Unit code: MGT510 Credit points: 8cp Unit description: This course is the capstone unit of the MBA program. Students are expected to apply the different knowledge of concepts and techniques gained from other functional business units including accounting finance marketing operations management and economics in order to de!elop an understanding of strategy as an integrati!e discipline. Specifically it defines the processes of strategic management and policy formulation. "t examines how marketing finance operations and human resources can be integrated to attain corporate goals and explores the different ways strategies and policies are implemented controlled and e!aluated for maximum impact. "t offers to analy#e complex corporate problems on the basis of strategic management fundamentals real life scenarios and case studies. Students studying in these areas learn how to start their own businesses become global managers and to formulate corporate and business le!el strategies. There is no examination or assignments in this unit. $ach student works indi!idually on his%her pro&ect paper. Appro!ed in ad!ance by the super!isor the student writes a substantial paper on strategy themes or issues in business with a plan on how to use analytical models and techniques to aid in business decision'making or sol!e a !ariety of business'management problems. The pro&ect paper pro!ides a full and comprehensi!e assessment of their participation in the MBA program. Unit objectives: This unit is designed to enable students to( no!ledge ). *nderstand the fundamental concepts in strategic management +. Be aware of the !arious impacts of external en!ironmental forces in business and corporate strategy. ,. "dentify the primary ingredients of strategy formulation -. .ifferentiate between symptoms and basic causes of business problems. /. "dentify the contribution of strategy towards successful performance S"ills ). 0ritically think independently and act strategically +. 1ecogni#e the multiple role of strategy within organi#ations ,. Able to work out business strategies and implementation plans in a rational and defensible manner ) -. .e!elop analytical tools to make strategic decisions /. .e!elop a habit of orderly analytical thinking and a skill in reporting conclusions effecti!ely #al$es%&ttit$des ). $xhibit uncon!entional thinking abilities +. Apply knowledge from functional areas to complex business cases ,. .e!elop and reinforce the general management point of !iew -. 2amiliar with the practical realities of running difficult businesses Unit o$tcomes: ). 3ffers useful theoretical frameworks of strategy and strategic management applications to understand the link between the firm and its en!ironment in order to de!elop successful corporate or business strategies. +. 0oncerned with the strategic management of the whole organi#ation to optimi#e its performance o!er the long term. ,. 2ocuses on the choices tradeoffs and acti!ities of managers and entrepreneurs stri!ing for a strong competiti!e position. 'eadings: 'ecommended te(ts: ). .a!id 2. 1. 4+55,6 Strategic Management( 0oncepts 7 0ases 8 th edn. 9rentice':all +. 2ahey ;. 7 1andall 1.M. 4+55)6 The 9ortable MBA in Strategy 49ortable MBA6 <ohn =iley 7 Sons ,. :itt M.A. "reland 1... 7 :oskisson 1.$. 4+55-6 Strategic Management ( 0ompetiti!eness and >lobali#ation( 0ases ? th edn. South'=estern 0ollege -. <ohnson >. 7 Scholes @. 4+55+6 $xploring 0orporate Strategy ? th edn. 9rentice :all /. @aufman 1. 3akley'Browne :. =atkins 1. 7 ;eigh .. 4+55,6 Strategic 9lanning for Success( Aligning 9eople 9erformance And 9ayoffs <ohn =iley 7 Sons ?. 9earce "" <.A. 7 1obinson <r. 1.B. 4+5556 Strategic Management( 2ormulation "mplementation and 0ontrol A th edn. Mc>raw':ill A. Thompson <r. A.A. 7 Strickland """ A.<. 4+55,6 Strategic Management( 0oncept and 0ases ), th edn. Mc>raw':ill + S$pplementar) readings ). 9orter M. $. 4+5556 =hat "s StrategyB:ar!ard Business School 9ress +. .e=it B. 7 Meyer 1. 4+55-6 Strategy( 9rocess 0ontent 0ontext ' An "nternational 9erspecti!e , rd edn. South'=estern 0ollege 9ub. ,. .ess >.>. ;umpkin >.T. 7 Taylor M.;. 4+55/6 Strategic Management( 0reating 0ompetiti!e Ad!antages + nd edn. Mc>raw' :ill "rwin. -. :amel >. 4+55+6 ;eading the 1e!olution( :ow to Thri!e in Turbulent Times by Making "nno!ation a =ay of ;ife ) st edn. 9lume Books /. :itt M.A. "reland 1... 7 :oskisson 1.$. 4+55-6 Strategic Management ' 0ompetiti!eness and >lobali#ation( 0oncepts 7 0ases ? th edn. South' =estern 0ollege 9ub. ?. @aplan 1.S. 7 Corton ..9. 4+5556 The Strategy'2ocused 3rgani#ation( :ow Balanced Scorecard 0ompanies Thri!e in the Cew Business $n!ironment :ar!ard Business School 9ress A. @aplan 1.S. 7 Corton ..9. 4+55-6 Strategy Maps( 0on!erting "ntangible Assets into Tangible 3utcomes :ar!ard Business School 9ress 8. Mint#berg :. Ahlstrand B. 7 ;ampel <. 4)8886 Strategy safari( A >uided Tour Through The =ilds of Strategic Management ) st edn. The 2ree 9ress Cew Dork. 8. 9earce <.A. 4+55-6 Strategic Management( 2ormulation "mplementation and 0ontrol 8 th edn. Mc>raw':ill 0ollege )5. =heelen T. 7 :unger <... 4+55+6 $ssentials of Strategic Management , rd edn. 9rentice :all )). =heelen T. 7 :unger <... 4+55,6 0oncepts in Strategic Management and Business 9olicy 8 th edn. 9rentice :all )+. 9orter M.$. 4)8886 0ompetiti!e Strategy( Techniques 2or Analy#ing "ndustries and 0ompetitors ) st edn. 2ree 9ress ),. =hittington 1. 4+5556 =hat "s Strategy and .oes "t MatterB "nternational Thomson Business 9ress , <ournals ). Asia 9acific <ournal of Management +. Business =eek ,. 2ar $astern $conomic 1e!iew -. 2ortune /. 2orbes ?. :ar!ard Business 1e!iew A. <ournal of Marketing 8. Cewsweek 8. Sloan Management 1e!iew )5. Time )). The $conomist - Unit contents: T*P+CS ). "ntroduction to Strategic Management 3!er!iew of Strategy 0ontext of Strategy Benefits of Strategic Management $thics of Strategic Management Strategy and >lobali#ation ,earning actions: Review Exercises and Problems: (a) How do you describe the strategic management process? (b) Is it necessary to combine analysis and intuition in strategic management? (c) hat are the bene!its o! good strategic management? 'eadings: 1owe =.>. 42ebruary +55)6 0reating =ealth in 3rgani#ations( The 1ole of Strategic ;eadership. Academy of Management $xecuti!e !ol.)/ no.) pp 8). "reland 1... :itts M.A. 0amp M.S. 7 Sexton ..;. 42ebruary +55)6 "ntegrating $ntrepreneurship and Strategic Management Actions to 0reate 2irm =ealth. Academy of Management $xecuti!e !ol.)/ no.) pp -8. Mint#berg :. 7 Markides 0. 4August +5556 :enry Mint#berg and 0onstantinos Markides on Strategy and Management Academy of Management <ournal !ol.)- no., pp ,). / +. Mission of the Business =hat do we want to beB =hat are we best inB Eision and Mission The Mission Statement ,earning actions: Review Exercises and Problems: (a) How signi!icant is the vision and mission to an organi"ation? (b) Identi!y the business mission and analy"e its components (c) hat is the impact o! a clear mission on strategic management# (d) $ive examples o! mission statement !or % companies# &onstruct one appropriate to the organi"ation you are wor'ing in and explain its signi!icance 'eadings: Baet# M.0. 7 Bart 0.@. 4August )88?6 .e!eloping Mission Statements =hich =ork. ;ong 1ange 9lanning !ol. +8 no. - pp. /+?' /,,. 0ollins <.0. 7 9orras <.". 4September F 3ctober )88?6 Building Dour 0ompanyGs Eision. :ar!ard Business 1e!iew pp. ?/'A8. ;issak M. 7 1oos <. 42ebruary +55)6 Be 0oherent Cot Eisionary. ;ong 1ange 9lanning !ol. ,- no. ) pp. /,. ? ,. $n!ironmental assessment The $xternal Audit $conomic Social and 0ultural 9olitical and ;egal "ssues Technological 2actors 0ompetiti!e 2orces 9orterGs / 2orces Model on 0ompetiti!e Analysis The $xternal 2actor $!aluation 4$2$ Matrix6 on "ndustry Analysis The 0ompetiti!e 9rofile Matrix 409M6 The >lobal "nfluences ,earning actions: Review Exercises and Problems: (a) How is an environmental audit conducted !or strategic management? (b) (escribe the external !orces in!luencing a business organi"ation (c) Explain either the E)E *atrix or the &ompetitive Pro!ile *atrix and how is it developed (d) hat are the global challenges to your organi"ation? 'eadings: Bonabeau $. 4March +55+6 9redicting the *npredictable :ar!ard Business 1e!iew pp.)58. Bergh .... 7 2airbank <.2. 4April +55+6 Measuring and Testing 0hange in Strategic Management 1esearch. Strategic Management <ournal !ol. +, no. - pp.,/8. Slater S.2. 7 3lson $.M. 4<anuary'2ebruary +55+6 A 2resh ;ook at "ndustry and Market Analysis. Business :ori#ons !ol. -/ no. ) pp.)/. A -. "nternal Assessment The "nternal Audit 0ulture and Strategy Management and 3pportunities The Ealue 0hain and the Acti!ities for Strategy The "nternal 2actor $!aluation 4"2$6 Matrix ,earning actions: Review Exercises and Problems: (a) (escribe the process o! internal strategic management audit (b) hat are the 'ey !unctional areas o! a business and its activities in the strategy management process (c) hat are the !irm+s strengths and wea'nesses (d) (evelop and explain the Internal )actor (I)E) *atrix 'eadings: .enis <';. ;amothe ;. 7 ;angley A. 4August +55)6 The .ynamics of 0ollecti!e ;eadership and Strategic 0hange in 9luralistic 3rgani#ations Academy of Management <ournal !ol. -- no. - pp. 858. Beal 1. 7 Dasai'Ardekani M. 4+5556 9erformance "mplications and Aligning 0$3 2unctional $xperiences with 0ompetiti!e Strategies <ournal of Management !ol. +? no. - pp. A,,. @ing A. 2owler S. 7 Heithaml 0. 4May +55)6 Managing 3rgani#ational 0ompetencies for 0ompetiti!e Ad!antage( The Middle' Management $dge Academy of Management $xecuti!e !ol. )/ no. + pp. 8/. 8 /. 9racticing Strategies ;ong term 3b&ecti!es Types of Strategies Michael 9orter( >eneric Strategies Achie!ing Strategies Merger 7 Acquisitions ,earning actions: Review Exercises and Problems: (a) hat is the purpose o! establishing long,term ob-ectives? (b) Explain the types o! strategies underta'en by an organi"ation (c) (iscuss Porter+s generic strategies 'eadings: 0hurchill C. 0. 7 Mullins <. =. 4May +55)6 :ow 2ast 0an Dour 0ompany Afford to >rowB :ar!ard Business 1e!iew pp. ),/. >ar!in .. A. and 1oberto M. A. 4September +55)6. =hat Dou .onGt @now About making .ecisions. :ar!ard Business 1e!iew pp. )58. 8 ?. Strategy Analysis and Strategic 0hoice 2ramework for Strategy Analysis and 0hoice 2ormulation of Strategy 0hoice of Strategy ,earning actions: Review Exercises and Problems: (a) (escribe the % stages o! the strategy !ormulation !ramewor'# (b) Explain the development o! ./0 *atrix1 0P2&E *atrix1 3&$ *atrix1 IE *atrix and 40P* (c) (iscuss the impact o! intuition and culture1 political1 ethical and social responsibility on strategy analysis and choice 'eadings: Brown 1. 42ebruary +55)6 :ow =e Built a Strong 0ompany in a =eak "ndustry :ar!ard Business 1e!iew pp. /). .a!enport T.:. :aris <.>. .e;ong ..=. <acobson A.;. 7 Mullins <.=. 4=inter +55)6 .ata to @nowledge to 1esults( Building an Analytic 0apability 0alifornia Management 1e!iew !ol. -, no. + pp. ))A. )5 A. Strategy "mplementation "ssues in "mplementation Strategy 9olicies 9erspecti!es and 3b&ecti!es 0onflict Management 1estructuring and 1eengineering 9erformance and 0ompensation 0hange Management 0ulture and Strategy success 3perational and :uman 1esource 0onsiderations
,earning actions: Review Exercises and Problems: (a) hy is strategy implementation more di!!icult than strategy !ormulation? (b) How do ob-ectives and policies help in strategy implementation? (c) hat is the importance o! the organi"ational structure to strategy implementation? (d) How does culture and human resource considerations assist in implementation o! strategy? 'eadings: @night .. .urham 0.0. 7 ;ocke $.A. 4April +55)6 The 1elationship of Team >oals "ncenti!es and $fficacy to Strategic 1isk Tactical "mplementation and 9erformance The Academy of Management <ournal !ol. -- no. + pp. ,+?. @ing =.A. 2owler S.=. 7 Heithaml 0.9. 4May +55)6 Managing 3rgani#ational 0ompetencies for 0ompetiti!e Ad!antage( The Middle' Management $dge The Academy of Management $xecuti!e Eol. )/ no. + pp. 8/. =olf <. 7 $gelhoff =.>. 42ebruary +55+6 A 1eexamination and $xtension of "nternational Strategy F Structure Theory. Strategic Management <ournal !ol. +, no. + pp.)8). )) 8. Strategy "mplementation Marketing aspects Accounting and 2inance considerations 1esearch and .e!elopment concerns Management "nformation Systems effecti!eness ,earning actions: Review Exercises and Problems: (a) hat are the implementation tools !or a mar'eting strategy? (b) hy is !inancial analysis central to the implementation o! strategy? (c) How can R 5 ( assist in strategy implementation? (d) hat can *I0 contribute to support strategy implementation? 'eadings: Schroeder 1.>. Bates @.A. 7 <unttila M.A. 42ebruary +55+6 A 1esource'Based Eiew of Manufacturing Strategy and the 1elationship to Manufacturing 9rocesses Strategic Management <ournal !ol. +, no. + pp.)5/. Slater S.2. 7 3lson $.M. 4Co!ember +55)6 MarketingGs 0ontribution to the "mplementation of Business Strategy( An $mpirical Analysis. Strategic Management <ournal !ol. ++ no. )) pp.)5//. )+ 8. 1e!iew $!aluation and 0ontrol of Strategy 3b&ecti!e of 1e!iew Scope and 2ramework of $!aluation 0ontent of an $!aluation System Audit and 0ontrol ,earning actions: Review Exercises and Problems: (a) (escribe a practical !ramewor' to evaluate strategies# (b) hy is the evaluation process o! strategy a complex yet necessary step !or the success o! an organi"ation? 'eadings: 9eiperl M. A. 4<anuary +55)6 >etting ,?5'.egree 2eedback 1ight. Harvard 3usiness Review1 pp. )-+. ), )5. ;eadership in Strategy ;eadership and Management 9erformance of Management Teams ;eadership and Strategic .irection 0ore 0ompetencies and 1esources 9ortfolio 3rgani#ational 0ulture $thical 9ractices Balanced Scorecard ,earning actions: Review Exercises and Problems: (a) Explain the scope o! strategic leadership and the role o! senior management in the organi"ation# (b) How does strategic leadership a!!ect the direction o! the !irm+s strategies through managing their resources port!olio? 'eadings: :enderson ..A. 1amire# >.>. :ouse 1.<. 7 9uranam 9. 42ebruary +55)6 .oes ;eadership MatterB 0$3 ;eadership Attributes and 9rofitability *nder 0onditions of 9ercei!ed $n!ironmental *ncertainty. Academy of Management <ournal Eol. -- no. ) pp. 8?. 1aynor M. $. and Bower <. ;. 4May +55)6. ;ead from the 0enter( :ow to Manage .i!isions .ynamically. :ar!ard Business 1e!iew pp. 8+. )- )). Strategic $ntrepreneurship Scope of Strategic $ntrepreneurship $ntrepreneurial Attributes "nternational $ntrepreneurship "nternal 0orporate Eenturing 0ooperation and Alliances Acquisitions Eenture 0apital and "nitial 9ublic 3fferings Ealue 0reation ,earning actions: Review Exercises and Problems: (a) Explain the scope o! strategic entrepreneurship and its importance to competing in the global economy# (b) hat is international entrepreneurship and why is its role important in the global economy? (c) How does strategic entrepreneurship create value !or sta'eholders and also support economic development? 'eadings: Brush 0.>. $delman ;.2. 7 >reene 9.>. 4+55+6 "nternationali#ation of Small 2irms( 9ersonal 2actors 1e!isited. "nternational Small Business <ournal Eol. +5 no. ) pp. 8',). ;u <.=. 7 Beamish 9.=. 4+55)6 The "nternationali#ation and performance of SM$s. Strategic Management <ournal Eol. ++ 4Special "ssue6 pp. /?/'/8/. )/ )+. 3!er!iew of the 9ro&ect 9aper The 9hilosophy The 3b&ecti!es The 9lan ,earning actions: Students are expected to refer to their module notes for further guide and reference. ),. Scope 7 2ramework of the 9ro&ect 9aper Title "ntroduction 4Aims and 3b&ecti!es of the 9ro&ect 9aper6 Methodology 4Theories Applications and $!aluations6 1esearch results Summary and 0onclusions Bibliography and 1eferences ,earning actions: Students are ad!ised to prepare a draft outline of the 9ro&ect 9aper )-. "mplementation Selecting and confirming the 9ro&ect Title 3utline the scope and framework of the pro&ect Assigning students to specific super!isors Iuestion and Answer Session ,earning actions: Students are to prepare in ad!ance the list of potential titles for discussion and consideration of the super!isors. 0onfirmed titles are to be submitted to the 9rincipal Super!isor for assigning to super!isors. )? )/. Monitoring of work progress Super!ision and consultation procedures >roup super!ision and monitoring timetable ,earning actions: Students are expected to commit to a schedule of tutorial meetings with their super!isors on a regular basis. Attendance will be recorded by super!isors together with an interim report of studentGs progress. )?. 9rogress tutorials 1egular meetings for monitoring student progress "nterim report of studentsG progress submitted by super!isor ,earning actions: Students are to attend at least 8 such tutorials with copies of their research papers for discussion and consultation with their super!isors. Super!isors will submit their interim reports of the studentGs progress at such tutorials for assessment and record purposes. )A. Submission of 9ro&ect 9aper
,earning actions: Students are expected to complete and submit + copies of the 9ro&ect 9aper for re!iew on the due date without any delays or extension. )A )8. 3ral presentation of 9ro&ect 9aper ,earning actions: Students are expected to !erbally present and defend their pro&ect before the panel of appointed super!isors. Students may be required to submit and pro!ide additional comments and information in support of their 9ro&ect 9aper based on feedback from the panel. )8. 2inal assessment 2inal paper submitted Super!isor submits assessment marks to 9rincipal Super!isor Award of final marks
,earning actions: Students will be informed of the final assessment results. The basis of assessment will depend on the interim reports submitted by the studentGs super!isor during the research the comments raised by the panel of super!isors during oral presentation and the report of the super!isor based on the final paper submitted. The 9rincipal Super!isor has the final discretion in the e!entual award of marks. >rades will be based on the following assessment criteria( 9ro&ect proposal ' )5J 1esearch presentation ' )/J 3ral presentation ' +/J 2inal paper ' /5J )8