PPB6024

PENGURUSAN
STRATEGIK
RANCANGAN
INSTRUKSIONAL /INSTRUCTIONAL PLAN
Department of Management & Leadership
Faculty of Management and Economics
Sultan Idris Education University

SESI 2014/2015
0

Pengesahan Ketua Jabatan:

RANCANGAN INSTRUKSIONAL /
INSTRUCTIONAL PLAN
Fakulti / Faculty
Jabatan / Department
Semester / Semester
Sessi / Session
Nama Kursus / Course name
Kod Kursus / Course code
Jam Kredit / Credit Hour
Pra syarat /Pre requisite

Tarikh:

: Perniagaan dan Ekonomi

: Pengurusan dan Kepimpinan
: Satu
: 2015/2016
: Pengurusan Strategik
: PPB6024
:1
: Tiada

MAKLUMAT PENSYARAH / LECTURERS INFORMATION:

Nama
E-mail
Nombor Tel(Pej)
Tel.Bimbit
No.bilik

: Prof.Madya Dr.Hj. Abdul Raheem bin Mohamad Yusof

: raheem@fpe.upsi.edu.my
: 05-4582525
: 019-2535192
: Pejabat Urusan UPSI Holdings, Bangunan BITARASISWA,
Kampus Sultan Abdul Jalil Shah, UPSI.

SINOPSIS KURSUS / COURSE SYNOPSIS

Kursus ini menjelaskan cara-cara mengintegrasi pengetahuan konseptual untuk pngurusan

strategik. Taju-tajuk yang diliputi termasuk polisi-polisi serta model-model perniagaan, audit
dalaman, tinjauan faktor luaran, analisa persekitaran, jenis serta formulasi strategi, teknik
perancangan, pelaksanaan strategi dan kawalan.
This course explains on how to integrate conceptual knowledge for strategic management.
Topics included policy, business models, internal audit, external factors, environmental
scanning, strategic formulation, strategic planning, strategic implementation and control.

RASIONAL KURSUS / RATIONAL OF THE COURSE:

Kursus teras ini akan memberi pendedahan kepada pelajar tentang konsep dan teori
Pengurusan Strategik.

HASIL PEMBELAJARAN / LEARNING OUTCOMES:

Pelajar-pelajar dapat:
1. Menganalisa prinsip elemen-elemen strategi perniagaan. (K3,P4)
2. Mengaplikasi rangkakerja analitikal bagi mengkaji persekitaran yang kompetitif dalam
sesebuah organisasi/industry. (K3,P4)
3. Menunjukkan bagaimana sumber-sumber sesebuah organisasi digunakan secara cekap
dan berkesan untuk mencapai sasaran strategi yang hendak dicapai. (P5,A3)
4. Mengaplikasi teori dan amalan perubahan pengurusan. (P5,A3)
5. Menunjukkan komunikasi yang baik dan kemahiran penyelesaian masalah.(CS,CT)
6.Menunjukkan keupayaan pengurus dan kepimpinan yang berkesan. (K3,P4)

KEMAHIRAN YANG BOLEH DIPINDAHKAN / TRANSFERABLE SKILLS:

1. Kebolehan untuk menganalisa dan menilai persekitaran perniagaan.
2. Kebolehan untuk menggunakan strategi-strategi perniagaan yang berkesan untuk
mengatasi sesuatu permasalahan perniagaan.
3. Kebolehan untuk mengurus dan memimpin sesuatu perniagaan.

RUJUKAN / REFERENCES:
Fred R. David (2015). Strategic Management: Concepts and Cases, 15th. ed. Essex:
Pearson Education.
Ireland Hoskisson & Hitt (2013). The Management of Strategy: Concepts and Cases, 10th
ed., South Western Cengage Learning,USA.
Thomas L.W., & David L.H. (2008). Strategic Management & Business Policy, 11 th ed.,
London:Pearson Education.
Jeffrey S., Harrison, & Caron H.S. (2008). Foundation in Strategic Management. Ohio:
Thomson South Western Hall, USA.
Carpenter, M., & Sebders,G. (2008). Strategic Management: Concepts and Cases.
London:Pearson Education

KAEDAH PENERAPAN KEMAHIRAN INSANIAH / METHODS OF SOFT

SKILLS EMBEDDED
Aktiviti
/Activity

KOM

Tugasan dan
Pembentangan
Kumpulan

BKM
M

PBP
M

KKB
P
2

KKU

KKP

EM

Singkatan / Kemahiran / Skills

Abbreviati
on
KOM

Communication Skill

BKMM

Critical Thinking and Problem Solving Skills

PBPM

Continuous Learning and Information Management

KKBP

Team Work Skills

KKU

Entrepreneurial Skills

KKP

Leadership Skill

EM
Professional Ethics and Moral
PENILAIAN PRESTASI PELAJAR / STUDENTs PERFORMANCE
ASSESSMENT
Kerja Kursus / Course work
Perincian / Details
Tugasan 1, 2 dan 3
Kajian Kes
Pembentangan
Peperiksaan Akhir/Final
Exam

Peratusa
n/Percen
tage
LO
LO1, LO2, LO4

%
30
%
LO1, LO2, LO4
20
%
LO1, LO2, LO3,
10
LO4
%
LO1,LO2,LO3,LO 40
4
%
Jumlah / Total

SKALA PENGGREDAN / GRADING SCALE:

Gred /
Gr
ad
e

Julat markah
/ Points
interval

PNGS
(GPA)/
PNGK
(CGPA)

100

100%

80 100

4.00

A-

75 79

3.75

B+

70 74

3.50

65 69

3.00

B-

60 64

2.75

C+

55 59

2.50

50 54

2.00

C-

45 49

1.75

D+

40 44

1.50

35 39

1.00

0 34

SKALA PENGGREDAN KEMAHIRAN INSANIAH / SOFT SKILS

GRADING SCALE:

Skala /
Scale
4

Cemerlang / Excellent

Baik / Good

Sederhana / Moderate

Lemah / Weak

Rubrics as in Buku
Kemahiran
Insaniah/Soft skills

JADUAL PENGAJARAN MINGGUAN / WEEK TEACHING SCHEDULE:

*Singkata
n
/Abbreviat
ion

Aktiviti /Activity

Singkatan
/Abbreviat
ion

Penilaian / Assessment

*Optional

Minggu
/ Week

Tajuk / Chapter

Hasil Pembelajaran /
Learning Outcomes

Aktiviti P&P/
KI
T&L
Activities

Pada akhir setiap minggu, pelajar

dapat: /
At the end of each week, the
students should be able to:
1. The Nature of Strategic
Management
1.1 What is Strategic
Management?
1.2 Key Terms in Strategic
Management
1.3 The Strategic-Management
Model
1.4 Benefits of Strategic
Management
1.5 Why Some Firms Do No

1.Describe the Strategic management

process.
2.Explain the need for integrating
analysis and intuition in strategic
management.
3.Define and give examples of key
terms in strategic management.
4.Discuss the nature of strategy
formulation, implementation, and
evaluation activities.
5. Describe the benefits of good

Peniaian /
Assessment

Lecture/
Discussion
KKP

Task 1

Strategic Planning
1.6 Pitfalla in Strategic
Planning
1.7 Guidelines for Effective
Strategic Management
1.8 Comparing Business and
Military Strategy

strategic management.
6. Discuss the relevance of Sun Tzus
The Art of War to strategic
management.

2. The Business Vision and

Mission

2.1 What Do We Want to

Become?
2.2 What Is Our Business?
2.3 Importance (Benefits) of
Vision and Mission
Statements
2.4 Characteristics of a
Mission Statement
2.5 Writing and Evaluating
Mission Statements

1. Describe the nature and role of

vision and mission statements in
strategic management.
2. Discuss why the process of
developing a mission statement is
as important as the resulting
document.
3. Identify the components of mission
statements.
4. Discuss how clear vision and
mission statements can benefit
other strategic-management
activities.
5. Evaluate mission statements of
different organizations.
6. Write good vision and mission
statements.

KKP

Lecture/
Discussion

Case study

3. The External Assessment

3.1 The Nature of an External

Audit
3.2 The Industrial Organization
(I/O) View
3.3 Economic Forces
3.4 Social, Cultural,
Demographic, and Natural
Environment Forces
3.5 Political, Governmental,
and Legal Forces
3.6 Technological Forces
3.7 Competitive Forces
3.8 Competitive Analysis:
Porters Five-Forces Model
3.9 Sources of External
Information
3.10 Forecasting Tools and
Techniques
3.11 Industry Analysis: The
External Factor
3.12 Evaluation (EFE)
Matrix
3.13 The Competitive Profile
matrix

1.Describe how to conduct an external

strategic-management audit.
2.Discuss 10 major external forces
that affect organizations: economic,
social, cultural, demographic,
environmental, political,
governmental, legal, technological,
and competitive.
3.Describe key sources of external
information, including the Internet.
4.Discuss important forecasting tools
used in strategic management.
5.Discuss the importance of
monitoring external trends and
events.
6.Explain how to develop an EFE
Matrix.
7.Explain how to develop a
Competitive Profile Matrix.
8.Discuss the importanceof gathering
competitive intelligence.
9.Describe the trends toward
cooperation among competitors.
10.Discuss market commonality and
resource similarity in relation to
competitive analysis.

KKP

Lecture/
Discussion

Case study

4. The Internal Assessment

4.1 The Nature of Internal

Audit
4.2 The Resource-Based View
(RBV)
4.3 Integrating Strategy and
Culture
4.4 Management
4.5 Marketing
4.6 Finance/Accounting
4.7 Production/Operations
4.8 Research and
Development
4.9 Management Information
System
4.10 Value Chain Analysis
(VCA)
4.11 The Internal Factor
Evaluation (IFE) Matrix

1. Describe how to perform an

internal strategic-management
audit.
2. Discuss the Resource-Based
View (RBV) in strategic
management.
3. Discuss key interrelationships
among the functional areas of
business.
4. Identify the basic functions or
activities that make up
management, marketing,
finance/accounting,
production/ operations,
research and development,
and management information
systems.
5. Eplain how to determine and
prioritize a firms internal
strengths and weaknesses.
6. Explain the importance of
financial ration analysis.
7. Discuss the nature and role of
management information
systems in strategic
management.
8. Develop an Internal Factor
Evaluation (IFE) Matrix.
9. Explain benchmarking as a
strategic management tool.

KKP

Lecture/
Discussion

Case study

5. Strategy in Action
5.1 Long-Term Objectives
5.2 The Balanced Scorecard
5.3 Types of Strategies
5.4 Integration Strategies
5.5 Intensive Strategies
5.6 Diversification Strategies
5.7 Defensive Strategies
5.8 Micheal Porters Five Generic
Strategies
5.9 Means for Achieving Strategies
5.10 Strategic Management in
Nonprofit and Governmental
Organization
5.11 Strategic Management in Small
Firms

1. Discuss the value of

establishing long-term
objectives.
2. Identify 16 types of business
strategies.
3. Identify numerous examples of
organizations pursuing
different types of strategies.
4. Discuss guidelines when
particular strategies are most
appropriate to pursue.
5. Discuss Porters five generic
strategies.
6. Describe strategic
management in nonprofit,
governmental, and small
organizations.
7. Discuss joint ventures as a
way to enter the Russian
market.
8. Discuss the Balanced
Scorecard.
9. Compare and contrast
financial with strategic
objectives.
10. Discuss the levels of
strategies in large versus
small firms.
11. Explain the First Mover
Advantages concept.
12. Discuss recent trends in
outsourcing.

KKP

Lecture/
Discussion

Case study

13. Discuss strategies for

competing in turbulent, highvelocity markets.
6. Strategy Analysis and Choice

6.1 The Nature of Strategy

Analysis and Choice
6.2 A Comprehensive StrategyFormulation Framework
6.3 The Input Stage
6.4 The Matching Stage
6.5 The Decision Stage
6.6 Cultural Aspects of Strategy
Choice
6.7 The Politics of Strategy Choice
6.8 Governance Issues

7. Implementing Strategies:
Management and Operations
Issues
7.1 The Nature of Strategy
Implementation

1. Describe the three-stage

framework for choosing
among alternative strategies.
2. Explain how to develop a
SWOT Matrix, SPACE Matrix,
BCG Matrix, IE Matrix, and
QSPM.
3. Identify important behavioral,
political, ethical, and social
responsibility considerations
in strategy analysis and
choice.
4. Discuss the role of intuition in
strategy analysis and choice.
5. Discuss the role of
organizational culture in
strategic analysis and choice.
6. Discuss the role of a board of
directors in choosing among
alternative strategies.

1.

Explain why strategy

implementation is more difficult
than strategy formulation.
2.
Discuss the importance of

10

KKP
KOM

KKP
KOM

Lecture/
Discussion

Case study

Lecture/
Discussion

Kajian Kes

7.2 Annual Objectives

7.3 Policies
7.4 Resource Allocation
7.5 Managing Conflict
7.6 Matching Structure with Strategy
7.7 Restructuring, Reengineering, and
E-Engineering
7.8 Linking Performance and Pay to
Strategies
7.9 Managing Resistance to Change
7.10 Creating a Strategy-Supportive
Culture
7.11 Production/Operations Concerns
When Implementing Strategies
7.12 Human Resource Concerns
When Implementing Strategies

8.Implementing Strategies:
Marketing, Finance/Accounting,
R&D, and MIS Issues
8.1 The Nature of Strategy
Implementation
8.2 Current Marketing Issues

annual objectives and policies in

achieving organizational
commitment for strategies to be
implemented.
3.
Explain why organizational
structure is so important in
strategy implementation.
4.
Compare and contrast
restructuring and reengineering.
5.
Describe the relationships
between production/operations
and strategy implementation.
6.
Explain how a firm can
effectively link performance and
pay to strategies.
7.
Discuss employees stock
ownership plans (ESOPs) as a
strategic-management concept.
8.
Describe how to modify an
organizational culture to support
new strategies.
9.
Discuss the culture in Mexico
and Japan.
10.
Describe the glass ceiling in
the United States.
1. Explain market segmentation and
product positioning as strategyimplementation tools.
2. Discuss procedures for
determining the worth of a
business.
3. Explain why projected financial

11

KKP
KOM

Lecture/
Discussion

Case study

8.3 Market Segmentation

8.4 Product Positioning
8.5 Finance/Accounting Issues
8.6 Acquiring Capital to Implement
Strategies
8.7 Research and Development
(R&D) Issues
8.8 Management Information
Systems (MIS) Issues

4.

5.
6.

9.Strategy Review, Evaluation, and

Control
9.1 The Nature of Strategy
Evaluation
9.2 A Strategy-Evaluation
Framework
9.3 The Balanced Scorecard
9.4 Published Sources of
Strategy-Evaluation
Information
9.5 Characteristics of an Effective
Evaluation System
9.6 Contingency Planning
9.7 Auditing
9.8 Twenty-First-Century
Challenges in Strategic
Management

statement analysis is a central

strategy-implementation tool.
Explain how to evaluate the
attractiveness of debt versus
stock as a source of capital to
implement strategies.
Discuss the nature and role of
research and development in
strategy implementation.
Explain how management
information systems can
determine the success of
strategy-implementation efforts.

1. Describe a practical framework for

evaluating strategies.
2. Explain why strategy evaluation is
complex, sensitive, and yet
essential for organizational
success.
3. Discuss the importance of
contingency planning in strategy
evaluation.
4. Discuss the role of auditing in
strategy evaluation.
5. Explain how computers can aid in
evaluating strategies.
6. Discuss the balanced Scorecard.
7. Discuss three twenty-first-century
challenges in strategy
management.

12

KKP
KOM

Lecture/
Discussion

Case study

10.Business Ethics/ Social

Responsibility/ Environmental
Sustainability
10.1 Business Ethics
10.2 Social Responsibilty
10.3 Environmental Sustanability

1. Explain why good ethics is

good business in strategic
management.
2. Explain how firms can best
ensure that their code of
business
ethics
guides
decision
making
instead
ofbeing ignored.
3. Explain why whistle-blowing is
important to encourage in a
firm.
4. Discuss the nature and role of
corporate
sustainability
reports.
5. Discuss specific ways that
firms can be good stewards of
the natural environment.
6. Explain ISO 14000 and 14001.

KKP
KOM

Lecture/
Discussion

Case study

11. Global/ International Issues

1. Explain the advantages and

disadvantages of entering
global markets.
2. Discuss protectionism as it
impacts the world economy.
3. Explain when and why a firm
(or industry) may need to
become more or less global in
nature to compete.
4. Discuss the global challenge
facing American firms.

KKP
KOM

Lecture/
Discussion

Case study

10

11

11.1 Multinational Organizations

11.2 Advantages and Disadvantages
of International Operations
11.3 The Global Challenge
11.4 United States versus Foreign
Business Culture
11.5 Worldwide Tax Rates
11.6 Joint Ventures in India

13

12.How to Prepare and Present a

Case Analysis

12

12.1 What is a Strategic-Management

Case?
12.2 Guidelines for Preparing Case
Analysis
12.3 Preparing a Case for Class
Discussion
12.4 Preparing a Written Case
Analysis
12.5 Making an Oral Presentation

1. Describe the case method for

learning strategicmanagement concepts.
2. Identify the steps in preparing
a comprehensive written case
analysis.
3. Describe how to give an
effective oral case analysis
presentation.
4. Discuss specila tips for doing
case analysis.

KKP
KOM

Case presentation and discussion

KOM,
BKMM,
KKBP
KKP

Case presentation and discussion

KOM,
BKMM,
KKBP
KKP

13

14

14

Lecture/
Discussion

Case study

RANCANGAN TUTORIAL / MAKMAL

TUTORIAL/LAB/WORKSHOP PLAN
No

Topik /Topic

Hasil
Pembelajar
an /

Learning
Outcome

Kemahira
n Insaniah
/ Soft skill

AKtiviti
pengajaran &
pembelajaran /
Learning &
teaching
activity

Penilaian
/Assessm
ent

Reminder: (optional)
1. Students attendance to all lectures, tutorials and lab works is compulsory
2. Students with total of attendance of less than 80% can be barred from taking final examination
3. Any absence due to health problem must be corroborated with a medical certification from Pusat Kesihatan

Pelajar UPSI, UPSIs Panel clinics or Clinic/Government Hospital.

4. Absence due to other problems must be justified using a show cause letter.

15