Beruflich Dokumente
Kultur Dokumente
Michael’s College
College of Accountancy
Iligan City
SYLLABUS
IN
Prepared by:
The aim of this course is to provide students with a broad overview of the basic concepts in strategic management. Students are exposed to a number of
frameworks and models to better understand and analyze the macro-environment, the industry environment, and firm level resources. The end goal is for
students to be able to think strategically, as opposed to only having a functional orientation, and to formulate and to implement creative and innovative strategies
that are conducive to the demands of the firm and the environment in which it resides. Together with Management Consultancy, this course serves as an
integrative course to be taken in the last term/semester.
V. Objectives:
1. develop their capacity to think strategically about a company: its present business position, its long-term direction, its resources and competitive
capabilities, the caliber of its strategy, and its opportunities for gaining sustainable competitive advantage;
2. identify global opportunities and determine key strategies to successfully pursue these opportunities. To be able to identify global threats and determine
key strategies to insulate a company from these threats and to understand the challenges of a global market;
3. acquainted with the managerial tasks associated with implementing and executing company strategies, drills in the range of actions managers can take to
promote competent strategy execution, and give some confidence in being able to function effectively as part of a company’s strategy-implementing
team; and
4. develop and improve time management skills.
TIME
LEARNING CONTENT LEARNING OUTCOME TEACHING EPISODES EVALUATION/ASSIGNMENT
FRAME
WEEK 1 General Business Policies Describe the steps in the strategic Lecture/Discussion Oral recitation
Origin of policies management process Assignment
Procedures and rules Discuss the strategic planning phase
Formulating and implementing policies Define globalization
Integrating objectives, strategies and Discuss and understand the
policies electronic age
Enumerate and discuss the theories
Globalization
in organizational adaptation
The Electronic Age
WEEK 2 Strategic Management: An overview Define strategic management and Interactive Discussion Pen and paper test
Strategic Management Process its four key attributes
Discuss the vital role of corporate
Situation Analysis
governance and stakeholder
Strategy Formulation
management as well as how
Strategy Implementation "symbiosis" can be achieved among
Strategy Evaluation an organization's stakeholders
Strategic Management: Planning Phases Discuss the importance of social
responsibility, including
environmental sustainability, and
how it can enhance a corporation's
innovative strategy
The need for greater
empowerment throughout the
organization
WEEK 3 Analyzing the External Environment Discuss the importance of Interactive Discussion Group discussion
Creating the Environmentally Aware developing forecasts of the SWOT Analysis for Brainstorming
Organization business environment different businesses Assignment
Competitive Intelligence Discuss the critical inputs to
SWOT Analysis forecasting: environmental
scanning, environmental
Market Trends
monitoring and collecting
competitive intelligence
TIME
LEARNING CONTENT LEARNING OUTCOME TEACHING EPISODES EVALUATION/ASSIGNMENT
FRAME
WEEK 4 The General Environment Discuss the impact of the general Interactive Discussion Graded recitation
The Demographic Segment environment on a firm's strategies
The Political/Legal Segment and performance
Understand the concept of
The Technological Segment
strategic groups and their strategy
The Economic Segment
and performance implications
The Global Segment
Relationships among Elements of the
General Environment
WEEK 5 The Competitive Environment Identify the forces in the Interactive Discussion Pen and paper test
Porter's Five Forces Model of Industry competitive environment that can Group activity for the Assignment
Competition affect profitability, and how a firm five forces
How the Internet and Digital Technologies can improve its competitive
Are Affecting the Five Competitive Forces position by increasing its power
Using Industry Analysis: A few Caveats vis-à-vis these forces
Strategic Groups within Industries
WEEK 6 PRELIM
MIDTERM Assessing the Internal Environment of the Explain why the management of Interactive Discussion Attentive class
WEEK 7 Firm knowledge professionals and Tracing the different participation
Value Chain Analysis knowledge itself are so critical in stakeholders in a value
Primary and Support Activities today's organization chain
Interrelationship among Value-Chain Explain the importance of
Activities within and across Organizations recognizing the interdependence
Applying the Value Chain to Service of attracting, developing and
Organizations retaining human capital
Discuss the key role of social
Resource-Based View of The Firm
capital in leveraging human capital
Types of Firm Resources within and across the firm
Firm Resources and Sustainable Describe the importance of social
Competitive Advantage networks in knowledge
The Generation and Distribution of A management and in promoting
Firm's career success
TIME
LEARNING CONTENT LEARNING OUTCOME TEACHING EPISODES EVALUATION/ASSIGNMENT
FRAME
Profits: Extending the Resource-Based View of
the Firm
Evaluating the Firm's Performance: Two
Approaches
Financial Ratio Analysis
Integrating Financial Analysis and
Stakeholder Perspectives: The Balanced
Scorecard
WEEK 8 The Vision and Mission Statement Discuss the meaning and relevance Interactive Discussion Oral recitation
The Need for a Vision and Mission of mission/vision statement Differentiation of Pen and paper test
Statement Compare the vision/mission vision and mission
Vision and Mission Statement statements of local companies statements of existing
Distinguished firms
The Elements of Mission Statement
The Strategic Vision Statement
Characteristics of Strategic Vision
Elements of Strategic Vision
Communicating the Vision and Mission
Statement
WEEK 9 Business-Level Strategy: Creating and Discuss the central role of Interactive Discussion Attentive class
Sustaining Competitive Advantage competitive advantage in the study participation
Types of Competitive Advantage and of strategic management Assignment
Sustainability Enumerate the three generic
Overall Cost Leadership strategies: overall cost leadership,
Differentiation differentiation, and focus
Focus Identify the pitfalls managers must
Combination Strategies: Integrating avoid in striving to attain generic
Overall Low Cost and Differentiation strategies
How the Internet and Digital Technologies Explain how internet-enabled
Are Affecting the Competitive Strategies business models are being used to
improve strategic positioning
Industry Life Cycle Stages: Strategic
TIME
LEARNING CONTENT LEARNING OUTCOME TEACHING EPISODES EVALUATION/ASSIGNMENT
FRAME
Implications Explain the importance of
Strategies in the Introduction Stage considering the industry life cycle
to determine a firm's business-level
Strategies in the Growth Stage
strategy and its relative emphasis
Strategies in the Maturity Stage on functional area strategies and
Strategies in the Decline Stage value-creating activities
Turn-Around Strategy
WEEK 10 Corporate-Level Strategy: Creating Value Identify the reasons for the failure Interactive Discussion Oral recitation
through Diversification of many diversification efforts Pen and paper test
Making Diversification Work: An Overview Explain how managers can create
Related Diversification: Economies of value through diversification
Scope and Revenue Enhancement initiatives
Leveraging Core Competencies Explain how corporations can use
related diversification to achieve
Pooled Negotiating Power
synergistic benefits through
Vertical Integration economies of scope and market
Unrelated Diversification: Financial power
Synergies and Parenting Enumerate the various means of
Corporate Parenting and Restructuring engaging in diversification- mergers
Portfolio Management and acquisitions,
Caveat: Is Risk Reduction a Viable Goal of joint/ventures/strategic alliances,
Diversification? and internal development
The Means to Achieve Diversification
Mergers and Acquisition
Strategies Alliances and Joint Ventures
Internal Development
WEEK 11 MIDTERM
WEEK 12 International Strategy: Creating Value in Explain the importance of Interactive Attentive class
Global Markets international expansion as a viable Discussion participation
Factors Affecting a Nation's Competitiveness diversification strategy
TIME
LEARNING CONTENT LEARNING OUTCOME TEACHING EPISODES EVALUATION/ASSIGNMENT
FRAME
Factor Conditions
Demand Conditions Enumerate the sources of national
Related and Supporting Industries advantage: that is, why an industry
in a given country is more (or less)
Firm Strategy, Structure and Rivalry
successful than the same industry
Concluding Comment on Factors
in another country
Affecting a Nation's Competitiveness
Discuss cost reduction and
International Expansion: A Company's
adaptation to local markets
Motivation and Risk
Motivation for International Expansion
Potential Risks of International Expansion
Global Dispersion of Value Chains:
Outsourcing and Offshoring
WEEK 13 Achieving Competitive Advantage in Global Discuss the motivations( or Interactive Discussion Group work:
Markets benefits) and the risks associated Brainstorming
Two Opposing Pressures: Reducing Costs with international expansion, Pen and paper test
and Adapting to Local Markets including the emerging trend for
International Strategy greater offshoring and outsourcing
Global Strategy activity
Multi-domestic Strategy Enumerate the four basic types of
entry strategies and the relative
Transnational Strategy
benefits and risks associated with
Entry Modes of International Expansion
each of them
Exporting
Licensing and Franchising
Strategic Alliances and Joint Ventures
Wholly Owned Subsidiaries
WEEK 14 Strategy Implementation Understand the meaning of strategy Interactive Discussion Attentive class
Communicating Strategy implementation participation
Strategy and Structure Identify and enumerate the levels of Assignment
strategy
Organizational Leadership
TIME
LEARNING CONTENT LEARNING OUTCOME TEACHING EPISODES EVALUATION/ASSIGNMENT
FRAME
Strategy and motivational systems Identify the strategies for the different
Establishing short-range objectives functions in the organization
WEEK 15 Strategic Human Resource Development Understand the meaning of strategic Interactive Discussion Oral recitation
Introduction to Strategic Human Resource human resource management Group work: Interview
Planning Discuss the importance of human different human
The Strategic HR management planning resources in strategy execution and resource
process implementation; department of local
Documenting the Strategic Human Explain the importance of hiring the establishments and
Resource Planning right people as the starting point to ask regarding their hiring
Implementing the Strategic Human man key positions and implement procedures and
Resource Plan strategies to achieve organizational qualifications needed
objectives
WEEK 16 SEMI-FINALS
WEEK 17 Strategy Evaluation and Control Discuss the value of effective Interactive Discussion Oral recitation
Ensuring Informational Control: Responding strategic control systems in strategy Quiz
Effectively to Environmental Change implementation Assignment
A Traditional Approach to Strategic Control Distinguish the key difference
A Contemporary Approach to Strategic between "traditional" and
Control "contemporary" control systems
WEEK 18 Attaining Behavioral Control: Balancing Enumerate the benefits of having the Interactive Discussion Oral recitation
Culture, Rewards, and Boundaries proper balance among the three levers Brainstorming
Building a Strong and Effective Culture of behavioral control: culture; rewards
Motivating with Rewards and Incentives and incentives; and boundaries
Setting Boundaries and Constraints Identify the three key participants in
Behavioral Control in Organizations: corporate governance: shareholders,
Situational Factors management, and the board of
directors
Evolving from Boundaries to Rewards
TIME
LEARNING CONTENT LEARNING OUTCOME TEACHING EPISODES EVALUATION/ASSIGNMENT
FRAME
WEEK 19 Analyzing Strategic Management Cases Discuss the strategic case analysis is Interactive Discussion Oral recitation
Why Analyze Strategic Management Cases? used to simulate real-world Presentation of Case study analysis
experiences different cases for
How to Conduct a Case Analysis
Discuss how analyzing strategic group dynamics
Become Familiar with the Material management cases can help develop
Identify Problems the ability to differentiate,
Conduct Strategic Analysis speculate, and integrate when
Propose Alternative Solutions evaluating complex business
Make recommendations problems
Enumerate the steps involved in
How to Get the Most from Case Analysis
conducting a strategic management
case analysis
WEEK 20 FINALS
References:
Zarate, Cynthia A. Business Policy and Strategy, 1st Edition , Manila :RBSI,2011
Dess, Gregory G, et.al. Strategic Management: Creating Competitive Advantages, 4th Edition,New York: McGraw-Hill/Irwin, 2008