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Revised: 22/12/2016

INTI INTERNATIONAL UNIVERSITY


COURSE STRUCTURE

PROGRAMME: BACHELOR OF BUSINESS (HONS) - BBUS

1. NAME OF COURSE/MODULE: STRATEGIC MANAGEMENT

2. COURSE CODE: MGT4216

3. RATIONALE FOR THE INCLUSION OF THE COURSE/MODULE IN THE PROGRAMME :


Strategic Management is the identification and description of strategies used to achieve better performance and a
competitive advantage of organizations or companies. This involves knowing the environment, the strengths and
weaknesses of the organization among other factors. A manager must have a thorough knowledge and the ability to
analyse the general and competitive organizational environment so as to take right decisions. Students need to
develop some basic knowledge and skills to enable them to understand how decisions are made in the business
environment.

4. Total Face to Face Total Student Independent


STUDENT LEARNING TIME Learning Time
(SLT)
L T P O A OL IL
L = Lecture 28 14 6 98
T = Tutorial
P = Practical
O= Others
A= Assessment
OL=Online Learning
IL= Independent Learning

6. CREDIT VALUE: 4

7. PREREQUISITE (if any): NONE

8. LEARNING OUTCOMES:
On completion of the course, students will be able to:
1. Analyse a complex range of strategic issues and synthesize conflicting theoretical perspectives
2. Compare and contrast a range of organizational environments whilst considering the influence of change
conditions
3. Critically evaluate strategic decision-making and planning in the business environment;
4. Critically evaluate strategic concepts and theory and their implementation in a variety of contexts

9. SYNOPSIS:
This course focuses on the many perspectives and models in current strategic management practices. Students are
exposed to issues involved in researching environmental information, developing strategies, and implementing
strategic options. Students also learn about and apply a range of analytical tools, techniques and concepts using case
studies. Finally, students are engaged in critically evaluating the usefulness of these strategic tools, techniques and
concepts.

10. MODE OF DELIVERY: Lectures and tutorials are conducted both online and face to face.
11. ASSESSMENT METHODS AND TYPES:
Method Types Weightage (%)
Group Assessment 30
Continuous Assessment
Individual Assessment 30
Summative Assessment Final Examination 40
*Students are not allowed to sit for the Final Exam if Class Attendance is less than 80%

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12. CONTENT OUTLINE OF THE COURSE/MODULE AND THE SLT PER TOPIC:

Total
Sessions Topics LO L T P OL
O A IL
1-2 Strategy and the organization 6 98
What is an organisation?;
Organisations as a collection of
people; Organisations as economic
actors; Organisation as an 1,2
2 1 1
accumulation of knowledge and ,3
learning; Organisations as bundles of
resources; Definitions and levels of
Strategy; Strategic Decisions;
Strategic Management Process
3-4 Organisational Purpose
For whose benefit does the firm
exist?; Different drivers of
1,3
organisational purpose; Specific 2 1 1
,4
requirements of key stakeholder
groups; Stakeholder controls on
strategic choices
5-6 Competitive failure and success
Key concepts in organisational
success and failure: Cost advantage;
differentiation advantage; risk,
commitment and trade-off; paradox; 1,2,
2 1 1
common paradoxes and trade-offs; Is 3
it possible to circumvent paradox and
trade-off?; How strategies can go
wrong; Strategic drift; The Icarus
paradox; SWOT concept
7-8 Assessing failure and success
Assessing performance; Standard
measures of performance; Tailored
2,3 2 1 1
measures of performance; Assessing
the standards for comparison;
Drawing conclusion

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Assessing the environment and


9-10 competition
Macro environment and the nature of
competition; PEST Analysis; 1,2 2 1 1
Industry Life Cycle; Porters Five
Forces Model; Determining the
boundaries of an industry
Competitive Stance
11-12 Porters Generic Strategies;
Competitive Stance Factors:
Segmentation; differentiation;
1,2,3 2 1 1
positioning; scope and scale of
operations;
International/globalisation strategies;
Competitor Analysis
13-14 Strategic resources
Strategic resources and their
importance; Types of resources and
1,3 2 1 1
how they may contribute to
competitive advantage; Learning and
knowledge
The internal configuration of
2
15-16 organisations 1
Definition & Types of Value Chain;
Value Chain Analysis Elements;
1,2 1
Value Chain Analysis Method;
Architecture and Culture; Elements
of Culture and Architecture;
Classifying Organisational Culture
Corporate level strategy
17-18 Diversification; Relatedness and 2 1
balance of an organisations 1,4 1
portfolio; Management challenges in
managing diversified corporations
Structure, information, control &
19-20 reward system 2 1
Trends in organisational structure;
The impact of information
technology on structure; Strategic fit: 1,2,3 1
link between strategy and structure;
Organisational designs;
Organisational control and reward
systems
Strategic issues, priorities and
21-22 options 2 1
Strategic analysis; Step 1: Identify
strategic issues; Step 2: Prioritise
1
strategic issues; Step 3: Identify 1,2
strategic options to address strategic
issues; Step 4: Evaluate strategic
options and select the most suitable
options for implementation

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Strategies in different context


23-24 Strategic management in the public 2 1
sector; Strategic management in the
not-for-profit sector; Strategic
management for new and/or small
1,2,3 1
firms; Strategic management at the
different stages in an industrys life-
cycle; Strategies in hypercompetitive
industries; Strategies for electronic
commerce; Turnaround strategies
Assessing the potential for change
25-26 Levels and Types of Change; 2 1
Barriers to Change: Individual
Level; The Coping Cycle: How
Individuals Cope With Change;
Barriers to Change: Organisational 1,2,3 1
Level; Ways in Which Change May
Be Resisted or Promoted; Forces for
Organisational Change; Using the
Cultural Web to Identify Needed
Change
Managing change
27-28 The role of leadership in strategic 2 1
change; The role of power and
1,2 1
politics in strategic change; The
practicalities of managing change;
Organisational turnaround
TOTAL 28 14 14 6 98

Lecture (L), Tutorial (T), Practical (P), O (Others), Assessment (A), OL (Online learning); Independent Learning
(IL); Learning Outcome (LO)

13. MAIN REFERENCE(S) SUPPORTING COURSE:


Volberda, H.W., Morgan, R.E., Patrick, R., Hitt, M.A., Ireland, D.R., and Hoskisson, R.E., Strategic
Management, Cengage Learning EMEA, 2011.

ADDITIONAL REFERENCES:
Lynch, R.,. Strategic Management. 6th ed., Financial Times/ Prentice Hall, 2011
Hill, C.W.L., Schilling, M.A., and Jones, G.R., Strategic Management: Theory and Cases. South-Western
Cengage Learning, 2015.

14. OTHER ADDITIONAL INFORMATION (if any):

FINAL EXAMINATION FORMAT


Duration: 2 hours
Students are to answer four (4) out of seven (7) questions.

GRADING SCALE:
A+ (90-100), A (80-89), A- (75-79), B+ (70-74), B (65-69), B- (60-64), C+ (55-59), C (50-54), C- (45-49),
D (40-44), F (0-39)
Note:
A student is deemed to have passed the module if the student obtained 50% or better for the module.

A passing mark can only be achieved when the student attempts both the coursework and final exams.

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