Department of Management Sciences

COURSE OUTLINE
Course Name
Course Code

Strategic
Management
(STM)
MGT- 625

Credit Hours

Course
Prerequisite
Course Type

None
Core Course
Elective

Prepared
on

July 2013
By Shahid Nawaz Assistant
Professor

Revised By

September 2016
By Muhammad I. Ramay
Professor
For Flipped classes Model

Program and
Semester
Dress Code

MBA, Fall
2016
Dress code for this course is dress shirt from day one and
Tie will be compulsory from 1st class of November
Course Description

Bahria University has implemented the Flipped Class Model (FCM) as teaching
methodology. Essence of the Flipped Class Model is to flip (reverse) the locus of control of
learning from the instructors to the students. Details of this methodology are given in this
course outline. I expect students will go through these details to understand the FMC as
you would be learning the course of Strategic Management under the methodology of FCM.
Todays Business World is extremely competitive. It relies heavily on the decisions made by
its (Strategic) Managers. The latter must develop panoramic view of business environment.
The managers of modern businesses should be adequately skilled to pre-empt the situation
rather than being reactive. Recent economic slowdown and currency war raging between
the USA, Europe (Euro Zone) and China are cases in example. Therefore, the strategic
management course has been designed to enable you to learn not only the fundamentals,
but also the intricacies of higher levels of management. A careful look at the schedule
would let you know the progression of the course. Due emphasis would be laid on day to
day happenings in the business world within and outside / around Pakistan. Case Studies
from the proposed book and interactive situations would be given to students to apply
their inquisitive skills to formulate suitable strategies to achieve the organizational
objectives. The former would be enhanced by providing an insight about businesses and
strategic processes, starting with strategy formulation, implementation and finally
evaluation of the proposed strategy. The same would be achieved through case readings
on business policy and strategy.

Course Learning Outcomes (CLO)

1

CLO
1
2
3
4

Description

Develop an understanding of Strategy and Strategic Management

and its application to complex relationships that exist in todays environment.
Develop an awareness of the various environmental contexts under which strategic
formulation and implementation occur.
Develop an ability to thoroughly analyze business problems.
Develop an ability to function effectively as a member or a chairperson of a
strategic
team and, demonstrate ability to make strategies.
Understand the corporate governance issues and its impact on the organizations
including ethical dilemmas faced by CEOs and what needs to be done in such
situations.
Develop an ability to effectively communicate strategic thinking, both orally and in
writing.

Learning Outcomes
Hopefully, towards the end of the Course, Students would have understood the fundamentals of
formulation of strategy and strategic management. On completion of this course, the students as
managers
would be able to play their role as team members / advisors / consultants to a small to medium level
organization and slowly creeping into the jargons of large organizations; the latter being usually the
MNCs.

Teaching & Learning Methodology

Flipping Class Model (FCM) would be the teaching methodology for Strategic Management
course. Flipping the class is fluid and adaptable methodology as long as it upholds the
essence of the FC model i.e. shifting the locus of control of learning from the instructors to
the students. Basically it is an ideology and mindset of the instructors and mindset of the
students. This methodology has two distinct segments such as pre-class work and in-class
activities.
Possible pre-class (at home) work comprised of; Reading and understanding the chapter
from the text book, Reading the supporting materials, watching movie clips, browsing new
data etc. Watching chunks of recorded lectures, Conducting field work like interviews with
distinguished individuals in the field or other field works.
Generally in-class activities are; pre-class quiz, answering questions on pre-class work,
followed by active learning activities based on the pre-class work like; group discussions,
role-playing games, mini case studies, group problem solving, simulations, team projects
etc. The course outline delineates session-wise pre-class work and in-class activities. There
are certain incentives for students who will complete pre-class work, prepare for the class
and perform during the class.

Course Resources chapters and cases/articles would be emailed to you via your CRs.
The class room discussions would be interactive and mostly in groups. The lecture
contents would be minimum and invariably be flashed through multimedia. Expect a
short quiz from resources mailed to you in advance. In addition, students would be
expected to make presentations, undertake case studies, and invite prominent CEOs
for informal talks.

CASE STUDY analysis would be followed by Lectures. Students will be asked to prepare
the case study in class and present the individual solution. These presentations will be
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graded carrying marks for each assigned work.

We will use a combination of many techniques to facilitate your learning. First, we will
use reading material from both the assigned bookwhich includes a compilation of
readingsand additional outside resources (e.g., articles). Second, we will engage in
dynamic discussions to further facilitate your understanding of the reading material.
Third, we will engage in skill-building, experiential learning exercises. Fourth, you will
complete written assignments and one presentation to help you clarify your
understanding of the subject. Throughout the course you will be challenged to
compare/analyze reading material we cover to your personal experiences and to ask
yourself What would I do as a (strategic) Business Leader?
Text Book and References
Text Book:

Title of the books:

1-Strategic Management Text and Cases. 7th Ed

Authors:

Gregory G. Dess; Lumpkin, Eisner

Availability: all leading book stores in Islamabad and on

line
2-Introduction to Strategic Management and
Business Policy
Authors; Thomas Wheelen And David Hunger
Reference Books
Strategic Management: Concepts and Cases By Fred R. David
Strategic Management, by Miller & Dess, McGraw Hill - International Edition, 1996.
Business Policy and Strategy - Concepts and Readings, by McCarthy, Minichiello&
Curran, Irwin, 1996.
Strategic Management by J A Pearce 11 and Robinson, Jr., All India Traveler Book Seller.
Strategic Management - 9th Ed by Hitt, Michael a., Ireland, R. Duane; Hoskisson,
Robert E.; Manikutty, S., 2012.
Cases in Strategic Management by Amita Mital. 2008. The McGraw-Hill Companies.
JOURNALS / TV PROGRAMMES / NEWSPAPERS

Harvard Business Review (HBR) Business week.

Fortune 500
World Executive Digest
Pak and Gulf Economist
Far Eastern Economic Review
Business and Economic Supplements of Pakistan Dailies
Business Review
Yellow pages of daily Dawn published every Monday
BBC Business Asia telecasted every morning at 0630 and 0730 (Monday Friday)
Financial reports of Pakistani Companies listed at KSE

Award of Marks
3

Assessment Instruments
Quizzes
Assignments
Mid Term Exam
Final Exam

Percentage
15%
20%
25%
40%

Miscellaneous Instructions / Information

Attendance and Class Participation

Students are expected to attend every class. Minimum 75% attendance at lecture and
tutorials/seminars/discussions is required. Each student has a responsibility to come to class
prepared and on time, complete the readings and assignments, and actively participate in class
discussions. It is the students responsibility to follow up on what they may have missed through
absence from a class by interaction with fellow students who attended the class.

Class Presentations / Case Studies

Students would be formed into groups of 4 / 5 members each. Groups will present their
understanding of the allocated chapters from the book or assigned topics. As per BU Policy, due
emphasis would be given to conduct of Case Studies. The participation would have to be
forthcoming from each and every student. The students would be assessed for:

Standard of Knowledge
Analytical Skills
Sense of Participation

Group Research Presentation.

Each group will select a topic of current importance relating to the subject. Groups will conduct
research, prepare information and make recommendations for addressing the situation. Groups
will present their research papers in class. Presentations may include the use of power point
slides, videos, role playing, or any other creative medium. Presentations should take about 30
minutes followed by 10-15 minutes of questions. Presentation materials and papers are to be
delivered to the instructor on the day of presentation.
Group Research Paper Instructions.
At the end of the group research presentation, each group will submit a hard copy of their group
research paper on their topic to the instructor. All papers must be one and half-spaced, error-free,
and use 11 point font (Book Antique).
Late Submission.
In keeping with the standards of professionalism appropriate to management studies, it is
expected that deadlines will be honored. In fairness to course members who complete on time,
work submitted after the due date will not be accepted.
Dishonest Practices and Plagiarism.
Academic dishonesty is a serious offense. Acts of plagiarism, dishonesty and cheating will merit
an F. Plagiarism is defined as copying or paraphrasing anothers work, whether intentionally
or through failure to take proper care, and presenting it as ones own. In practice, this means any

attempt in any piece of submitted work to present as ones own work, the work of another
(whether of another student or published authority). Any student found responsible for
plagiarism shall be subject to penalties, including deduction of marks for the piece of work
submitted or a zero grade for the course.
Students are expected to maintain the highest standards of personal integrity in all academic
work and classroom conduct. Cheating, lying, plagiarism, fraud, and deceit are unethical and
will result in severe sanctions. Misconduct may also include inappropriate or unprofessional
behavior, such as: acting out in class, disrespecting the professor and/or fellow classmates, foul
language, derogatory or degrading comments, failure to comply with professors instructions or
directions, arriving late, leaving early, reading newspapers in class, sleeping in class, allowing
cell phones to ring in class, whispering or disturbing others, and so on.
Assessment Criteria.
Students will be assessed on the extent to which they are able to:

Demonstrate understanding of the elements which are important in academic research design
and process; review of literature and use of theory; data description and analysis,
conclusions, recommendations etc and provide clear reasons for choices made.
Demonstrate application of research knowledge through a project proposal in which they
identity; define and motivate their research objectives which are both worthy of and capable
of investigation within the resources and time available.
Quizzes and Assignments

All efforts would be made to conduct many activities, quizzes and many assignments including
one Project Presentation (Group). The topics would include projects related to products and
services having been undertaken recently or in progress in and around Islamabad. The general
guidelines for assignments / Research Papers / Projects etc are:
Do not miss a class.
Submit your assignments on time.
Utilize all the sources books, journals, e journals, magazines and books to make your research
paper authentic, impressive and worthy of submission.
The paper should reflect your personality. Make use of Internet as much as possible to
download useful information.
Always quote reference when you have borrowed literary material from somewhere. Otherwise
it would be termed as plagiarism.

Method of Examination

The Mid Term and Final Term examinations are of 1-1/2 and 2 hours duration respectively. They can
be Open Book, Open Ended, and / or Take Home Examination. However, based on experience it
has been deduced that Open Ended is the best and most suitable form of examination. It benefits a
large majority of students. However, the subject remains open and consensus would be taken prior
deciding on a mode of examination. The paper invariably would include MCQs., Fill-in-the blanks,
True / False and few subjective questions. The most important aspect to be noted is that there
would be one paper or common to all the sections studying StM. One of the four FMs would set the
paper and also provide Pink Solution for assessing / marking of papers. Henceforth, it is of utmost
importance that we adhere to the course contents, study the prescribed book and reference books
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including reading material provided in the class for desirable results.

Week-wise Course Outline

Wk

General Contents

Class Activities

Quizzes / Assignments

Part - 1 --- Strategic Analysis

1

Ch-1
Introduction to STM- Basic
Concept of STM Creating Competitive
Advantage

Case 1The Recalcitrant Director

at Byte Products, Inc.:

Quiz/case
analysis/discussions

Corporate
Governance
responsibility

CASE 2 The Wallace Group

Quiz/case
analysis/discussions

Environmental
Analysis

Scanning

and

social

Laurence J. Stybel
and

Industry CASE 3 Everyone Does It

Steven M. Cox and Shawana P.
Johnson

Internal Scanning: Organizational Analysis

Quiz/case
analysis/discussions

Quiz/case
analysis/discussions

Part - 2 --- Strategic Formulation

5

Formulating Business Level Strategies

Strategy Formulation: Situation Analysis and
Business Strategy

Formulating Corporate Level Strategies

CASE 4 The Audit Gamewell D.

Gantt, George A. Johnson, and
John A. Kilpatrick

Quiz/case
analysis/discussions

CASE 5 Starbucks Coffee Quiz/case

Company:
THE
INDIAN analysis/discussions
DILEMMA
Ruchi Mankad and Joel Sarosh
Thadamalla

Formulating International Strategies

CASE 6 Guajilote Cooperativo

Strategy Formulation: Functional Strategy and

Strategic Choice

Forestal, Honduras Nathan

Nebbe and J. David Hunger

Entrepreneurial
Dynamics,

CASE 7 Apple Inc.:

Performance in a Zero-Sum
World Economy Moustafa H.
Abdelsamad

Strategies

and

Competitive

Strategic Issues is Entrepreneurial ventures and

Small businesses

Mid Term Exam One Common Paper w.e.f. 31 Oct 16

6

Quiz/case
analysis/discussions

Quiz/case
analysis/discussions

Part 3 --- Strategic Implementation

10

Strategic Control and Evaluation

CASE 8 iRobot: Finding the

Right Market Mix?

Quiz/case
analysis/discussions

Alan N. Hoffman
11

Ch-10 Creating Effective Organizational

Designs

CASE 9 Dell Inc.: Changing

the Business Model (Mini
Case)

Quiz/case
analysis/discussions

J. David Hunger
12

Ch-11 Strategic Leadership: Creating a

Learning Organization and an Ethical
Organization

CASE 10 Rosetta Stone Inc.:

CHANGING THE WAY
PEOPLE LEARN
LANGUAGES

Quiz/case
analysis/discussions

13

Ch-12 Managing Innovations & Fostering

Corporate Entrepreneurship

CASE 11 Google Inc. (2010):

The Future of the Internet
Search Engine

Quiz/case
analysis/discussions

Part 4 Case Analysis / Miscellaneous

14

Presentations Turn Around Strategies - Final

Course / Group Presentations

CASE 12 Reorganizing
Yahoo

Quiz/case
analysis/discussions

15

Comprehensive Case Analysis - Case Study

CASE 13 Chrysler in
Trouble

Quiz/case
analysis/discussions

16

Comprehensive Case Analysis - Case Study

CASE 14 Harley-Davidson
Inc. 2008: THRIVING
THROUGH A
RECESSION

Quiz/case
analysis/discussions

17

Revision

18

Final Exam -

Make it a habit to visit library at least once a week.

Good luck