industrial organization. Students would require a letter of
referral from the University prior to approaching any organization.

Portfolios should be maintained by students of all their assignments, quizzes,

/presentation, etc. The portfolios must be sub mitted to the class teacher in the 12th class.
The portfolios will returned to the students prior to the final examination.

The instructor reserves the right to assign seats to students for examination period.

Cheating, plagiarism, offensive language and disruptive behavior will be addressed

according to policies for academic misconduct mentioned in the students hand book.

If a student is not appearing in any of the examinations for whatever reason he /she is
bound to inform the instructor and Examinatio n Department in writing. This should be
done before the commencement of Final Exams.

Final exams will comprise questions based on the entire syllabus, including the teaching
done before the Mid-Term exam. Therefore, students should be prepared to answer
questions based on the entire course work for the semester.

12. BY SESSION COURSE CONTENTS

Session One (Chapter 1)
INTRODUCTION
THE NATURE OF STRATEGIC MANAGEMENT
 What is Strategic Management?
 Key Terms in Strategic Management
 The Strategic-Management Model
 Benefits of Strategic Management

Session 2 (Chapter 1)
THE NATURE OF STRATEGIC MANAGEMENT
 Why Some Firms Do No Strategic Planning
 Pitfalls in Strategic Planning
 Guidelines for Effective Strategic Management
 Business Ethics and Strategic Management
 Comparing Business and Military Strategy
 The Nature of Global Competition

Session 3 (Chapter 2)
THE BUSINESS VISION AND MISSION
 What Do W e W ant to Become?
 What is Our Business?
 Importance of Vision and Mission Statement
 Characteristics of a Mission Statement
 Mission Statement Components
 Writing and Evaluating Mission Statements

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Session 4 (Chapter 3)
THE EXTERNAL ASSESSMENT
Quiz # 1
 The Nature of an External Audit
 The Industrial Organization (I/O) View
 Economic Forces
 Social, Cultural, Demographic and Environmental Forces
 Political Governmental, and Legal Forces
 Technological Forces
 Competitive Forces
 Competitive Analysis: Porter's Five -Forces Model
 Sources of External Information
 Forecasting Tools and Techniques
 The Global Challenge
 Industry Analysis: The External Factor Evaluation (EFE) Matrix
 The Competitive Profile Matrix (CPM)

Session 5 (Chapter 4)
THE INTERNAL ASSESSMENT
 The Nature of an Internal Audit
 The Resource-Based View
 Integrating Strategy and Culture
 Management
 Marketing
 Finance! Accounting
 Production/Operations
 Research and Development
 Management Information Systems
 Value Chain Analysis
 The Internal Factor Evaluation (IFE) Matrix

Session 6 (Chapter 5)
STRATEGIES IN ACTION
 Long· Term Objectives
 Balanced Scorecard
 Types of Strategies
 Integration Strategies
 Intensive Strategies
 Diversification Strategies
 Defensive Strategies
 Michael Porter's Generic Strategies
 Means for Achieving Strategies
 Strategic Management in Nonprofit and Governmental Organizations
 Strategic Management in Small Firms

Session 7 (Chapter 6)
STRATEGY ANALYSIS AND CHOICE
 The Nature of Strategy Analysis and Choice
 A Comprehensive Strategy-Formulation Framework
 The Input Stage
 The Matching Stage
 The Decision Stage
 Cultural Aspects of Strategy Choice
 The Politics of Strategy Choice
 Governance Issues

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Session 8 (Chapter 7)
IMPLEMENTING STRATEGIES: MANAGEMENT AND OPERATIONS ISSUES
Quiz # 2
 The Nature of Strategy Implementation
 Annual Objectives
 Policies
 Resource Allocation
 Managing Conflict
 Matching Structure with Strategy
 Restructuring, Reengineering, and E-Engineering
 Linking Performance and Pay to Strategies
 Managing Resistance to Change
 Managing the Natural Environment
 Creating a Strategy-Supportive Culture
 Production/Operations Concerns W hen Implementing Strategies
 Human Resource Concerns W hen Implementing Strategies

Session 9 (Chapter 8)
IMPLEMENTING STRATEGIES: MARKETING, FINANCE / ACCOUNTING, R&D, AND MIS ISSUES
 The Nature of Strategy Implementation
 Marketing Issues
 Financial Accounting Issues
 Research and Development (R&D) Issues
 Management Information Systems (MIS) Issues

Session 10 (Chapter 9)
STRATEGY REVIEW, EVALUATION, AND CONTROL
Quiz # 3
 The Nature of Strategy Evaluation
 A Strategy-Evaluation Framework
 The Balanced Scorecard
 Published Sources of Strategy-Evaluation Information
 Characteristics of an Effective Evaluation System
 Contingency Planning
 Auditing
 21- Century Challenges in Strategic Management

Session 11 (Review of tools)

 Portfolio submission (Individual)
 Vision & Mission
 SWOT
 SWOT Strategies
 EFE
 CPM
 IFE
 BCG
 SPACE
 QSPM Matrix
 IE Matrix
 The Grand Strategy Matrix & Recommendation.

Session 12 (Presentations)
 Portfolio submission (Group)
 Presentation: Term Project

FINAL EXAMANATION

This is the official course outline for GMAG 510 – Computer generated as such does not require a
signature.