MBA MS209 Course Plan
- Programme Code 039
- Course Code MS209
- Credits 3
- Programme Master of Business Administration (MBA)
- Course Name Strategic Management
- L 3
- Objective The course is aimed at providing exposure and making the students aware about the role of strategic management in business enterprises and government enterprises.
- Course Outcome
- CO1 To Understand the integrative model of strategic management process along with role of corporate governance in strategic management.
- CO2 To Demonstrate the knowledge in formulating strategies along with identifying the resource endowments specific to the firm & industry.
- CO3 To Implement a strategic plan that takes into account the functional areas of business along with procedures in order to achieve organizational goals.
- CO1 Evaluate challenges faced by managers in implementing and evaluating strategies based on the nature of business. industry, and cultural differences.
| Unit No. | Lecture No. | Topic | ICT Tools / Class Material (PPT ) | First Shift | Second Shift | Guest Lecture | Expert Lecture |
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| 1 | L1 | UNIT-I: Introduction to Strategic Management: Definition of Strategic Management |  |
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| 1 | L2 | Nature of Strategic Management | |
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| 1 | L3 | Dimensions of Strategic Management | |
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| 1 | L4 | Need for Strategic Management | |
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| 1 | L5 | Strategic Management – Process, Vision, Mission and Business Definition | |
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| 1 | L6 | Strategic Management – Process, Vision, Mission and Business Definition | |
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| 1 | L7 | Models of Strategic Management: Mintzberg, Ansoff, | |
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| 1 | L8 | Models of Strategic Management: Porter | |
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| 1 | L9 | Models of Strategic Management: Prahalad and Gary Hammel | |
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| 1 | L10 | McKinsey’s 7’S Framework: A Tool to Evaluate and Control an Organisation. | |
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| 2 | L11 | UNIT-II: Strategic Management in Global Environment: Need for Globalization, Different Types of International Companies | |
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| 2 | L12 | Development of a Global Corporation, Complexity of Global Environment | |
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| 2 | L13 | International Culture, Implementing Global Strategies | |
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| 2 | L14 | Competitive Analysis: Competitor Analysis, Rivalry Analysis, Competitive Dynamics, Competitive Rivalry Framework | |
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| 2 | L15 | Industry Analysis: Formulation of Strategy, Five Competitive Forces that Shape Strategy | |
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| 2 | L16 | PESTLE Analysis | |
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| 2 | L17 | Competition and Value, Industry Structure, Technology Lifecycle, Industry Analysis in Practice, Defining the Relevant Industry | |
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| 2 | L18 | Strategic Management Process: Purposes of Strategic Management Process, | |
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| 2 | L19 | Steps involved in the Strategic Management Process, Strategy Formulation, Constraints and Strategic Choice | |
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| 2 | L20 | Strategy Implementation, Strategic Control and Assessment | |
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| 3 | L21 | UNIT-III: Formulating Corporate-Level Strategy: Balanced Score Card: A Balanced Approach | |
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| 3 | L22 | Grand Strategies: Strategic Alternatives, Growth/Expansion Strategy, | |
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| 3 | L23 | Diversification Strategy, Stability Strategy | |
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| 3 | L24 | Retrenchment Strategy | |
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| 3 | L25 | Turnaround Strategies, Combination Strategies | |
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| 3 | L26 | Formulating Business Level Strategy: Porter’s Competitive Strategies | |
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| 3 | L27 | Competitive Advantage, Competitive Advantage Factors | |
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| 3 | L28 | How to Build or Acquire Competitive Advantage? | |
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| 3 | L29 | Acquiring Core Competence, Low Cost Strategies | |
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| 3 | L30 | Differentiation Strategies, Focus Strategies. | |
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| 4 | L31 | UNIT-IV: Analyzing Resources and Capabilities: Factors affecting the Internal Environment | |
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| 4 | L32 | Resources and Capabilities as Sources of Profit | |
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| 4 | L33 | Resources of the Firm, Organizational Capabilities, Appraising Resources and Capabilities | |
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| 4 | L34 | Putting Resource and Capability Analysis to Work, Developing Resources and Capabilities | |
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| 4 | L35 | Formulating Functional Level Strategy: Putting Strategy into Action | |
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| 4 | L36 | Structural Design, Information and Control System, Human Resources | |
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| 4 | L37 | Corporate Goals and Strategic Gap: Corporate Goals, Strategic Gap | |
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| 4 | L38 | Porter’s Generic Strategies | |
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| 4 | L39 | Managing Internal Organization for Strategy Implementation: | |
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| 4 | L40 | Issues in Strategy Implementation, Strategy–Structure Relationship | |
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| 4 | L41 | Divisionalisation: Product and Geographic Forms, Diversification, Strategic Business Units (SBUs) | |
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| 4 | L42 | Project Organisation, Matrix Organisation Structure, New Design Options, Factors Influencing Organisation Structure, Structure and Strategy Implementation. | |
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| 4 | L43 | Revision | |
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| 4 | L44 | Doubts clearance session | |
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| 4 | L45 | Discussion of Previous Question Papers | |
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# As per Scheme & Syllabus Of Guru Gobind Singh Indraprastha University, New Delhi 2022-23 Onwards.