Lovely Professional University, Punjab

Course Code MGT612 Course Category Course Title STRATEGIC MANAGEMENT Customized Course Course Planner 15994::Ravinder Singh Lectures 4.0 Tutorials Practicals Credits 1.0 0.0 5.0

TextBooks Sr No T-1 Title Author Edition 13th Year 2011 Publisher Name PHI (Pretice Hall India) Strategic Management: Concepts and David R. Fred Cases Reference Books Sr No R-1 R-2 R-3 R-4 R-5 Other Reading Sr No OR-1 OR-2 OR-3 OR-4 OR-5 OR-6 OR-7 OR-8 OR-9 OR-10 OR-11 Journals articles as Compulsary reading (specific articles, complete reference) Michael E Porter, What is Strategy?, HBR, Nov-Dec 1996, pp.61-78 , Johnson, Christensen and Kagermann, Reinventing Your Business Model, HBR, December 2008, pp.2-10 , Robert S Kaplan, Norton and Barrows Jr., Developing the Strategy-Vision Value Gaps and Analysis, Harvard Business School Publishing, Special Book Preview of The Execution Premium , Collins and Porras, Building Your Companys Vision, HBR, Sept-Oct 1996, pp.65-77 , Michael, E. Porter, The Five Competitive forces that shape Strategy, Harvard Business Review, January, 2008, pp.78-97 , Micheal E Porter, From Competitive Advantage to Corporate Strategy, HBR, May-June 1987, pp.2-21 , Yip, G.S., Global Strategy: In World of Nations, Sloan Management Review, Fall 1989, pp. 29-41. , Yip, Loewe and Yoshino, How to Take Your Company to the Global Market, Columbia Journal of World Business, Winter 1988, pp.37-48 , Kim and Mauborgne, How Strategy Shapes Structure, HBR Sept 2009, pp. 2-10 , Kaplan and Norton, Why System not Structure is Way for Strategic Alignment: A Historical Perspective, Harvard Business School Publishing , Robert M Grant, Resource Based Theory of Competitive Advantage: Implications- For Strategy Formulation, CMR, Vol. 33, No.3, 1991, pp.114-135 , Title Strategic Management: Formulation, Implementation and Control Strategic Management: an Integrated Approach Strategic Management Strategic Management-Concepts and Cases Strategic Managment Author Edition Year 2008 Publisher Name Tata McGraw Hill Cengage Learning 2011 2009 2012 Oxford University Press EXCEL BOOKS Cengage Learning Pearce, Robinson & Mittal 10th Hill & Jones Chandrasekaran N and Ananthanarayanan P S Upendra Kachru Manikutty, Hitt,Ireland,Hoskisson 6th 1st 1st 9th

OR-12 OR-13 OR-14 OR-15 OR-16 OR-17 OR-18 OR-19 OR-20 OR-21 OR-22 OR-23 OR-24 OR-25 OR-26 OR-27 OR-28 OR-29 OR-30 OR-31 OR-32 OR-33 OR-34 OR-35 OR-36 OR-37 OR-38 OR-39 OR-40 OR-41

Lacobucci and Nordhielm, Creative Benchmarking, HBR Nov-Dec 2000, pp.2-3 , Kaplan and Norton, Implementing a Balanced Scorecard Management Program, Chapter 12, Excerpted from the balance scorecard: Translating strategy into action. , Robert S. Kaplan, David P. Norton, "Using the Balanced Scorecard as a Strategic Management System , HBR, July1 -2007, pp.150-161. , Porter. M., THE IMPORTANCE OF BEING STRATEGIC , Harvard Blanace scorecard report, 2002 , Goold, M. and Kathleen, L., Why Diversify? Four Decades of Management Thinking, The Academy of Management Executive, August, 1993, pp.7-25. , Raghunath, S., A Strategy for Alliance, Management Review, January-March, 1996, pp.5-11. , Raghunath, S., Alliance Management-The next Millennium Challenges?, Management Review, March, 1999, pp.103-108. , Raghunath, S., Joint Ventures: Does Termination means failure?, Management Review, January 1999, pp.11-17. , Ghemawat Pankaj and Ghadar Fariborz, The Dubious Logic of Global Megamergers, HBR, July-August 2000, pp. 65-72. , Pearcy and Robbins, Strategic Transformation as the Essential Last Step in the Process of Business Turnaround, Business Horizons,2008, Vol 51, pp. 121-130. , Compbell, Goold and Alexander, Corporate Strategy: The Quest for Parenting Advantage, HBR, March-April 1995, pp.120-132 , Strahinich, J., THE PITFALLS OF PARENTING MATURE COMPANIES, Harvard Business Review, 1996 , Eisenhardt and Brown, Patching: Re-stitching Business Portfolios in Dynamic Markets, HBR, May-June 1999, pp.72-82 , Neilson, Martin and powers, The Secrets to Successful Strategy Execution, HBR, June 2008, pp. 2-13 , Michael E Porter and Mark R Karmer, Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility, Harvard Business Review, December 2006, pp. 1-15. , Gary Hamel, Moon Shots for Management, HBR, Feb 2009, pp.1-9 , Kim and Mauborgue, Blue Ocean Strategy, HBR, Oct 2004, pp.1-9 , Kim and Mauborgne, Creating Blue Oceans, Chapter 1 Excerpted from Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant. , Case 1 (Robin Hood): Pearce II, J.A., Robinson Jr., RB and Mital, A., Strategic Management: Formulation, Implementation and Control, 10th Ed., Tata McGrawHill, New Delhi, 2008, pp.672-673 , Case 2 The Best-Laid Plans-Chrysler Hits the Wall, Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pp.29-31 , Case 3 Air Deccan: Unable to reach the Cruising Heights, Strategic Management, Manikutty, 9th edition, Cengage Learning Publication, pp.8-9 , Case 7 Mobile Phones, Understanding Strategic Management, Anthony Henry ,Oxford, 2008, pp.59-60 , Case 8 The Automobile Industry, Understanding Strategic Management, Anthony Henry ,Oxford, 2008, pp.87-89 , Case 9 The Evaluation of Strategy at Procter & Gamble, Charles W.L. Hill & Gareth R. Jones, Cengage Learning, 2008 pp.282-283 , Case 10 GE searches for right global structure,Charles W.L. Hill & Gareth R. Jones, Cengage Learning, 2008 pp.435-436 , Case 11 IKEA-The Global Retailer, Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pp.156-157 , Case 12 Wal-Mart Lacks a Multi domestic Strategy,Understanding Strategic Management, Anthony Henry ,Oxford, 2008, pp.270-271 , Case 13 Ford has a new CEO and a New Global Structure, Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pp.208-209 , Case 14 Reconfiguring the Value Chain, Understanding Strategic Management, Anthony Henry ,Oxford, 2008, pp.109-111 , Case 15 Knowledge Management at Dyson,Understanding Strategic Management, Anthony Henry ,Oxford, 2008, pp.145-147 ,

OR-42 OR-43 OR-44 OR-45 OR-46 OR-47 OR-48 OR-49 OR-50 OR-51 OR-52 OR-53 OR-54 OR-55 OR-56 OR-57 OR-58 OR-59 OR-60 OR-61 OR-62

Case 16 Boeing Bets the Company, Concepts in Strategic Management and Business Policy, Wheelen & Hunger, Pearson Publication, 12th edition, pp.178-179 , Case 19 Merck-Medco, Demystify Strategy text and cases, Amit Kapoor, Vikas Publications, 2010, pg 246-249 , Case 20 Using Cooperative Strategies at IBM, Strategic Management, Manikutty, 9th edition, Cengage Learning Publication, pg 206 , Case 21 Sony Ericsson, Understanding Strategic Management, Anthony Henry ,Oxford, 2008, pg 236-238 , Case 22 United Technologies has an ACE in its Pocket, Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pg 179-180 , Case 24 Kraft Foods, Understanding Strategic Management, Anthony Henry ,Oxford, 2008, pg 198-200 , Case 25 Eli-Lilly, Demystify Strategy text and cases, Amit Kapoor, Vikas Publications, 2010, pg 184-186 , Case 26 Zara, Demystify Strategy text and cases, Amit Kapoor, Vikas Publications, 2010, pg 199-201 , Case 27 Samsung, Demystify Strategy text and cases, Amit Kapoor, Vikas Publications, 2010, pg 208-210 , Case 28 Verizon Wireless, Charles W.L. Hill & Gareth R. Jones, Cengage Learning, 2008 pg 144-145 , Case 29 Starbucks, Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pg 108-1092 , Case 30 A peep into functional and operational implementation at KRIBHCO, Azhar Kazmi, Strategic management and business policy, Tata McGraw-Hill publication, Third edition, pg 480-481 , Case 32 Exercising strategic and operational control at iGATE Global solutions, Azhar Kazmi, Strategic management and business policy, Tata McGraw-Hill publication, Third edition, pg 512-514 , Case 33 Strategic Evaluation and Control at Apollo Hospitals Network, Strategic management and business policy, Tata McGraw-Hill publication, Third edition, pg487-488 , Case 5 Yahoo!, Demystify Strategy text and cases, Amit Kapoor, Vikas Publications, 2010, pg 89-92 , Case 6 The Pharmaceutical Industry, Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pg 79-80 , Case 18 Arauco: Chillean Forestry Company, Demystify Strategy text and cases, Amit Kapoor, Vikas Publications, 2010, pg 259-261 , Case 17 3M's Rising Star, Strategic Management, Robinson and Mital, 10th edition, Tata Mc Graw-Hill Publication, pg 250-255 , Case 23 Nike's Business Level Strategies,Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pg 133-134 , Case 4 Google's Mission, Ethical Principles, and Involvement in China--Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pg 55-56 , Case 31 CISCO's Evolution of Strategy and Structure,Strategic Management, Manikutty, 9th edition, Cengage Learning Publication, pg 256 ,

Relevant Websites Sr No RW-1 RW-2 (Web address) (only if relevant to the course) www.blueoceanstrategy.com/pre/downloads/BOS_QA.doc http://www.finextra.com/Finextra-downloads/featuredocs/hobu07.pdf Salient Features Blue Ocean Strategy How Businesses are using WEB 2.0

Audio Visual Aids Sr No AV-1 (AV aids) (only if relevant to the course) http://www.learnerstv.com/Free-Management-Video-lectures-ltv607-Page1.htm Salient Features Video lectures on - Introduction to Strategic Management, Concept of Corporate Strategy, Environmental Scanning & Industry Analysis, The synthesis of External Factors & External Factors Analysis Summary (EFAS), Internal Corporate Analysis & Impact Matrix, Value Chain Analysis, Corporate Strategy, Business Strategy, Functional Strategy, Strategic Choice , Strategy Implementation, Evaluation and Control Video Lectures on Competitive Advantage, Strategy Implementation and case studies on strategy Stategic planning process Innovation at google Porter`s Five Forces Analysis Jugaad-The Indian Way of Doing Business Hundreds of videos on contemporary business events and strategic analysis of major events and recordings of all the programs shown on CNBC TV18

AV-2 AV-3 AV-4 AV-5 AV-6 AV-7

http://www.learnerstv.com/Free-Management-Video-lectures-ltv316-Page1.htm http://www.youtube.com/watch?v=FCPUUfcqtTk http://www.youtube.com/watch?v=2GtgSkmDnbQ http://www.youtube.com/watch?v=2FzYhdS4pqM http://www.moneycontrol.com/video/business/jugaad-the-indian-waydoingbusiness_476299.html http://www.moneycontrol.com/tv/

Software/Equipments/Databases Sr No SW-1 (S/E/D) (only if relevant to the course) http://marketplace-simulation.com/ Salient Features Marketplace simulations are a family of business simulations for undergraduate, graduate and executive level business courses. Used by over 300 business schools and 180 corporations in 35 countries worldwide, Marketplace simulations deliver a realistic hands-on learning experience. The simulations are designed to fit both the distance learning and the classroom format. Participatory learning involves a deep cognitive process which increases knowledge retention as high as 75% as against a 20% retention in audio visual learning at its best.

SW-2

http://www.iinteract.in/

Virtual Labs Sr No VL-1 (VL) (only if relevant to the course) Nil Salient Features Nil

LTP week distribution: (LTP Weeks) Weeks before MTE Weeks After MTE Spill Over 7 6 2

Detailed Plan For Lectures

Week Number

Lecture Number

Broad Topic(Sub Topic)

Chapters/Sections of Text/reference books

Other Readings, Lecture Description Relevant Websites, Audio Visual Aids, software and Virtual Labs OR-1 OR-30

Learning Outcomes

Pedagogical Tool Demonstration/ Case Study / Images / animation / ppt etc. Planned

Week 1

Lecture 1

Introduction to Strategic Management(Nature of Strategic Management)

T-1:Chapter 1 R-1:Chapter 1

Define and give Student should be able Case Study examples of key terms of to appreciate the Strategic Management importance of all other subjects studied till now since now all of them will be integrated in the Strategic Managment Course Describe the benefits of GOod Strategic Management Describe the Strategic Management Process Describe the role of Vision in Strategic Management Describe the role of Mission in Strategic Management, Identifying the components of Mission Statement Evaluate Mission Statements of different organizations Understanding by the student of the benefits and risks involved in Strategic Management Ablility to make the Strategic Management Model Ability to write Good Vision Statement Ability to mention all the nine components of a Good Mission Statements Ability to write good Mission Statements Case Study Case Study

Lecture 2

Introduction to Strategic Management(Dimensions, Benefits and Risks) Introduction to Strategic Management(The strategic management process) Strategy formulation(Business Vision-Importance, Characteristics, and Components) Strategy formulation(Business Mission-Importance, Characteristics, and Components)

T-1:Chapter 1 R-1:Chapter 1

OR-31

Lecture 3

T-1:Chapter 1 R-1:Chapter 1 T-1:Chapter 2 R-1:Chapter 2 T-1:Chapter2 R-1:Chapter2

OR-32

Case Study

Lecture 4

OR-4

Week 2

Lecture 5

OR-3

Lecture 6

Strategy formulation(Evaluating Mission statements) The External Assessment(Porters five Force Analysis)

T-1:Chapter 2 R-1:Chapter 2 T-1:Chapter 3 R-1:Chapter 4

OR-61

Lecture 7

OR-5 OR-6 OR-56 OR-57 OR-33

Describe how to conduct Ability to do the Five the Porters Five Forces Forces Analysis Analysis, PESTEL

Case Study

Lecture 8

The External Assessment(Industry and Competitive Analysis--EFE matrix) The External Assessment(The Global Environment-Development of a Global Corporation)

T-1:Chapter 3

Explain how to develop an EFE Matrix Explain the advantages and disadvatanges of entering global markets, Describing various modes of entry in global market

Ability to make EFE matrix Ability to make the Global Orientations Grid and place any firm in the correct place

Case Study

Week 3

Lecture 10

R-1:Chapter 5

OR-7 OR-35 OR-36

Case Study

Lecture 11

The External Assessment (Complexity of Global Environment)

R-1:Chapter 5

OR-8 OR-37 OR-38

Describe the various Student should issues involved in going understand the control global problems faced by the global firms

Case Study

Week 3

Lecture 12 Lecture 9

The Internal Assessment(SWOT analysis) The External Assessment(Industry and Competitive Analysis-CPM Matrix) The Internal Assessment(Strategy and Culture)

R-1:Chapter 6 T-1:Chapter 3 OR-34

Describe the SWOT analysis

Ability to conduct SWOT analysis Case Study

Explain how to develop a Ability to make CPM Competitive Profile matrix Matrix Explain how to integrate Student should Strategy and Culture appreciate the connection between Strategy and Culture Exlplain the Value Chain Ability to do VCA Analysis analysis Discuss the RBV in Strategic Managment

Week 4

Lecture 13

T-1:Chapter 4

OR-39

Case Study

Lecture 14

The Internal Assessment(Value Chain Analysis) The Internal Assessment(Resource Based view of the Firm)

T-1:Chapter 4 R-1:Chapter 6 T-1:Chapter 4 R-1:Chapter 6

OR-40

Case Study

Lecture 15

OR-11 OR-41

Student should be able Case Study to name a firm and tell what resource is valuable for that firm and also is the Resource rare or inimitable or nonsubstutable Ability to do benchmarking in all functional areas for a Dummy Firm Case Study

Lecture 16

The Internal Assessment (Benchmarking)

T-1:Chapter 4 R-1:Chapter 6

OR-12

Explain Benchmarking as a Strategic Managment Tool

Week 5

Lecture 17 Lecture 18

The Internal Assessment(IFE Matrix) Strategies in Action(Long Term Objectives)

T-1:Chapter 4 T-1:Chapter 5 R-1:Chapter 7

OR-42 OR-59

Explain how to develop a Ability to make IFE IFE Matrix Matrix Discuss the Value of establishing long term objectives Discuss the Balanced ScoreCard

Student should be able Case Study to name companies who have defined longterm objectives Ability to make the Balanced Scorecard

Lecture 19

Strategies in Action(Balanced Score Card)

T-1:Chapter 5 R-1:Chapter 7

OR-13 OR-14 OR-15 OR-58

Lecture 20

Strategies in Action(Grand Strategies- Integrative)

T-1:Chapter 5 R-1:Chapter 7

Desribing the various types of Integration Strategies like horizontal and vertical

Ability to make out from the news what type of Grand Strategy it is that the company in the news has adopted Ability to make out from the news what type of Grand Strategy it is that the company in the news has adopted

Case Study

Week 6

Lecture 21

Strategies in Action(Grand Strategies- Intensive)

T-1:Chapter 5 R-1:Chapter 7

Describe the Intensive Grand Strategies like Market Penetration, Market Development and Product Development

Week 6

Lecture 22

Strategies in Action(Grand Strategies- Diversification)

T-1:Chapter 5 R-1:Chapter 7

OR-16 OR-46

Describe the Ability to make out Diversification Strategies from the news what type of Grand Strategy it is that the company in the news has adopted Describe the Defensive Strategies like Retrenchment, Divestiture and Liquidation, Exlplaining in detail about he Means of Achieving Strategies like Cooperation, Joint Venture or Partnering, Merger and Acquisitons, Outsourcing Ability to make out from the news what type of Grand Strategy it is that the company in the news has adopted

Case Study

Lecture 23

Strategies in Action(Grand Strategies-Defensive)

T-1:Chapter 5 R-1:Chapter 7

OR-17 OR-18 OR-19 OR-20 OR-21 OR-43 OR-44 OR-45

Case Study

Lecture 24

Strategies in Action(Porters Generic Strategies-Cost)

T-1:Chapter 5 R-1:Chapter 7

OR-47 OR-48 OR-60 OR-48 OR-49

Describe the Porters Ability to make out Case Study Generic Strategy of Cost what type of Generic Strategy the company is adopting Describe the Porters Generic Strategy of Differentiation Describe the Porters Generic Strategy of Focus Describe the Parenting Approach Ability to make out Case Study what type of Generic Strategy the company is adopting Ability to make out Case Study what type of Generic Strategy the company is adopting Student should appreciate the Improtance of Parenting Approach Student should appreciate the importance of Parenting Approach

Strategies in Action(Porters Generic Strategies-Differentiation)

T-1:Chapter 5 R-1:Chapter 7

Week 7

Lecture 26

Strategies in Action(Porters Generic Strategies-Focus)

T-1:Chapter 5 R-1:Chapter 7

OR-50

Lecture 27

Strategies in Action(Multibusiness Strategy- Parenting Approach)

R-1:Chapter 9

OR-22 OR-23

Lecture 28

Strategies in Action(Multibusiness Strategy- Patching Approach)

R-1:Chapter 9

OR-24

Describe the Patching Approach

MID-TERM
Week 8 Lecture 29 Strategy Analysis and Choice(A Comprehensive StrategyFormulation Framework: The Input Stage inlcuding EFE,IFE AND CPM) Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Matching Stage- SWOT) T-1:Chapter 6 Describing the complete Student should Strategy Formulation appreciate the Stage importance of the tools like EFE, IFE and CPM Describe the SWOT and Ability to make TOWS TOWS matrix matrix

Lecture 30

T-1:Chapter 6

Week 8

Lecture 31

Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Matching Stage- SPACE matrix) Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Matching Stage- BCG matrix) Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Matching Stage- IE matrix) Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Matching Stage- Grans Strategy matrix) Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Desicion Stage- QSPM matrix) Developing Competitive Advantage(Developing Core Competencies) Developing Competitive Advantage(Developing Competitive Advantage) Strategy Implementation Issues (Management Issues)

T-1:Chapter 6

Describe the SPACE matrix

Abilityto make SPACE matrix

Lecture 32

T-1:Chapter 6

Describe the BCG matrix Ability to make BCG matrix

Week 9

Lecture 33

T-1:Chapter 6

Describe the IE matrix

Ability to make IE matrix

Lecture 34

T-1:Chapter 6

Describe the Grand Strategy Matrix

Abilityto make the Grand Strategy Matrix

Lecture 35

T-1:Chapter 6

OR-25

Describe the QSPM matrix

Ability to make QSPM Matrix

Lecture 36

R-1:Chapter 8

OR-51

Explain in detail the termCore Competency Explain in detail the competititive advantage

Ability to differentiate between Competency and Advantage Ability to differentiate between Competency and Advantage

Case Study

Week 10

Lecture 37

R-1:Chapter 8

OR-52

Case Study

Lecture 38

T-1:Chapter 7

OR-9 OR-10

Explain Why Student should be able Implementation is more to appreciate the difficultthan formulation, Management Issues Importance of objectives and policies,Importance of Structure, Restructuring and Reengineering, Benefits of Performace linked PAY, Importance of ESOP, How to modify culture ti support new strategies Explain the various Operations Issues like relationship between operation and strategy implementation Student should be able to appreciate the Operations Issues Case Study

Lecture 39

Strategy Implementation Issues (Operations Issues)

T-1:Chapter 7

OR-53

Strategy Implementation Issues (MIS Issues)

T-1:Chapter 8

Describe how MIS can Student should be able determine the success of to appreciate the MIS strategy implementation Issues efforts

Week 10

Lecture 40

Strategy Implementation Issues (MIS Issues)

T-1:Chapter 8

Describe how MIS can Student should be able determine the success of to appreciate the MIS strategy implementation Issues efforts Describe how MIS can Student should be able determine the success of to appreciate the MIS strategy implementation Issues efforts Explain theMarket Student should be able Segmentation and to appreciate the Product Positioning as Marketing Issues Strategy Implementation Tools Describe procedure for Student should be able determining the worth of to appreciate the a Business, Explain Finance Issues importance of Projected Financial Statement Analysis Describe how MIS can Student should be able determine the success of to appreciate the MIS strategy implementation Issues efforts Describe how MIS can Student should be able determine the success of to appreciate the MIS strategy implementation Issues efforts Discuss the nature and role of RandD Explain the various HR issues OR-62 Student should be able to appreciate the Rand DIssues Student should be able to appreciate the HR Issues Case Study

Week 11

Lecture 41

Strategy Implementation Issues (MIS Issues)

T-1:Chapter 8

Strategy Implementation Issues (Marketing issues)

T-1:Chapter 8

Lecture 42

Strategy Implementation Issues (Finance Issues)

T-1:Chapter 8

Strategy Implementation Issues (MIS Issues)

T-1:Chapter 8

Lecture 43

Strategy Implementation Issues (MIS Issues)

T-1:Chapter 8

Strategy Implementation Issues (R&D issues) Lecture 44 Strategy Implementation Issues (HR Issues) Strategy Review, Evaluation and Control(Nature of Strategy Evaluation)

T-1:Chapter 8

T-1:Chapter 8

Week 12

Lecture 46

T-1:Chapter 9 R-1:Chapter 13

Describing the nature of Student should be able Strategy Evaluation to identify need to monitor and review Strategic Management continously Describing the RUMELTs Criteria Student should understand the four facets of RUMELTs criteria

Strategy Review, Evaluation and Control(RUMELT's criteria)

T-1:Chapter 9

OR-54

Case Study

Lecture 47

Strategy Review, Evaluation and Control(Strategy Evaluation Framework)

T-1:Chapter 9

OR-55

Explain the Strategy Student should Case Study Evauation Framework understand the like Reviewing the bases Evaluation Framework of Strategy, Measuring Organizational Performance, Taking Corrective Actions

Week 12

Lecture 48

Strategy Review, Evaluation and Control(Characteristics of an effective evaluation system) Strategy Review, Evaluation and Control(Contingency Planning)

T-1:Chapter 9

Describe the Characteristics of Effective Evaluation System

Student should know what should be done to make the evalutation system effective

Week 13

Lecture 49

T-1:Chapter 9

Describe the role of Student should be able Contingency Planning in to understanding the Strategic Management importance of Contingency Planning OR-27 Describe how Strategic Management is Science as well as an art Explain how in a firm the information can be kept visible or Hidden Explain both the approaches Student should be able to appreciate that it is both Analytical and Judgemental Student should be able to answer to what extent the information should be VISIBLE Student should know the reason behind the popularity of Bottom Up approach

Lecture 50

Twenty First Century Challenges in Strategic Management(Art or Science) Twenty First Century Challenges in Strategic Management(Visible or hidden issue) Twenty First Century Challenges in Strategic Management(TopDown or Bottom up)

T-1:Chapter 9

Lecture 51

T-1:Chapter 9

Lecture 52

T-1:Chapter 9

Scheme for CA:

Component Homework Frequency 2 Total :Out Of 3 Each Marks Total Marks 10 10 20 20

Details of Academic Task(s)

AT No. Objective Topic of the Academic Task Nature of Academic Task (group/individuals/field work Group Evaluation Mode Allottment / submission Week 2/3

Homework 1

Training in Case Analysis

Group of students (4-5 in each group) will be assigned one comprehensive case each. They will be required to analyse the case and submit the power point presentaion to the instructor by the given date. The group presentations will be held in the tutorials. QUIZ-Test based on lectures in the first 6 weeks will be given

10 marks for submission, 10 for presentation, 10 for handling queries Test of 30 marks Test of 30 marks, 15 marks for Practical File for QSPM, 15 marks for Test based on Submission

Homework 2 Homework 3

To test conceptual understanding To test conceptual understanding

Individual

6/7 1 / 12

Test will be designed on the basis of Practical file maintainded by Individual the students for Quantitative Strategy Planning Framework including - IFE, EFE, SWOT, BCG, SPACE, IE and QSPM Matrices.

Plan for Tutorial: (Please do not use these time slots for syllabus coverage)
Tutorial No. Lecture Topic Type of pedagogical tool(s) planned (case analysis,problem solving test,role play,business game etc)

Tutorial 1 Tutorial 2 Tutorial 3 Tutorial 4 Tutorial 5 Tutorial 6 Tutorial 7 Tutorial 1 Tutorial 2 Tutorial 3 Tutorial 4 Tutorial 5 Tutorial 6 Tutorial 7 Tutorial 1 Tutorial 2 Tutorial 3 Tutorial 4 Tutorial 5 Tutorial 6 Tutorial 7 Tutorial 1 Tutorial 2 Tutorial 3 Tutorial 4 Tutorial 5 Tutorial 6

Video of Art of War Division of Class into groups and allotment of cases Case Presentations Case Presentations Case Presentations Case Presentations Case Presentations Video of "Art of War" Division of the Class into Groups and Submission of Topics for Presentations Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Video of "Art of War" Division of the Class into Groups and Submission of Topics for Presentations Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Video of "Art of War" Division of the Class into Groups and Submission of Topics for Presentations Case Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students

Video for Strategy Case analysis Case analysis Case analysis Case analysis Case analysis Case analysis Video for Strategy Topics given

Video for Strategy Topics given Case analysis Case analysis Case analysis

Case analysis Video for Strategy Topics given Case analysis Case analysis Case analysis

Tutorial 7 Tutorial 1 Tutorial 2 Tutorial 3 Tutorial 4 Tutorial 5 Tutorial 6 Tutorial 7

Class Presentations by the students Video of "Art of War" Division of the Class into Groups and Submission of Topics for Presentations Case Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students

Case analysis Video for Strategy Topics given Case analysis Case analysis Case analysis Case analysis Case analysis

After Mid-Term
Tutorial 8 Tutorial 9 Tutorial 10 Tutorial 11 Tutorial 12 Tutorial 13 Tutorial 8 Tutorial 9 Tutorial 10 Tutorial 11 Tutorial 12 Tutorial 13 Tutorial 8 Tutorial 9 Tutorial 10 Tutorial 11 Tutorial 12 Tutorial 13 Tutorial 8 Tutorial 9 Tutorial 10 Tutorial 11 Tutorial 12 Case Presentations Case Presentations Case Presentations Case Presentations Case Presentations Case Presentations Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Case analysis Case analysis Case analysis Case analysis Case analysis Case analysis Case analysis Case analysis Case analysis Case analysis Case analysis Case analysis Case analysis

Tutorial 13 Tutorial 8 Tutorial 9 Tutorial 10 Tutorial 11 Tutorial 12 Tutorial 13

Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students Class Presentations by the students

Case analysis Case analysis Case analysis Case analysis Case analysis Case analysis Case analysis