This document provides an overview of a strategic management course offered at Uniglobe College Pokhara University. The course aims to expose students to concepts of strategic management implementation and major strategic issues in a global business context through case studies. It covers topics like strategy formulation, the global business environment, strategic analysis and choices for multi-business companies, operationalizing and institutionalizing strategy, strategic control and evaluation, and contemporary strategic issues related to technology, innovation, entrepreneurship, and non-profits. Students will participate in case discussions, assignments, and exams. Evaluation will be based on attendance, participation, assignments, and exams.

1. Uniglobe College
Pokhara University
Level: Bachelor Program: BBA
Semester: VII Course: MGT 112.3 Strategic Management-II
Credit hours: 3 Year: 2014
Facilitator: Keshab Acharya Contact: 9841015346
Email: swapnil_bhavuc@yahoo.com
Course Objectives:
This course aims to expose strategic management implementation concepts and also to
familiarize them with major strategic issues in the context of today's global dimension of
business. Cases will be used to provide students with a balanced mix of service industries,
multi-business firms, technology-focused firms, and global competition.
Course Contents LH
1. Review of Strategy Formulation
A brief review of the concept and process of strategic management, Environment
analysis, Industry and competitive analysis, Strategy options and strategic analysis
and choices
4 hours
2. Global Business Environment
Concept, Types and analysis of global business environment, Foreign market
analysis and entry strategy, Cross- country differences, Strategy options for
entering and competing in foreign markets, Strategic alliances and joint ventures,
Networking strategies
6 hours
3. Strategic Analysis and Choices in a Multi-business Company
Concept and nature of multi-business company, Rationalizing, diversification and
integration, Behavioral considerations affects strategic choice, Building
shareholders' value, Analysis of external dependence, Internal political
considerations
6 hours
4. Operationalizing Strategy
Concept and nature of strategy implementation, Short-term and long-term
objectives, Policies, Functional tactics to operationalize strategy, Resource
allocation, Managing conflicts, Employee empowerment
6 hours
5. Institutionalizing Strategy
Concept, Structuring an effective organization, Organizational leadership,
Organizational culture, Matching structure with strategy, Building resource
strengths and organizational capabilities, Managing the internal organization to
promote better strategic execution, Installing support systems and supportive
reward system.
6 hours

2. 6. Strategic Control and Evaluation
Concept of control in strategic management, Types of control, Quality control,
Role of strategic information system, Activity based costing, Measures of
corporate performance, Measures of functional and divisional performance,
Problems of measuring performance, Guidelines for proper control, Strategic audit
to evaluate and control perforce.
8 hours
7. Contemporary Strategic Issues:
a. Internet Era
The internet technology and participants: The demand for internal service and
suppliers of technology and services, strategic challenges of competing
technologies, Impact of Internet on competitive rivalry, barriers to entry, buyer
power, supplier power
4 hours
b. Managing Information Technology and Innovation
Technology sourcing, Product portfolio, Evaluation and control
3 hours
c. Entreprenerual Ventures and Small Business
Importance of small business and entrepreneurial ventures, Use of strategic
planning and strategic management models, Issues in environmental scanning and
strategy implementation from the perspective of small business
3 hours
d. Not-for-profit Organization
Concept and nature of not-for-organization, Importance of revenue sources,
Usefulness of strategic management concept and techniques for not-for-profit
organization
2 hours
Delivery of the course and grading
In delivering the courses, the faculty member will serve as facilitator of learning, rather than a
teacher/lecturer with all the knowledge necessary to work through the course. Students will be
informed in advance the subject to be discussed in class. The students are provided the reading
list. They are required to go through the suggested readings on the topic in advance. The students
will be expected to come to class having read all assigned readings (text chapters, cases, articles)
and ready to share and discuss. Discussions will focus on the application of concepts rather than
mere reviewing. Students are required to participate actively in classes. The sessions will be
interactive and facilitated by the instructor to discuss in depth the subject being dealt. There will
be lectures by the instructor, case analysis and presentation by students, presentation of reviews
and assignments and regular feedback will be provided to students on their progress.
Dialogue and discussions in the classrooms will be effectively complimented with well-designed
assignments. In order to enable students to base their learning upon real world occurrence, a
comprehensive project assignment is incorporated in the internal assessment.

3. Class sessions
The course will be conducted on a case discussion basis. A typical class session may start with a
short introductory lecture that either addresses a conceptual approach or develops an issue,
providing the setting for the topic being addressed. The main body of a class session will involve
the discussion of a case that serves as an application of the reading materials.
Characteristics of effective classroom participation
The key to effective classroom participation is engagement. The quality of an individual’s
participation is more important than the quantity. Comments should be clearly related to the case
and to the comments of others; it should clarify and highlight the important aspects of earlier
comments. It supports the collective learning process of the class, class sessions should be
viewed as business meetings. As such, you are expected to attend and be well prepared for every
class session. If you must miss a class due to an emergency, please send me a note of explanation
as a courtesy. Absences are otherwise regarded as unexcused and will be reflected negatively in
your class participation grade.
Evaluation Criteria
The individual progress evaluation and grading will include the following components:
 Attendance and class participation 5%
 Home assignments/presentation/Case analysis 10%
 First term exam 10%
 Send up exam 25%
 End term board exam 50%
Text Books:
1. Pearce, John A. and Robinson, Richard B: Strategic Management, AITBS, Delhi.
2. Thomson, Arthur A. and Stickland III: Strategic Management, Tata Mcgraw-Hill, New
Delhi
3. Wheelen, T.L and Hunger, J.D: Strategic Management and Business Policy, Pearson
Education, New Delhi