BA5302

Strategic Management

HBS > Professional Core > Strategic Management
Course ID
BA5302
Level
Post Graduation
Semester
Semester III

OBJECTIVES:
• To learn the major initiatives taken by a company’s top management on behalf of corporates, involving resources and performance in external environments. It entails specifying the organization’s mission, vision and objectives, developing policies and plan to understand the analysis and implementation of strategic management in strategic business units.

UNIT I STRATEGY AND PROCESS
Conceptual framework for strategic management, the Concept of Strategy and the Strategy Formation Process – Stakeholders in business – Vision, Mission and Purpose – Business definition, Objectives and Goals – Corporate Governance and Social responsibility-case study.

UNIT II COMPETITIVE ADVANTAGE
External Environment – Porter’s Five Forces Model-Strategic Groups Competitive Changes during Industry Evolution-Globalisation and Industry Structure – National Context and Competitive advantage Resources- Capabilities and competencies–core competencies-Low cost and differentiation Generic Building Blocks of Competitive Advantage- Distinctive Competencies- Resources and Capabilities durability of competitive Advantage- Avoiding failures and sustaining competitive advantage-Case study.

UNIT III STRATEGIES
The generic strategic alternatives – Stability, Expansion, Retrenchment and Combination strategies – Business level strategy- Strategy in the Global Environment-Corporate Strategy- Vertical Integration-Diversification and Strategic Alliances- Building and Restructuring the corporation- Strategic analysis and choice – Environmental Threat and Opportunity Profile (ETOP) – Organizational Capability Profile – Strategic Advantage Profile – Corporate Portfolio Analysis – SWOT Analysis – GAP Analysis – Mc Kinsey’s 7s Framework – GE 9 Cell Model – Distinctive competitiveness – Selection of matrix – Balance Score Card-case study.

UNIT IV STRATEGY IMPLEMENTATION & EVALUATION
The implementation process, Resource allocation, Designing organisational structure-Designing Strategic Control Systems- Matching structure and control to strategy-Implementing Strategic change-Politics-Power and Conflict-Techniques of strategic evaluation & control-case study.

UNIT V OTHER STRATEGIC ISSUES
Managing Technology and Innovation-Strategic issues for Non Profit organisations. New Business Models and strategies for Internet Economy-case study.

TOTAL: 45 PERIODS

OUTCOMES:
• This Course will create knowledge and understanding of management concepts principles and skills from a people, finance, marketing and organisational perspectives the development of appropriate organisational policies and strategies within a changing context to meet stakeholder interests information systems to learn from failure key tools and techniques for the analysis and design of information systems, including their human and organisational as well as technical aspects.

REFERENCES :

  1. Hill. Strategic Management : An Integrated approach, 2009 Edition Wiley (2012).
  2. John A.Parnell. Strategic Management, Theory and practice Biztantra (2012).
  3. Azhar Kazmi, Strategic Management and Business Policy, 3rd Edition, Tata McGraw Hill,2008.
  4. Adriau Haberberg and Alison Rieple, Strategic Management Theory & Application, Oxford University Press, 2008.
  5. Gupta, Gollakota and Srinivasan, Business Policy and Strategic Management – Concepts and Application, Prentice Hall of India, 2005.
  6. Dr.Dharma Bir Singh, Strategic Management & Business Policy, KoGent Learning Solutions Inc., Wiley, 2012.
  7. John Pearce, Richard Robinson and Amitha Mittal, Strategic Management, McGraw Hill, 12th Edition, 2012.