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  • 1. MAKERERE UNIVERSITY BUSINESS SCHOOL FACULTY OF MANAGEMENT DEPARTMENT OF BUSINESS ADMN STRATEGIC MANAGEMENT COURSE OUTLINE Programme: BBA & BESBM III Facilitators: Turinawe Dick, Nalweyiso Grace, Alex Nathan Sserwanga Course code: MGT3107, General aims/objectives of the course: 1. To empower the student with a thorough knowledge of the basic concepts that are pertinent to the process of strategic management. 2. To give the students an understanding of the nature of strategic planning and the relationship between strategy formulation, strategy implementation and strategy evaluation. 3. To develop and sharpen students’ abilities in the analysis of complex business problems and the effective use of the various business disciplines in designing effective solutions for strategic business problems. Summary of Assessment:  Case study/analysis- Take-home/Test (30%)  Final written Examination / Assessment (70%) Sources of Information (References): Key texts 1. Bakunda & Ngoma (2001); Business strategy; An introduction, Makerere University Press 2. Glueck & Glueck (1989); Business policy & strategic management, 3rd Ed., McGraw Hill, Singapore Others 3. Ronald Rosen (1998); Strategic management, an introduction, 2nd Ed. Pitman-London 4. Thompson and Strickland (1987); Strategic Management, Concepts and cases, 4th Ed., IRWIN 5. Samuel Certo and Paul Peter (1990) Strategic Management: A focus on process.
  • 2. COURSE CONTENT AND LEARNING OBJECTIVES Course Content Learning Objectives Teaching Methods Media Cognitive Affective Psychomotor 1. Overview of Strategic management  Meaning and framework of SM  History of Strategic Management  Key questions in strategic management  Define strategic management  List the strategic planning stages  Give the importance of strategic management subject  Explain the history and development of strategic management  Explain the strategic planning process  Identify the features of strategic management  Discuss the key questions that strategic managers have to address  Elaborate on how a business student can benefit from the strategic management subject  Lecture method,  Overhead projectors  Whiteboard 2 2
  • 3. 2. Key concepts in Strategic Management  Strategy, strategic intent, stretch, strategic thinking, strategic competition, competitive advantage, competitive exclusion  List the key concepts in strategic management  Justify the need for these concepts  Explain the concepts  Relate some of the concepts  Identify the key features of each concept  Give real examples of these concepts  Lecture method,  Overhead projectors  Whiteboard 3. Business Goals  Objectives, Mission and vision  Managemen t by objectives  List the goals of a business  Define these goals  List the characteristics of a good objective  List the features of a good mission statement  Explain the characteristics of a good objective and mission statement  Justify the need for these business goals  Set objectives and design a mission statement for an organization of their choice  Discuss the concept of MBO and its relevance to modern business  Lecture method,  Overhead projectors  Whiteboard 3 3
  • 4. 4. Management theories  Classicals, behaviorists management science, theory Z  list and classify the various management theories  discuss and explain these theories  Explain the contribution of these theories  Evaluate the relevance of these theories to modern management thought and practice  Lecture method,  Overhead projectors  Whiteboard 5 & 6 CASE ASSESSMENT  Classes to be divided into discussion groups  Group presentations on Case analysis  Whiteboard  Flip Charts 7. Environmental analysis  PEST analysis, Market environmental analysis, stakeholders analysis, Industry and competitor analysis by Michael Porter.  list the elements of the environment  list the tools/technique s that are used in environmental analysis  Explain the environmental analysis tools/technique s  Give the limitations and strength of Michael porters’ model  Discuss the five force-model by Michael porter  Lecture method,  Overhead projectors  Whiteboard 4 4
  • 5. 8. Analyzing the organization  Functional analysis, Value chain analysis, strategic gap analysis, Key success factors, Role of chief executives  give examples of direct requests in business  explain procedure for writing direct request messages  Explain the importance of analyzing an organization  discuss the key issues to be looked at when analyzing the organization  illustrate how the strategic gap can be ascertained  demonstrate how value can be added using the value chain analysis  Lecture method,  Overhead projectors  Whiteboard 9. SWOT analysis  Opportunities and threats  Strengths and weaknesses  Give SWOT in full  Categorize SWOT into the internal and external aspects  explain how a SWOT analysis is conducted  Lecture method,  Overhead projectors  Whiteboard 10. Strategic Choice Generic Alternatives  Glueck’s approach  Porter’s approach  Ansoff’s approach  Kotler’s approach Business Portfolio models  The BCG Growth Share Matrix  list the various strategy options available to a firm  Give the considerations in taking choice of strategy  list the various strategy options available to a firm  Give the considerations in taking choice  Explain the strategy formulation process  Explain the various strategies  Explain the strategy formulation process  Explain the various strategies  Evaluate the various strategy  Chose the most appropriate strategy in a given situation  Evaluate the various strategy  Chose the most appropriate strategy in a given situation  Lecture method,  Lecture method,  Overhead projectors  Whiteboard 5 5
  • 6.  The GE streng/attractiv ess Matrix  The Life Cycle Matrix of strategy 11. Strategy implementation  Implementation planning  Prerequisites for effective implementation  Generic steps in strategy implementation  Mc Kinsey’s 7s framework  Give the stages in strategy implementation process  Justify the need for implementation planning  explain how the elements of the 7s framework are helpful in strategy implementation  Discuss the prerequisites for effective implementation of a strategy  Lecture method,  Overhead projectors  Whiteboard 12.Strategy evaluation and control  Define strategy evaluation and control  Give the various evaluation and control techniques  Justify the need for strategy evaluation and control  Distinguish between the evaluation and control techniques  Demonstrate ability to evaluate strategies  Discuss why corporate strategies and their implementation fail  Lecture method,  Overhead projectors  Whiteboard 6 6
  • 7. 13. Revision- CASE ASSESSMENT The focus should be Case study analysis and presentations in class.  Classes to be divided into discussion groups  Group presentations on Case analysis . 7 7