M.Com.

(One Year) Annual Paper-V --- Strategic Management

Strategic Management
Introduction:
The Course has been designed to fit the 21
st
Century needs of Strategy Students. It
will help preparing students for the exciting economy they are about to enter. It
proides a state!of!the!art treatment of the critical business s"ills needed to plan and
manage strategic actiities.
Specification #rid:
$art Chapters
I 1. Strategic Management.
2. %efining the Company Mission
&. The 'xternal 'nironment
II (. The #lobal 'nironment: Strategic Considerations for Multinational
)irms.
*. Internal analysis
III +. )ormulating long!term ,b-ectie and #rand Strategy.
.. Strategic /nalysis and Choice in Single or %ominant!$roduct 0usiness
I1 2. Implementing Strategy through /ction $lans3 )unctional Tactics and
'mployee empowerment
4. Implementing Strategy through 5estructuring and 5e!engineering the
Company6s Structure3 7eadership3 Culture and rewards
18. Strategic Control and Continuous Improement
9otes to the Specification #rid:
1. The :uestion paper shall comprise 2 ;eight< :uestions.
2. There shall be ( ;four< parts of the :uestion paper3 as aboe3 and eery part
shall contain 2 ;two< :uestions.
&. 'ach :uestion shall carry 28 ;twenty< mar"s.
(. Students shall be re:uired to attempt * ;fie< :uestions in all by selecting
at least 1 ;one< :uestion from each part.
*. =uestions may be set from outside the $rescribed and Suggested boo"s.
+. =uestions3 if deemed necessary by the examiner3 may be fragmented into
parts3 not exceeding four in number.
'aluation Criteria:
1. /nswer shall be ealuated on the basis of correct language and the sub-ect
matter.
C,>5S' ,>T7I9'
1. Strategic Management
i< The nature and alue of Strategic Management.
ii< %imensions of Strategic %ecisions
a< Three leels of Strategy
b< Characteristics of Strategic Management %ecisions.
iii< )ormality in Strategic Management.
a< The Strategy Ma"ers.
b< 0enefits of Strategic Management.
1
M.Com.(One Year) Annual Paper-V --- Strategic Management

c< 5is"s of Strategic Management.
d< 'xecuties6 iews of Strategic Management.
i< The Strategic Management $rocess.
< Components of the Strategic Management Model.
2. %efining the Company Mission.
i< Company Mission %efined.
a< The 9eed for an 'xplicit Mission.
ii< )ormulating a Mission.
a< 0asic product or serice? $rimary Mar"et
b< $rincipal Technology? Company #oals3 Surial
c< #rowth? $rofitability
d< Company philosophy
e< $ublic Image
f< Company Self Concept
g< 9ewest Trends in Mission Components.
iii< The Sta"eholder /pproach to Company 5esponsibility
i< Social 5esponsibility.
< #uidelines for a Socially 5esponsible )irm.
&. The 'xternal 'nironment.
i< 5emote 'nironment
a< 'conomic )actors
b< Social )actors
c< $olitical )actors
d< Technological )actors
e< 'cological )actors.
ii< Industry 'nironment.
iii< @ow competitie )orces shape strategy.
i< Contending )orces
a< Threat of 'ntry
b< $owerful Suppliers
c< $owerful 0uyers.
d< Substitute $roducts.
e< Aoc"eying for $osition.
< Industry Structure
a< Concentration
b< 'conomies of Scale
c< $roduct %ifferentiation
d< 0arriers to 'ntry
i< Competitie /nalysis.
a< @ow to Identify Competitors.
b< Common Mista"es in Identifying Competitors
ii< ,perating 'nironment.
a< Competitie $osition
b< Customers $rofiles.
c< Supporters
d< Creditors.
e< @uman 5esources: 9ature of the labour Mar"et.
2
M.Com.(One Year) Annual Paper-V --- Strategic Management

(. The #lobal 'nironment : Strategic Considerations for Multinational )irms.
i< %eelopment of a #lobal corporation.
ii< Consideration prior to #lobaliBation.
iii< Complexity of the #lobal enironment.
i< Control $roblems of the #lobal )irm
< #lobal strategic planning.
a< Multidomestic industries and global industries
b< The multinational challenge
c< International strategy options
i< #lobaliBation of Company Mission.
*. Internal analysis
i< Traditional approaches to Internal analysis.
a< SC,T analysis.
b< 1alue chain analysis.
ii< Internal /nalysis: Ma"ing meaningful Comparisons.
a< Comparison with past performance.
b< Stage of Industry eolution.
c< 0enchmar"ing!Comparison with competitors.
d< Comparison with success factors in Industry.
+. )ormulating long!term ,b-ectie and #rand Strategy.
i< 7ong!term ,b-ecties.
a< =ualities of long Term ,b-ectie.
ii< #eneric strategies.
iii< #rand Strategies.
a< Concentrated #rowth
b< Mar"et %eelopment
c< $roduct %eelopment
d< Innoation
e< @oriBontal D 1ertical Integration
f< Turnaround
g< %iestiture
h< 7i:uidation
i< Corporate Combinations
a< Concentric D Conglomerate %iersification
b< Aoint enture Strategic alliances
c< Consortia3 Eeiretsus3 and Chaebols
.. Strategic /nalysis and Choice in Single or %ominant!$roduct 0usiness
i< 'aluating and choosing 0usiness Strategies
a< 'aluating Cost 7eadership ,pportunities
b< 'aluating %ifferentiation ,pportunities
c< 'aluating Speed as a Competitie /dantage
d< 'aluating Mar"et )ocus as a Cay to Competitie /dantage
ii< Selected Industry 'nironments and 0usiness Strategy Choices
a< Competitie /dantage in 'merging Industries
b< Competitie /dantage in Mature and %eclining Industries
c< Competitie /dantage in #lobal Industries
&
M.Com.(One Year) Annual Paper-V --- Strategic Management

2. Implementing Strategy through /ction $lans3 )unctional Tactics and 'mployee
empowerment
i< /ction $lans and Short Term ,b-ecties.
a< =ualities of 'ffectie Short Term ,b-ecties.
b< The 1alue /dded 0enefits of /ction $lans and Short Term ,b-ecties.
ii< )unctional Tactics that Implement 0usiness Strategies.
a< %ifference between 0usiness Strategies and )unctional Tactics.
b< )unctional Tactics in $roductionFoperations.
c< )unctional Tactics in Mar"eting.
d< )unctional Tactics in /ccounting D )inance.
e< )unctional Tactics in 5esearch and %eelopment.
f< )unctional Tactics in @uman 5esource Management.
iii< 'mpowering ,perating $ersonnel: The 5ole of $olicies.
a< Creating $olicies that 'mpower.
4. Implementing Strategy through 5estructuring and 5e!engineering the Company6s
Structure3 7eadership3 Culture and rewards
i< Structuring an 'ffectie ,rganiBation.
a< $rimary ,rganiBational Structures and their Strategy related $ros and
Cons.
b< #uideline to Match Structure to Strategy.
ii< ,rganiBational 7eadership.
a< Strategic leadership: 'mbracing Change.
b< /ssignment of Eey Mangers.
iii< ,rganiBational Culture.
a< Managing the Strategy!Culture 5elationship.
i< 5eward Systems: Motiating Strategy 'xecution.
a< #uidelines for Structuring 'ffectie 5eward System.
18. Strategic Control and Continuous Improement.
i< 'stablishing Strategic Controls.
a< $remise Control
b< Implementation Control
c< Strategic Sureillance
d< Special /lert Control
ii< ,perational Control Systems.
a< 0udgets
b< Scheduling
c< Eey Success )actors
iii< >sing ,perational Control systems: Monitoring $erformance and
ealuating %eiations.
i< The :uality Imperatie: Continuous Improement to build customer alue.
5ecommended Text:
1. $earce3 A. D 5obinson3 5. ;144.< Strategic Management3 )ormulation3
Implementation and Control ;+
th
'dition<3 9ew Gor"3 Mc#raw!@ill.
/dditional 5eadings:
1. Charles C.7. #areth 5. Aones. Strategic Management: @oughton Mifflin.
2. /lex Miller3 %ess #regory #. Strategic Management? Mc#raw!@ill.
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