Course Title: Strategic Management

East Delta University

School of Business
MBA Program Course Syllabus
Course Code: MBA 689

Atanu Gupta
BBA, MBA [HRM] (CU), PGDHRM (BIM)
Office Hours: Before or after class & by appointment
Phone: 01719-139952
E-mail: atanu.gupta@yahoo.com

Course Description:
The business world today is considerably different and more complex than it was in the previous
years. Both the challenges and opportunities facing organizations of all sizes today are greater
than ever. Organizations are required to continuously find better ways to compete in the rapidly
changing global business environment. Survival and competition have become imperative for
organizations in the current global scenario. In this context, the course develops the strategic
thinking and decision making abilities of students, especially in relation to understanding the
employability of various strategies in different situations.

Learning Objectives:
By the end of this module you should be able to:

 Identify the forces impacting on corporate and business strategies

 Be critically aware of factors involved in strategy making

 Assess the resources and constraints for strategy making in a business context

 Explain the importance of social, economic and political forces; and technological

 Investigate the impact of internationalisation on strategy making

 Chapter and detailed Contents
Chapter 1 Strategy-Strategic Management-Benefits of Strategic Management-
Scope of Strategic Management-Dimension of Strategic Decision-
INTRODUCTION Levels of Strategy-Tasks of Strategic Management-Strategic
Management VS Operational Management.
Chapter 2 Strategic Management Process-Mission-Characteristics of mission
Statement- -Objectives- Characteristics of Objectives-Goals-Vision-
Strategic Management Three elements of Strategic Vision
process
Chapter 3 Environment-External Environment Analysis-Factors that Constitute
External environment- Remote environment-Industry Environment-
Environment How Competitive Forces Shape Strategy (Porters 5 Forces Model)-
Analysis/Scanning
Industry Analysis & Competitive Analysis-Operating Environment
Chapter 4 Internal Environment-Three basic Resources (Tangible Assets,
Intangible Assets, Organizational Capabilities)-Relationship Between
Internal analysis Environment, Competitive, and Internal Analysis-SWOT Analysis-
Value Chain Analysis-Key Success factors
Chapter 5 Long Term Objectives-Qualities of Long Term Objectives-Grand
Strategies-a. Stability Strategy b. Growth Strategy c. Retrenchment
Formulating Long Strategy d. Combination Strategy-
Term Objectives And
Fourteen Grand Strategy-
Grand Strategies

Chapter 6 Michael Porter Generic Strategy Model-Ansofss Business Expansion

Grid matrix Strategy(Non Price Competition)-BGC Growth Share
Strategic Analysis Matrix-Balanced Score Card Model-Nine Cell Matrix

Chapter 7 The Life Cycle(Competitive Strength matrix)-Business Strength

Matrix-Selection Of Strategy-Grand Strategy Cluster-Matching
Strategic Analysis &
Strategic Choice Analysis-Precondition to Choose Strategy-Behavioral Consideration
process
Affecting Strategic Choice
Chapter 8 Short Term Objectives-Qualities of Short Term Objectives-Functional
tactics-Diff. Between Functional tactics & Strategies-Empowering
Implementing Strategy operating Personnel-The Role Of Policies
Through Short Term
Objective, Functional
Tactics, Reward System
& Employee
Empowerment
Chapter 9 Contrasting Views of The Corporation Of The 20th & 21st Century-
Implementing Strategy: Organization Structure With Strategic advantages & Disadvantages-
Structure, Leadership&
Culture
McKinsey 7-S framework-Strategic Leadership- Culture
 Chapter 10 Control-Strategic Control-Types of Strategic Control-Strategic Control
process-Strategic Evaluation-Criteria Of Strategic Evaluation-Basic
Strategic Control &
evaluation Concept Of case Study

Chapter 11 Case Study and Solution

Case Study

Lecture Outline
Week Topics

1 An Overview of the course

Strategy-Strategic Management-Benefits of Strategic Management-Scope of
Strategic Management-Dimension of Strategic Decision-Levels of Strategy-Tasks
of Strategic Management-Strategic Management VS Operational Management.
2 Strategic Management Process-Mission-Characteristics of mission Statement-
-Objectives- Characteristics of Objectives-Goals-Vision-Three elements of
Strategic Vision
# # Assignment Allocation (Individual/Group Assignment)

3 Environment-External Environment Analysis-Factors that Constitute External

environment- Remote Environment-Industry Environment-How Competitive
Forces Shape Strategy (Porters 5 Forces Model)-Industry Analysis & Competitive
Analysis-Operating Environment
# # Class Test 01

4 Internal Environment-Three basic Resources (Tangible Assets, Intangible Assets,

Organizational Capabilities)-Relationship Between Environment, Competitive, and
Internal Analysis-SWOT Analysis-Value Chain Analysis-Key Success factors

5 Long Term Objectives-Qualities of Long Term Objectives-Grand

Strategies-a. Stability Strategy b. Growth Strategy c. Retrenchment Strategy
d. Combination Strategy-/Fourteen Grand Strategy-
# # Assignment Submission
6 Mid-Term

7 Michael Porter Generic Strategy Model-Ansofss Business Expansion Grid matrix

Strategy (Non Price Competition)-BGC Growth Share Matrix-Balanced Score
Card Model-Nine Cell Matrix
# # Allocation of Presentation Topic & Group Formation

8 The Life Cycle(Competitive Strength matrix)-Business Strength Matrix-Selection

Of Strategy-Grand Strategy Cluster-Matching Analysis-Precondition to Choose
Strategy-Behavioral Consideration Affecting Strategic Choice

9 Short Term Objectives-Qualities of Short Term Objectives-Functional tactics-Diff.

Between Functional tactics & Strategies-Empowering operating Personnel-The
Role Of Policies
# # Class Test 02
10 Contrasting Views of The Corporation Of The 20th & 21st Century-
Organization Structure With Strategic advantages & Disadvantages-
McKinsey 7-S framework-Strategic Leadership- Culture
# # Group Presentation

11 Control-Strategic Control-Types of Strategic Control-Strategic Control

process-Strategic Evaluation-Criteria Of Strategic Evaluation-Basic
Concept Of case Study
 # # Group Presentation (Remaining Groups)

12 Case Study and Solution

# # Case Analysis (Conceptual & Logical Decision)
13 Case Study and Solution
# # Case Analysis (Conceptual & Logical Decision)
14 Review Class

15 Final Exam

Grading Policy
Marks distribution
Textbooks & Required Reading:
Percentage (Marks) Letter Grades G.P.A
Criteria Weight
1. Basic text: Strategic Management by Pearce & Robinson
93% & Above A 4.0
Reference Text Attendance & participation 10%
89% – <93% A-
:3.7
Assignment, Presentation, 20%
1. Strategic Management, By: Thomson and Strickland
86%analysis
Case – <89% B+ 3.3
2. Strategic Management , By: Fred R David
1st82%
class– <86%
test B 3.0
10%
2. Strategic Management, By: Gregory g. Dess g. t. Lumpkin Marilyn l. Taylor
2nd79% – <82%
class test B- 10% 2.7

75%
Mid – <79%
term C+ 2.3
20%
72% – <75% C 2.0
Final term 30%
69% – <72% C- 1.7

65% – <69% D+ 1.3

60% – <65% D 1.0

<59% F 0.0
Other class information
 Class attendance is mandatory, due to the interactive nature of the course.
 Students, who miss a class, are responsible for getting any class material, assignment
changes, or test date changes from another student.
 Necessary handouts and lectures should be delivered in class.
 Class lecture is all for the mid-term and final exam.
 Nobody is allowed after 15 minutes of class commencement, that class will be
counted as a “MISSED CLASS”
 Every body’s mobile should be silent in class time.
 Assignment and class test should be held on due date as per instruction.
 There is no option for retake of mid-term and final-exam.