This document outlines the course content and objectives for the Strategic Management course at Makerere University Business School. The course aims to empower students with knowledge of strategic management concepts, understand the relationship between strategy formulation, implementation, and evaluation, and develop students' ability to analyze complex business problems. The course will be facilitated by Turinawe Dick, Nalweyiso Grace, and Alex Nathan Sserwanga. Students will be assessed through a case study analysis test worth 30% and a final written exam worth 70%. Key course content includes an overview of strategic management, key concepts, business goals, management theories, environmental analysis, analyzing the organization, strategic choice, implementation, and evaluation.

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
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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
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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
.
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