Lahore School of Economics Strategic Management (MGT

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Lahore School of Economics
Strategic Management (MGT-401)
BBA-IV
Course Outline
Instructor: Anabia Jamshed
Syllabus
I: The Nature of Strategic Management
II: The Business Vision and Mission
III: The External Assessment
IV: The Internal Assessment
V: Strategies in Action
VI: Strategy Analysis and Choice
VII: Implementing Strategies: Management and Operations Issues
VIII: Implementing Strategies: Marketing, Finance/Accounting, R&D, and MIS Issues
IX: Strategy Review, Evaluation, and Control
Business strategy refers to the deliberate activities through which business goals are set and implemented.
The most central goal of strategy is to differentiate the firm from its competitors in order to realize superior
returns to the owners of a business. It may also be defined as:
“…the art and science of continuously developing new advantages for the firm so that it effectively
executes and competes within its chosen position in the market place and successfully achieves top
management’s identified objectives, including that of creating value for all stakeholders in the
firm.”
However, it is important to realize that strategy is not only shaped by the underlying environmental
conditions, such as technology and competition, but also the resources available to management, including
the firm’s assets, structures, and competencies of its employees. This integration of the external and internal
perspectives provides the basic framework for strategic thinking. This course is intended to give the students
a holistic view of strategy formulation, content and implementation in firms. Moreover, they will be able to
think beyond day-to-day business activities of firms; analyzing the strategic threats and opportunities of firms
based on firms’ internal capabilities and external environments, including sustainability issues.
Core Textbook:
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Fred R.David. Strategic Management. Twelfth Edition. India: Pearson Education, 2009.
Recommended Reference Books and Journal Articles :
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Thomas L. Wheelen & J.David Hunger. Strategic Management Business Policy. Seventh
Edition. USA: Prentice Hall, 1999.
Dess, Lumpkin, Eisner. Strategic Management. Third Edition. USA: Ms Graw-Hill/Irwin,
2007.
Michael A.Hitt, R.Duane Ireland. Strategic Management—Competitiveness and
Globalization. Fourthth Edition. USA: South-Western College Publishing, 2001.
Charles W.L.Hill, Gareth R.Jones. Strategic Management—An Integrated Approach. Fifth
Edition. USA: Houghton Mifflin Company, 2001.
Lloyd.L.Byars. Strategic Management—Formulation and Implementation—Concepts and
Cases.Third Edition. USA:Harper Collins Publishers, 1991.
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Sameul C.Certo & J.Paul Peter. Strategic Management—Concepts and Applications.
Second Edition. New York:Mc Graw-Hill International Edition, 1991.
John A. Pearce II & Richard B.Robinson, Jr. Strategic Management—Strategy
Formulation&Implementation. Second Edition. USA:Irwin Inc, 1985.
Harvard Business School Review. Strategic Planning Comes of Age. Boston:Harvard
University Office of the University Publisher , 1985.
Craig W.Kirkwood. Strategic Decision Making. USA:Duxbury Press, 1997.
James E.Austin & Tomaso.Kohn. Strategic Management in Developing Countries, Case
Studies. New York:The Free Press, 1990.
Comerford/Callaghan. Strategic Management—Text, Tools and Cases for Business Policy.
Massachusetts: Kent Publishing Company, 1985.
Robert S.Kaplan & David P. Norton. The Strategy Focused Organization—How Balanced
Scorecard Companies thrive in the New Business Environment. Boston:Harvard Business
School Press, 2001.
Azhar Kazmi. Business Policy and Strategic Management. Second Edition. New Delhi:Mc
Graw –Hill Publishing Company, 2002.
Paul. W.Beamish. Asia-Pacific Cases in Strategic Management. Singapore: Irwin Mc GrawHill, 2000.
BPP Learning Media. Business Strategy. India:Viva Books Private Limited, 2010.
Grant, R.M (2003), Strategic Planning in a Turbulent Environment: Evidence from the Oil
Majors. Strategic Management Journal, 24:491-517.doi: 10.1002/smj.314
J.Robert Mitchell, Dean A.Shepherd, Mark P.Sharfman (2010), Erratic Strategic Decisions:
When and Why Managers are inconsistent in Strategic Decision Making. Strategic
Management Journal, DOI: 10.1002/smj.905
Holcomb, T.R, Holmes Jr.R.M, Connelly, B.L. (2009), Making the most of what you have:
Managerial Ability as a Source of Resource Value Creation. Strategic Management Journal,
30: 457-485.DOI:10.1002/smj.747
Mathew S.Kraatz and Edward J.Zajac (2001), How Organizational Resources affect
Strategic Change and Performance in Turbulent Environments: Theory and Evidence.
Organization Science, Vol.12, No.5: 632-657.
INFORMS[http://www.jstor.org/stable/3086005]
William Boulding, Marian Moore, Richard Staelin, Kim Korfman, Peter Dickson, Sunil
Gupta, Donald Leh mann (1994), Understanding Manager’s strategic Decision-Making
Process. Marketing Letters, Vol.5, No.4, Duke Special issue:413-426. Springer
[http://www.jstor.org/stable/40216360]
Esteban R.Brenes, Maurico Mena and German E.Molina (2008), Key Success Factors for
Strategy Implementation in Latin America: Journal of Business Research, Vol 61, Issue 6:
590-598. DOI: 10.1016/j.jbusres.2007.06.033
Bert Pie and Henk Ritsema (1993) Corporate Strategy: Implementation and Control.
European Management Journal, Vol 11, Issue 1: 122-131. DOI: 10.1016/0263-2373(93)900
33-E
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Lawrence G.HRE BINIAK (2006) Obstacles to Effective Strategy Implementation.
Organizational Dynamics, Vol 35, Issue 1: 12-31.DOI: 10.1016/j.orgdyn.2005.12.001
Strategic Management
Lecture No.
Lecture 1
Week #
1
Lecture 2
Lecture 3
2
3
4
5
6
7
8
9
10
Quiz-3 and Short Discussion Case-3
31st october
Long Case Presentation Discussions (Class Participation)
Implementing Strategies: Marketing, Finance/Accounting, R&D, and MIS Issues
11
Lecture 22
Lecture 23
Strategy Analysis and Choice 24th oct
Implementing Strategies: Management and Operations Issues
Lecture 20
Lecture 21
Strategies in Action
Strategy Analysis and Choice in the context of the Strategy Diamond Framework
Lecture 18
Lecture 19
10th oct
Exam (midterm)
Lecture 16
Lecture 17
Long Case Presentation-1
Quiz-2 and Short Discussion Case-2
Lecture 14
Lecture 15
Strategies in Action
Long Case Presentation-1
Lecture 12
Lecture 13
The Internal Assessment
The Internal Assessment
Lecture 10
Lecture 11
The External Assessment and SWOT matrix
Quiz I and Short Discussion Case-1
Lecture 8
Lecture 9
The Business Vision and Mission
The External Assessment
Lecture 6
Lecture 7
Course Overview
The Nature of Strategic Management
Lecture 4
Lecture 5
Topic
Quiz IV and Short Discussion Case-4 14th nov
Strategy Review, Evaluation, and Control
12
Long Case Presentations-2
21st nov
Lecture 24
Lecture 25
Long Case Presentations-2
13
Lecture 26
Lecture 27
14
Lecture 28
Assessment Criteria
Class Participation
Quizzes
Short Cases
2-Long Case Presentations
Final Presentation
Midterm Exam
Final Exam
23rd nov
Final Term Project Presentations
28th nov
Final Term Project Presentations
30th nov
Final Term Project Presentations-----date to be assigned
Exam (Final Exam)
5%
10%
5%
10%
15%
20%
35%
Note: There will be a deduction of 1% from the overall final grade, for every session missed after five
absences.
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