Module Code

Module Title
Credit Hours
Module Leader
Pre-requisite

MGT401
Strategic Management
3
Dr. Ghada Aly
MGT 300, MGT 320, MKT 201

Aims:
Organizations face increasing environmental uncertainty with shortening product and
technology life cycles and increasing competition. Managers need to develop an
understanding of their organization's industry structure, external environment as well
as its internal strengths and weaknesses. It is also important that managers are able
to think creatively in formulating and implementing their strategies to ensure their
organization's success in its industry. This module, therefore, focuses on providing
future managers with relevant strategic management concepts to advance their skills
and abilities so that they can contribute towards an organization's competitive
advantage.
Learning Outcomes
Knowledge
On successful completion of this module, the student will be able to demonstrate
systematic understanding and detailed knowledge of:
1. Concepts, approaches, analytical models used in describing the overall
structure of the business environment;
2. Models used in assessing the competitive position of firms in an industry;
3. Frameworks used to assess an organization's competitive advantage
and how it can be sustained;
4. Concepts and techniques learned in earlier courses in marketing,
accounting, finance, management, production and information systems
and how they can be integrated together in a strategic manner;
Skills
On successful completion of this module, the student will be able to:
5. Conduct an industry analysis to understand the competitive forces that
influence the intensity of rivalry within an industry;
6. Apply the resource view of the firm to determine core and distinctive
competencies;
7. Apply the strategic audit as a method of analyzing corporate functions
and activities;
8. Generate, evaluate, and present strategic options by using SWOT
analysis
9. To develop a framework of analysis to enable students to identify central
issues and problem in complex, comprehensive case; to suggest
alternative course of action; and present well supported
recommendations for future action
10. To develop analytical and decision making skills for dealing with complex
conceptual problems in an ethical manner
11. Contribute to group work
Syllabus
Overview of strategic management
Strategy formulation
Strategy implementation
Strategy evaluation

Learning, Teaching and Assessment Strategies

Interactive formal lectures (3 hours) are used to introduce the students to key
concepts, and models. The lectures focus on specific examples that are used to
clarify the different topics in Strategic Management with emphasis placed on certain
Egyptian industries and firms. The seminars are led by students in which they apply
the different phases of the Strategic Management Process through real life
examples. The students also debate the position of certain companies in a particular
industry, and analyze situations which will be used to develop strategic alternatives.
The students will make both formal and informal presentations of their work. There
will also be mini-cases that the students will discuss among themselves and with the
tutor.
Lecture: 3 hours weekly
Tutorial: 1.5 hours weekly
Assessment Scheme
Feedback is provided to the students on their work during the tutorials and on their
project work both during lecture time and office hours.

A group project Strategic Audit where the students apply all the tools and
techniques that they have studied. The students have to present their work to
the rest of the class. (40%) [Outcomes: 4,5,6,7,8, 9,10,11]
Midterm Exam - One and half hours exam that of essay questions, and an
application (20%) Outcomes: 1,2,3,4,5]
Final Exam Three hours exam that consists of essay questions, application,
and case study. (40%) [Outcomes: 1,2,3,4,6,7]
Assessment Weighting
Coursework:
40%
Unseen Exams:
60%
Learning Materials
Essential
David, Fred R., Abbas, Ali, and Al-Aali, Abdulrahman (2011), Strategic Management:
Concepts and Cases, Essex: Pearson Education Limited
Recommended
Wheelen, T. and Hunger J. (2012), Strategic management and business policy, 12th
edition, New Jersey: Prentice Hall.
Barney, Jay B. and William S. Hesterly, (2008), Competitive advantage: Concepts
and cases, 2nd edition, New Jersey: Prentice Hall.
Dess, Gregory, et al (2008), Strategic management: Text and cases, 4th edition, New
York: McGraw Hill
Johnson, Gerry, et al (2008), Exploring corporate strategy: Texts and cases, 8th
edition, New Jersey: Prentice Hall
Additional Readings:
Articles from Academic Journals to be provided by the Instructor namely from
Business Strategy Series
Journal of Business Strategy
2