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SM Course Outline

This advanced strategic management course functions as a capstone that allows students to make strategic decisions as CEOs. Students will learn to formulate, implement, and evaluate strategies in response to business environment issues. Topics include strategic management frameworks, external and internal analysis, corporate and business level strategies, and strategic controls. Assessment includes individual assignments, a group strategic plan, and a final exam. The course aims to develop strategic problem-solving and decision-making skills through cases, exercises, and experiential learning.

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Zenebe Getaneh
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75 views

SM Course Outline

This advanced strategic management course functions as a capstone that allows students to make strategic decisions as CEOs. Students will learn to formulate, implement, and evaluate strategies in response to business environment issues. Topics include strategic management frameworks, external and internal analysis, corporate and business level strategies, and strategic controls. Assessment includes individual assignments, a group strategic plan, and a final exam. The course aims to develop strategic problem-solving and decision-making skills through cases, exercises, and experiential learning.

Uploaded by

Zenebe Getaneh
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOC, PDF, TXT or read online on Scribd
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Program: MBA

Course Title: Advanced Strategic management

Course Outline
Course Description
This is a challenging and exciting capstone course that will allow you to function as the
owner or chief executive officer of different organizations. It will allow you: (1) to make
strategic decisions which determine the future direction and competitive position of an
enterprise for a long time and (2) to justify those decisions through oral and written
communication. Topics may include nature and scope of strategic management, components
of the business environment, strategy formulation, strategy implementation, the different
techniques of strategy evaluation and so on.

Course Objectives
Upon completion of this subject students should be able to:

 Develop and implement strategies in response to the current and future issues
facing the global business environment
 Identify opportunities and threats as well as strengths and weakness in the
operating environment of hypothetical and real-world organizations.
 Distinguish between different types and levels of strategy and strategy
implementation.
 Use the case study approach to the analysis of business problems
 Apply core business skills to problem analysis and decision making
 Apply a series of tools to determine industry and company structures
 Determine an organizations core competencies and distinctive competence and
how the distinctive competence of a firm generates a competitive advantage for it
 Recognize the paradoxical views that may result from the application of different
theoretical models
 Identify the strengths and weakness of a company and the opportunities and
threats that exist in its industry
 Appreciate and apply how the Micheny’s 7S Framwork helps a firm to put
strategy into action
 Understand the relevance of strategy evaluation and how the strategic
performance of a firm is going to be measured using traditional and modern
strategy measurement tools.
Contents:

The issues that this course covers are challenging, wide-ranging and exciting and will include
the following areas:

1. Strategic Management - An Overview


1.1. Definitions of Strategic Management
1.2. Benefits of Strategic Management
1.3. Challenges to strategic management
1.4. Basic Model of Strategic Management
1.5. Why some firms “NO” strategic plan

2. The Business Vision and Mission


2.1 vision statement
Features of effective vision statement
Importance of vision statement development
2.2 mission statement
Components of mission statement
Procedure of mission statement development
3. The External Environment
3.1 External (Macro) Environment
3.1.1 PESTEL Analysis
3.1.2 EFE Matrix
3.2 Industry (Micro) Environment
3.2.1 Industrial Organizational Theory
3.2.2 Industry Analysis -Michael Porters Five Force Model
3.3 Competitor Analysis
3.3.1 CPM
4. The Internal Environment
4.1 Internal Analysis, Distinct Competency and Competitive advantage
4.2 Value Chain Analysis
4.3 Internal Resource based View
5. Strategies in Action
5.1 Corporate Level Strategies
5.2 Business Level Strategies
5.3 Building Competitive Advantage through Business Level Strategies
5.4 Functional Level Strategies (Reading Assignment)
6. Strategic Analysis and Choice
6.1 Input Stage:
6.1.1 IFE Matrix
6.1.2 EFE Matrix
6.2 Matching Stage:
6.2.1 SWOT Matrix
6.2.2 SPACE Matrix
6.2.3 BCG Matrix
6.2.4 GE Matrix
6.3 Decision Making Stage:
6.3.1 QDMA
7. Implementing Strategy
7.1 A Framework for Implementing Strategy
7.2 Strategy Implementation: Organizing for Action
7.3 Strategy Implementation: Staffing and Directing
7.4 Core Competencies, Reengineering and Structuring
7.5 Mickensy’ 7S Framework

8. Strategy Evaluation and Controls


8.1 Nature Of Strategic Evaluation
8.2 Strategy Evaluation Frame Work
8.3 Measures Of Organizational Performance
8.4 BSC Model
8.5 Strategy Controls

Teaching and Learning Strategies:


Classes will involve a combination of lectures, problem solving exercises, group and team
dynamics activities, experiential learning reflection will be some of the teaching modalities
utilized in this course. These methods will be supplemented with both printed and electronic
learning materials and resources.

Mode of Assessment:
- Assessment 1: Article review – Individual
- Weight: 20 %

- Assessment 2: Group Assignment – Strategic Plan Preparation


- Weight: 30 %

- Assessment 3: Final Examination


- Weight: 50%
NB: the one who didn’t attend the class > 80% will score NG (must repeat the course)
References:AD CASES

- David, Fred R. (2011) strategic Management: concepts and cases: Prentice Hall, 13th
edition
- Lasserr, Philippe (2003) global strategic management: New York, Palgrave
Macmilian, 1st edition

- Hunger, J. David and Wheelen, L. Thomas(2012) Strategic management and Business


policy: toward Global Sustainability, 13th edition

- Hill, Charles W.L. and Jones, Gareth R. (2010)Strategic management theory: an


integrated approach, USA, South Western Cengage Learning, 9th edition
- Wheelen, Thomas L. and Hunger, David J. ()Strategic management and business
policy: towards global sustainability; PEARSON, 13th edition
- Hill, Charles W.L. and Jones, Gareth R.(2009) Essentials of strategic management,
South Western Cengage Learning, 2nd edition
- Various issues of the Harvard Business Review
- Online reliable sources

Essentials of
Strategic
Management

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