To know strategy basically and apply the organization we lead.

1. Introduction to Strategic Management
Part 1
Lectured By
Dr. Zar Ni Maw Win
M.E (Tech.), Ph.D (Tech.),
M.PA (YUEco), Dip. Med. Edu.
Lectured by Dr. Zar Ni Maw Win 1
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2. Does Goal Setting Fit Your Management Style?
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Instructions: Are you a good planner? Do you set goals and identify ways to accomplish them? This questionnaire will help you understand how
your work habits fit with making plans and setting goals. Answer the following questions as they apply to your work or study habits. Please
indicate whether each item is Mostly True or Mostly False for you.

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Does Goal Setting Fit Your Management Style?

4. Contents
✓ Historical origins of the term ―Strategy
✓ The emergence of strategic management
✓ Evolving views of strategy
✓ Comparing Business and Military Strategy
✓ Strategic management in specific contexts
✓ Schools of Thought in Strategic
Management
✓ The nature of strategic management
✓ What Is Strategic Management?
Lectured by Dr. Zar Ni Maw Win
✓ Defining Strategic Management
✓ Stages of Strategic Management
✓ Key Terms in Strategic Management
✓ Strategic Decision Making
✓ Business Strategies
✓ Corporate Strategy
✓ Functional Strategy
✓ Strategies to Avoid
✓ Strategic Choice: Selection of the Best
Strategy
✓ International Strategies
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5. Learning Objectives
1. Know the chronology of Strategy.
2. Describe the basic model of strategic management and its
components.
3. Discuss the differences between the theories of organizations and
School of Thought in strategic management.
4. Explain Strategic Management process.
5. Analyze the level of Strategy.
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6. Reference
1.Alkhafaji, A. F. (2003). Strategic Management: Formulation, implementation and control in a dynamic
environment. Oxford, New York, London: The Haworth Press, Inc.
2.Becerra, M. (2009). Theory of the Firm for Strategic Management: Economic Value analysis. New York,
USA: Cambridge University Press.
3.Cadle, J., Paul, D., & Turner, P. (2014). Business analysis techniques. Chartered Institute for IT.
4.Charles W. L. Hill, G. R. (2015). Strategic Management Theory (Eleventh Edition). Stamford, USA: Cengage
Learning.
5.David, F. R. (2011). Strategic Management: Concepts and Cases (Thirteenth Edition). New Jersey: Prentice
Hall.
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7. Reference
6. Dess, G. G., McNamara, G., Eisner, A. B., & Lee, S.-H. (2021). Strategic management: Text et cases (Tenth Edition). New
York, NY McGraw-Hill
7. Fred R. David, F. R. (2017). Strategic Management Concepts and Cases: A Competitive Advantage Approach (Sixteenth
Edition). Harlow, England: Pearson Education Limited.
8. Hague, P. (2019). The Business Models Handbook: Templates, Theory and Case Studies. Kogan Page Publishers.
9. Harvard, B. R. S. (2019). HBR Guide to Thinking Strategically (HBR Guide Series). Harvard Business Review Press.
10.Heracleous, L. (2003). Strategy and Organization: Realizing Strategy Management (First Edition). New York, USA:
Cambridge University Press.
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8. Reference
11. Hesterly, J. B. (2015). Strategic Management and Competitive Advantage: Concept and Cases (Global
Edition) (Fifth Edition). Edinburgh, England: Pearson Education.
12. Hill, C. W. L., Schilling, M. A., & Jones, G. R. (2020). Strategic management: An integrated approach,
theory and cases (Thirteenth Edition). Boston, MA: Cengage Learning
13. Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2020). Strategic management: Competitiveness &
globalization: Concepts and cases (Thirteenth Edition). Boston, MA: Cengage Learning
14. John E. Gamble, M. A. (2015). Essential of Strategic Management: The Quest for Competitive
Advantages. New York, Landon: McGraw-Hill Education.
15. Lasserre, P. (2003). Global Strategic Management. Great Britain, UK: Palgrave Macmillan.
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9. Reference
16. Martin, J. L. (2014). Strategic Management: Awareness and Change (Fifth Edition). Boston, United States:
Cengage Learning Business Press.
17. Micheal A. Hitt, D. L. (2011). Strategic Management: Competitiveness and Globalization: Concepts (Ninth
Edition). Mason, USA: South-Western Cengage Learning.
18. Moon, H. C. (2018). The art of strategy: Sun Tzu, Michael Porter, and beyond. Cambridge University Press.
19. Parnell, J. A. (2014). Strategic Management: Theory and Practice. Los Angeles, USA: SAGE Publications.
20. Philip Kotler, R. B. (2008). The Quintessence of Strategic Management. New York, London: Springer
Heidelberg Dordrecht.
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10. Reference
21. Ringlstetter, S. K. (2011). Strategic Management for Professional Firms: Theory and Practice. New York, London:
Springer Heidelberg Dordrecht.
21. Sadler, P. (2003). Strategic Management (Second Edition). USA: Kogan Page Limited.
22. Samson, D., Donnet, T., & Daft, R. L. (2021). Management (Seventh Edition). Cengage AU.
23. Stacey, R. D. (2011). Strategic management and organizational dynamics: The challenge of Complexity (Sixth
Edition). Edinburgh Gate, England: Pearson Education Limited.
24. Steiss, A. W. (2003). Strategic Management for Public and Nonprofit Organizations. New York: Marcel Dekker,
Inc.
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11. Reference
26. Tampoe, H. M. (n.d.). Strategic Management. UK: Oxford University Press.
27. Thomas L. Wheelen, J. D. (2015). Strategic Management and Business Policy: Globalization, Innovation
and Sustainability (Fourteenth Edition (Global Edition). Harlow, England: Pearson Education Limited.
28. Thomas L. Wheelen, J. D. (2016). Strategic Management and Business Policy: Toward Global
Sustainability (Thirteenth Edition). New Jersey, Landon: Pearson Education, Inc.
29. Thomas L. Wheelen, J. D. (2018). Concepts in Strategic Management and Business Policy Globalization,
Innovation and Sustainability (Fifteenth Edition). Harlow, United Kingdom: Pearson Education Limited.
30.Wheelen, J. D. (2010). Essential of Strategic Management (Fifth Edition). New Jersey, USA: Prentice all.
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12. Main references supporting the course:
1. Samson, D., Donnet, T., & Daft, R. L. (2021). Management (Seventh Edition). Cengage
AU.
2. Thomas L. Wheelen, J. D. (2018). Concepts in Strategic Management and Business
Policy Globalization, Innovation and Sustainability (Fifteenth Edition). Harlow, United
Kingdom: Pearson Education Limited.
3. Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2020). Strategic management:
Competitiveness & globalization: Concepts and cases (Thirteenth Edition). Boston,
MA: Cengage Learning.
4. Dess, G. G., McNamara, G., Eisner, A. B., & Lee, S.-H. (2021). Strategic management:
Text et cases (Tenth Edition). New York, NY McGraw-Hill
5. Hill, C. W. L., Schilling, M. A., & Jones, G. R. (2020). Strategic management: An
integrated approach, theory and cases (Thirteenth Edition). Boston, MA: Cengage
Learning
6. David, F. R., David, F. R., & David, M. E. (2019a, January 1). Strategic Management:
A Competitive Advantage Approach, Concepts and Cases (17th ed.). Pearson.

13. Introduction 1
1. Strategic management is great importance in today’s chaos & anarchy
global environment because Leaders are responsible & accountable for
positioning their organizations for success in a world that is rapidly
changing.
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14. Introduction 2
2. Leaders or Managers look for ways to respond to competitors, cope with difficult
environmental challenges, meet changing customer needs, and effectively use limited
resources.
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15. Introduction 3
3. Strategic - thinking, formulation, planning, implementation and evaluation or
assessment (formalized procedures to produce the data and analyses used as inputs for
strategic thinking, which synthesizes the data resulting in the strategy).
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16. Introduction 4
Change is continual—that yesterday’s good plan may
not be relevant or of any value today.
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✓ Borderless world with global citizens, global competitors, global customers, global
suppliers, and global distributors!
✓ The need to adapt to change leads organizations to key strategic-management
questions, such as:
“What kind of business should we become?”
“Are we in the right field(s)?”
“Should we reshape our business?”
“What new competitors are entering our industry?”
“What strategies should we pursue?”
“How are our customers changing?”
“Are new technologies being developed that could
put us out of business?”
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Borderless World or Globalization

18. Historical Background of Strategic Management in
Business
✓Can be traced back several thousand years.
✓ Greek verb strategos means “army leader”
✓Major steps toward (In 1911, Frederick W. Taylor published The Principles of Scientific Management.)
✓Very popular between the mid-1960s and the mid-1970s.
✓Observed in 1965 publication of the American Management Association
✓During these years, strategic planning was widely believed to be the answer for all problems.
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19. ✓Art of War
✓Art of Planning and Directing
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20. Comparing Business and Military Strategy
✓The history of strategic planning began in the
military.
✓A key aim of military strategy is “to gain
competitive advantage.”
✓Difference between military and business
strategy is that business strategy stand on
competition, whereas military strategy is based
on conflict.
✓But conflict and business competition are so
similar.
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21. Comparing Business and Military Strategy
➢Business is a high-stakes game.
➢The way we approach this game is reflected in the language we use to
describe it.
➢ Business language is full of expressions borrowed from the military and
from sports.
➢ Unlike war and sports, business is not about winning and losing.
Companies can succeed without requiring others to fail. And they can fail
no matter how well they play if they play the wrong game.
➢The essence of business success lies in making sure you're playing the right
game.
How do you know if it's the right game?
What can you do it if it's the wrong game?
Game Theory

22. Strategy
✓It is the plan of action that describes resource allocation and activities for
dealing with the environment, achieving a competitive advantage, and
attaining the organization’s goals.
✓Strategy is not a theory but is the corporation’s general approach to achieve
its mission and objectives.
✓The strategic management process is important, not only for top-level
management, because it filters down to the middle and operating levels as
well as the shop floor employees and their supervisors.
✓An effective strategy defines the customers and which of their needs are to
be served by the company.
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23. Strategists
✓Strategists are the individuals who are most responsible for the success or
failure of an organization.
✓Strategists have various job titles, such as chief executive officer, president,
owner, chair of the board, executive director, chancellor, dean, or
entrepreneur.
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24. Strategists
“All strategists have to be chief learning officers. We are in an
extended period of change. If our leaders aren’t highly adaptive and
great models during this period, then our companies won’t adapt
either, because ultimately leadership is about being a role model.”
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Jay Conger, Professor at the London Business School
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25. A specific operating plan that details how a strategy is to be
implemented in terms of when and where it is to be put into action.
(Narrower in scope and shorter time horizons than strategies)
Tactics
Source: Thomas L. Wheelen, J. David Hunger, 2012. Strategic Management and Business
Policy
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26. Strategic management in specific contexts
✓Individual/Family/Generations to Generations
✓SMEs businesses
✓ Local Corporate Company
✓Conglomerate/Global companies/ MNCs
✓Not-for-profit organizations
✓Public sector organizations
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27. Instructions: Your approach to studying may reveal whether you have the ability to think strategically. Answer the
questions below as they apply to your study behavior. Please answer whether each item below is Mostly True or
Mostly False for you.
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Instructions: Your approach to studying may reveal whether you have the ability to think strategically. Answer the
questions below as they apply to your study behavior. Please answer whether each item below is Mostly True or
Mostly False for you.
Scoring and Interpretation: The items here represent a strategic approach to studying. Strategy
means knowing your desired outcomes, how to acquire factual knowledge, thinking clearly about tactics and
cause-effect relationships, and implementing behaviors that will achieve the desired outcomes.
Give yourself one point for each item you marked as Mostly True. If you scored 3 or lower, you probably
are not using a strategic approach to studying.
A score of 6 or above suggests a strategic approach to studying that will likely translate into strategic
management ability as a new manager.

29. Thinking Strategically
✓Strategic thinking means to take the long-term
view and to see the vivid picture, including the
organization and the competitive environment, and
consider how they fit together & solve problems.
✓Strategic thinking is important for any
organizations, even if in family.
✓School of Thoughts
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30. Basic Components of Strategic
Management
✓Strategic planning (effectiveness): Doing the right things.
✓Resource management (efficiency): Doing things right.
✓Control and evaluation (accountability): Being held responsible for
what is done.
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31. Thank You !
Q & A
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32. What Is Strategic Management?
“ It refers to the set of decisions and actions used to formulate and
execute strategies that will provide a competitively superior fit between
the organization and its environment so as to achieve organizational
goals”
✓Survival
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Source: Richard L. Daft, 2016. Management
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33. What Is Strategic Management?
“It is a set of managerial decisions and actions that determines
the long run performance of a corporation”.
✓It includes environmental scanning (both external and internal),
strategy formulation (strategic or long-range planning), strategy
implementation, and evaluation and control.
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Source: Thomas L. Wheelen, J. David Hunger, 2012. Strategic Management and Business Policy
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34. Strategic Decision Making
1. Evaluate current performance results in terms of (a) return on investment,
profitability, and so forth, and (b) the current mission, objectives, strategies, and policies.
2. Review corporate governance, that is, the performance of the firm‘s board of
directors and top management.
3. Scan the external environment to locate strategic factors that pose
opportunities and threats.
4. Scan the internal corporate environment to determine strategic factors that
are strengths and weaknesses.
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35. Strategic Decision Making Cont.
5. Analyze strategic factors to (a) pinpoint problem areas, and (b) review and revise
the corporate mission and objectives as necessary.
6. Generate, evaluate, and select the best alternative strategy in light of the analysis
conducted in Step 5.
7. Implement selected strategies via programs, budgets, and procedures.
8. Evaluate implemented strategies via feedback systems, and the control of activities
to ensure their minimum deviation from plans.
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36. Levels of Strategy
Source: Richard L. Daft, 2016. Management
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BoD, CEO, Directors &
Corporate Staffs
Divisional Managers &
Staffs
HoDs, Functional
Managers & Staffs

37. A Company’s Strategy-Making Hierarchy
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38. Management Structure & Planning Process
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39. Hierarchy of Strategy
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Overall direction of company and
management of its business.
Competitive and Cooperative
strategies
Maximize resource productivity.
Simultaneously
Use

40. International Strategies
International strategies are actually a special case of the corporate
strategies. That is, firms can vertically integrate, diversify, form strategic
alliances, and implement mergers and acquisitions, all across national
borders.
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41. Strategies To Avoid
1. Follow the Leader
2. Hit Another Home Run
3. Arms Race
4. Do Everything
5. Losing Hand
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42. A few Managerial Questions
for Strategy
1. What changes and trends are occurring in the competitive environment?
2. Who are our competitors, and what are their strengths and weaknesses?
Who are our customers?
3. What products or services should we offer, and how can we offer them
most efficiently?
4. What does the future hold for our industry, and how can we change the
rules of the game?
5. How is our organizations’ position in the environment with respect to rival
companies?
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43. Conclusion 1
“strategy is easy, but execution is hard.”
“The best strategy is the best fit what you created to get
success”
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44. Conclusion 2
✓Strategy is not a static, analytical process; it requires vision, intuition and
employee participation.
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45. Conclusion 3
✓Poor Strategy Plan makes poor implementation,
✓Good Strategy Plan makes successful implementation,
✓Change comes through implementation, Not through the Plan (Dale Mc
Conkey,1988)
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46. Today Lecture Key Message
• History of Strategy
• Strategy, Strategist, Tactic
• Strategic Management Process

47. THANK YOU
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Discussion & Question