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Strategic Management Jindal Global Business School Course Outline Course Title Strategic Management Core or Elective Core Program and Batch BBA 2018 Semester & Academic Year 5th/2020 Credits 3 Discipline/Area Strategic Management Provide details, if this course is a Prerequisite NA for any course/specialization Name of the Faculty Member/Course Instructor Prof. Mayank Dhaundiyal Prof. Rameshwar Arora Prof. Jitesh Mohnot Contact Details of the Faculty Member [email protected] [email protected] [email protected] Contact Details of Support Staff NA Faculty Member’s Open Office Day/s & Time Monday 2pm to 4 pm Introduction to the Course Strategic Management is an integrative and interdisciplinary course. The aim of the course is to synthesize strategic management concepts and theories to explain the competitive advantage in the global era. One of the central questions this course intends to address is “why some firms have superior performance levels than their competitors”? This question entails that students build on, integrate, and apply knowledge gained from varied sources, including knowledge gained in their disciplines, prior management courses and also the strategic management concepts and frameworks covered as part of the course. The course takes a general management perspective, viewing the firm as a whole, and examining how policies in each functional area are integrated into an overall competitive strategy. This course is designed to enhance student’s ability to do the job of a general manager responsible for strategic performance. Course Learning Objectives (CLO) 1. Understand the strategic decision-making process of organizations 2. Understand the intricacies of strategy formulation and implementation from an organizational point of view 3. Ability to conduct a business and industry analysis for real-world organizational issues 4. Implement the concepts gained in formulation to resolve issues of real-world based cases Course Learning Program Learning Program Competency Course Objectives (CLOs) Objectives (PLOs) Goals (PCGs) Assessment Item On successful This course helps you to This course helps you to This learning completion of the develop the following develop the following outcome will be course, students should Program Learning Program Competency assessed in the be able to: Outcomes: Goals: following items CLO 1: Understand the PLO 1 CG 1 A1 & A3 strategic decision- making process of organizations CLO 2: Understand PLO 1, 10 CG 1, 4 A1 & A3 the intricacies of strategy formulation and implementation from an organizational point of view CLO 3: Ability to PLO 1, 7, 8 CG 1, 3 A1, A2 & A3 conduct a business and industry analysis for real-world organizational issues CLO 4: Implement the PLO 3, 4, 5, 10, 11, 12 CG 2, 4 A1 & A3 concepts gained in formulation and implementation to resolve issues of real- world based cases Teaching Method The course will have a judicious mix of lectures and cases. Here the onus of learning will be with the student and the instructor will be a facilitator. Instead of learning ‘what to do’, the cases will also be used as examples of real world phenomenon where a particular issue or set of issues arises and good and bad practices are seen. The key to learning this way is to see many examples and many situations and learning inductively from the different experiences of student managers. Evaluation Schema * The course grade will be determined on the basis of Assessment Task Weightage Nature Week of PLOs to be Assessed Assessment Mid Term (Case- 30 % Individual Week 8 PLO 1, 7, 8, 3, 4, 5, 10, based) [A1] 11, 12 Quiz [A2] 20 % Individual Week 10 PLO 1, 7, 8 End Term (Case 50 % Individual Week 15 PLO 1, 7, 8, 3, 4, 5, 10, based) [A3] 11, 12 * Disclaimer: The assessment tasks have been decided based on online mode of teaching. We have followed the broad assessment pattern followed in the last semester (Spring 2020) which deployed online mode of delivery due to COVID-19 pandemic. If there are any new guidelines provided by the university or JGBS administration, number of assessments, their types and weightages might change depending upon the emerging situation in these uncertain times. Description of Assessments: In order to ensure that the participants are able to understand, comprehend, and apply the concepts discussed in the Weeks, we envisage to have an evaluation criterion involving questions from case. The cases would be provided well in advance. The cases would be focusing on at least one aspect of the course and students would be able to answer the case-based questions on the basis of case facts and the discussions in preceding classes. Text Book / Course Package / Other Readings Hitt, M, Ireland, R. D, Hoskisson, R, E, Manikutty, S (2012), “Strategic Management: A South- Asian Perspective”, Cengage Learning, 9th Edition, Delhi. Chapters from this book are assigned as required readings in the class schedule below- I will assume that you have done those readings when you come to the class. The lectures will take the book material as a starting point and probe deeper into the issues- it will not regurgitate the book material. If something in the book is not clear to you, please don’t hesitate to ask. Cases and any other reading material assigned for reading will be provided and uploaded in the e-learning platform. BBA Programme Competency Goals (PCGs) and respective Programme Learning Objectives (PLOs) BBA Programme Competency Goals (PCGs) BBA Programme Learning Objectives (PLOs) Students will be able to 1 Domain and Technological Knowledge: Ability to 1. Understand relevant concepts of understand and apply relevant business and business practices technological knowledge 2. Understand relevant technologies of business practices 2 Responsible Global Citizenship: Ability to 3. Understand local business issues understand the interplay between local and global 4. Understand global business issues issues and to act with sensitivity towards ethical 5. Demonstrate sensitivity towards and social issues ethical issues 6. Demonstrate sensitivity towards social issues 3 Effective communication: Ability to effectively 7. Present their ideas with clarity exchange ideas and information 8. Write in a coherent manner 9. Use technology for communication 4 Critical Thinking: Ability to identify, analyze 10. Identify main issues of business business problems and propose effective solutions problems 11. Examine information from different sources 12. Draw inferences from analysis 5 Teamwork: Ability to work and contribute 13. Understand the factors to work effectively in group -settings effectively in groups 14. Contribute effectively in groups Weekly session Plan Week Details CLOs Met Week -1 Introduction to the course Objectives Discuss the course outline, expectations and evaluation CLO 1; PLO 1 scheme for the course. Introduction to strategy and strategic management framework. Readings Rumelt, Richard. "The perils of bad strategy." McKinsey Quarterly 1.3 (2011): 1-10. Pedagogy Participative discussion. STRATEGIC ANALYSIS Week -2 What is Strategy? What is Strategic Management? CLO 1; PLO 1 Objectives At the end of this Week you should be able to 1. Understand what strategies is not, what is strategy, and the strategic management 2. Describe the roles of the various functions of an organization; how a firm’s strategy is linked to the various functions. Readings Chapter 1 other readings What is Strategy?” by Michael Porter, Harvard Business Review, November-December 1996 Case Title/ TBA Number (#) Pedagogy Class participation and article presentation by students Week 3 Strategy Formulation: The Business Vision and Mission CLO 1, 2; PLO 1, 10 Objectives At the end of this Week you should be able to 1) Describe the nature and role of developing mission and vision stamen in strategy formulation 2) Identifying the component of mission and vision statements 3) Write good vision and mission statements Readings TBA Pedagogy Class discussion Week 4 External Environment- Competition and Strategies CLO 3; PLO 1, 7, 8 Objectives At the end of this Week you should be able to 1) How to conduct external environment Analysis 2) How develop a competitive profile matrix 3) Discuss the importance of monitoring external trends and events Readings Chapter 2 Readings Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard business review, 86(1), 25-40. DLF Ltd: India's Leading Real Estate Company in Trouble Case Title/ Case Reference no. 310-255-1 Number (#) Pedagogy Class discussion and case analysis Week 5 Internal Organization: Activities, Resources, and CLO 3; Capabilities PLO 1, 7, 8 Objectives At the end of this Week you should be able to 1) Explain how to conduct an Internal strategic- management audit 2) Understand Resource Based view in strategic management 3) Explain how to determine and prioritize a firm’ internal strengths and weaknesses 4) Develop an internal factor evaluation matrix Readings Chapter 3 Case Title/ Jaguar: What to Do with a Troubled Legend? Number (#) Case from journal Reference no. JIACS13-05-01 Pedagogy Class discussion, Case analysis and Presentation STRATEGIC FORMULATION Week 6 Strategy at Business Level CLO 1, 2; PLO 1, 10 Objectives At the end of this Week you should be able to 1) Learn customer perspective of business level 2) Understand the purpose and types of business level strategies Readings Chapter 4 Case Title/ TBA Number (#) Pedagogy Class discussion Week 7 Corporate Rivalry and Dynamics CLO 2, 3; PLO 1, 7, 8, 10 Objectives At the end of this Week you should be able to 1)
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