Course Outline 1y5152

Iqra University MBA Program Strategic Management Instructor : Prof. Mohammad Ahsan Durrani Address : [email protected] Pre-requisite : Marketing Management, Human Resource Management, Organization Behavior, Financial ing, and Financial Management Introduction: Strategic management is a capstone, integrative course for graduating business students. This is an exciting challenging course that focuses on how firms formulate, implement, and evaluate strategies. Strategic management concepts and techniques are studied. Students use all the knowledge acquired from prior business courses, coupled with new strategic-management techniques learned, to chart the future direction of different organizations. The major responsibility of students in this course is to make objective strategic decisions and to justify them through oral and written communication. I have attempted to design this course taking the following consideration 1 Discuss a reasonable comprehensive description of various strategic management concepts, tools and techniques that are useful in understanding Strategic Management 2 Through experiential exercises and case analysis apply the strategic management techniques in making objective strategic decisions. . Overall Course Objectives: Strategic Management, focuses on organization as a whole and its transactions with its environment. This course being a capstone course integrates functional courses in marketing, ing, finance, management., production/ operations management, information system and economics. The overall goals are:  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 ed recommendations for future action  To develop conceptual skills so that students are able to integrate previously learned aspects of corporations.  To develop skills to analyze and evaluate, both qualitatively and quantitatively, the performance of people responsible for strategic decisions  To bridge the gap between theory and practice by developing an understanding of when and how to apply the concepts and techniques learned in earlier courses in marketing, ing, finance, management, production and information systems  To develop a better understanding of the present and future environments in which corporations must function  To develop analytical and decision making skills for dealing with complex conceptual problems in an ethical manner

Expected outcomes of the Course: At the end of the course, the students will be able to:  Scan the external environment of any organization and identify the key aspects environmental factors having an impact on the performance of the overall industry and the company being analyzed  Using Michael Porter’s Framework evaluate the overall attractiveness of the industry  Identify the various strategic groups operating within the industry  Identify the drivers of change for the industry  Identify the key success factors for a given industry and evaluate the performance of the major players in the industry on these factors  Identify the opportunities and threats posed by the environment for a given company  Using external factor analysis matrix (EFE) evaluate a company for being responsive to these environmental factors  Evaluate The value chain process of any company and identify the strengths or weaknesses of each activity  Using internal factor analysis matrix identify evaluate the overall standing of the company in of strength or weakness  Using the Strategic Position and Action Evaluation (SPACE) matrix, Boston consulting Group (BCG) Growth share matrix, and GE Business Screen Matrix identify the portfolio structuring of a given multi-business corporation  Able to identify key strategic issues faced by a given company  Recommend and defend a course of action for the company to pursue that would achieve the desired objectives Pedagogy: As mentioned above, the course pedagogy is a blend of learning and applying theory to the analysis of encapsulated situation (case studies and project). The theory will be learned through assigned readings from the course text and supplementary texts. The concepts learned will be clarified through class discussion of these concepts and applying them to assigned case studies. The class discussion are not intended to be one way transmission of information through lectures. I expect you come to the class having read the assigned readings. There will be three comprehensive tests to be covered in extra sessions. Responsibility for learning: The responsibility for learning lies with the student. Moreover, we will conduct the class in a collaborative learning style, where we can also learn from each other, from the issues and problems we identify and how can we solve them. The instructor’s role is that of a coach, guiding the learning experience: The student is expected: a Have read the assigned readings before coming to class. I will try to minimize my lectures times to introducing concepts not presented in the assigned readings. During the class I will ask students to explain some of the concepts, discuss questions related to the concepts and apply them to textbook situations to clarify their understanding. b Have read the assigned cases and come prepared to discuss them in the class. These cases would cover the text that has been covered in the previous week. A team of two students will submit these cases. The cases requires you to identify key issues, identify theories and concepts relevant to the case, and recommend ideas addressing the issue.

These cases are tentatively scheduled to be submitted and presented in the following sessions: Case # 1: Session 6 Case # 2 : Session 9 Case # 3 : Session 15 c

Tests: There will be three tests of one hour duration Test # 1: Session 5 Test # 2: Session 11 Test #3; Session 14 1

Text Book; Essentials of Strategic Management by John E. Gamble; Margeret A. Peteraf and Arthur A. Thompson. 4th Edition McGraw Hill Reference Books: Strategic Management and Business Policy by Thomas L. Wheelen and J. David Hunger, Eighth Edition, Prentice Hall Strategic Management 7th edition by Fred R. David ( This book is a must for understanding strategic tools.) Grading Scheme: Hourly Test Cases Mid-term Final Exam

: 20% : 15% : 25% : 40%

Class Schedule Session # 1 Understanding the requirements of the course Chapter 1; Strategy, Business Models, and Competitive Advantage Session 2: Chapter 2; Charting a company’s Direction: Vision and Mission, Objectives, and Strategy Session 3: Chapter 3: Evaluating a company’s External Environment Session : 4 Chapter 3: Evaluating a company’s External Environment Session 5: Revision of chapters 1-3 1st hourly test covering first three chapters Session 6: Chapter 4 : Evaluating Company’s Resources, capabilities, and Competitiveness

Session7: 1st Case presentation and submission Session 8: Chapter 5’ The five generic competitive strategies Session 9: Chapter 6; Strengthening a company’s competitive position: Strategic Moves, Timing, and scope of operation Session 10: Revision of chapters to be covered in test 2nd hourly test covering chapters 4,5, and 6 Session 11. 2nd case presentation and submission Session 12: Chapter 8: Corporate Strategy, Diversification and the Multi-business Company Session 13: Chapter 10; Superior strategy Execution Session 14: Hourly Test # 3 Session 15: 3rd case presentation and submission