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SM-Course Outline-MBA 10 Term 3

The document outlines the course STR 402: Strategic Management at the Indian Institute of Management Amritsar, detailing its objectives, learning outcomes, and evaluation components. The course focuses on analyzing organizational performance and competitive strategies through case studies and conceptual discussions. It includes a structured session plan with readings and assessments designed to enhance students' understanding of strategic management concepts.

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15 views4 pages

SM-Course Outline-MBA 10 Term 3

The document outlines the course STR 402: Strategic Management at the Indian Institute of Management Amritsar, detailing its objectives, learning outcomes, and evaluation components. The course focuses on analyzing organizational performance and competitive strategies through case studies and conceptual discussions. It includes a structured session plan with readings and assessments designed to enhance students' understanding of strategic management concepts.

Uploaded by

nsurywanshi822
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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INDIAN INSTITUTE OF MANAGEMENT AMRITSAR

Master of Business Administration


Course Outline

Course Code and Strategic Management & STR 402


Course Title
Course type Regular
Pre-requisites (if any) -
Course credit/Units 1
Total no. of sessions 20
Session Duration 75mins
Term III
Year and Batch 2025, 2023-25
Sections (if any) A, B, C, D

Instructor(s) Prof. Santosh Kumar Tiwari


Contact Details 7389931811
Office 014

Introduction
The field of strategic management deals with the major intended and
emergent initiatives, taken by the general managers on behalf of
owners, that involve utilization of some resources to enhance the
performance of firms in their external environment. Performance, within
the conversation of strategic management, deals with superior returns
on investments. Superior returns are measured with respect to the
firm’s (i) past performance, (ii) competitors and (iii) benchmark indices.
The issue of superior returns is addressed by raising two critical
managerial questions namely,

 How and why do some firms outperform


others?
 How do they sustain such performance?

The above questions shall be reviewed by invoking the various concepts


from the functional disciplines of management and integrating them into a
coherent whole. A systemic approach, involving internal and external
environmental analysis, identifying opportunities, formulating strategies is
adopted.
Learning Outcomes/Course Objectives
This course on strategic analysis and formulation has been designed to
enable participating candidates to:
 Apply the theories and frameworks covered in the course to
critically analyze an organization and comprehend why some firms
have superior performance levels.
 Analyze an organization from a strategic perspective and be able to
see the big picture.
 Analyze internal and external environment to decide upon the
competitive strategy.

Textbooks and Learning Materials

Fred, David., & Forest, David. Strategic Management: A Competitive


Advantage Approach, Concepts. Publisher: Pearson, Latest Edition.

Pedagogy Used/Learning Process


The objectives of the course dictate the pedagogy. Case and
conceptual discussions will be used as the major learning methods for
this course. Case and/or reading material would be assigned for each
session. The skills this course seeks to develop can be sharpened only
through practice. This requires exposing you to the real world in the
classroom. The case method has been found to be a highly suitable
pedagogical device in this regard. It enables one to simulate, as closely
as it is feasible, the real world in the classroom. The case method is
importantly effective only when you come fully prepared to the class.
Thus, the onus for deriving maximum value from this course lies as
much with you as with the instructor.

Evaluation Components/Assessment of Student Learning

Assessment Tool Percentage


Quizzes 20
End term Exam 35
Class Participation (Case Analysis & Class 15
Exercises)
Simulation (Group Activity) 15
Project & Presentation (Group Activity) 15

Session Plan

Session 1- Introduction to Strategic Management Concepts,


3 Vision, Mission
Reading Collins & Porras. (1996). Building your Company’s
Vision. Harvard Business Review, September –
October, 1996.

Session 4- External Environment Analysis


5
Reading Jacobides, Michael G. (2010). Strategy Tools for a
Shifting Landscape. Harvard Business Review

Case Netflix in India: The Way Ahead: W17100-PDF-ENG

Session 6- Internal Environment Analysis


7
Reading Collis, D. J., & Montgomery, C. A. (2008). Competing
on resources. Harvard Business Review, 86(7-8).

Case Coffee Wars in India: Café Coffee Day 2013:


715444-PDF-ENG
Session 8- Business level strategy
9
Sull, D. N. (2005). Strategy as active waiting.
Reading Harvard business review, 83(9), 120.

Case Wal-Mart Stores Discount Operations: 387018-PDF-


ENG
Session Managing Portfolio of Businesses
10

Reading Ghemawat P, Hout T. Tomorrow’s Global Giants.


Harvard Business Review. 2008;86(11):80-88.
Session Diversified Expansion
11-12
Case Bananas (A): 712451-PDF-ENG

Session Strategy Implementation and Control


13

Reading Martin, Roger L. "The execution trap." Harvard


Business Review 88, no. 7/8 (2010): 64.

Session Balance Score card


14

Reading The balanced scorecard: measures that drive


performance, Kaplan & Norton, HBR 2005

Session 15 Strategic management and innovation


Material will be made available

Session Simulation (The Boardroom)


16 learnbizsimulations.com/

Session Strategy in changing world


17-18 In these sessions we introduce platforms
businesses, and relevant strategic management
concepts to these organizational forms
Case Amazon in 2023: 514025-PDF-ENG
Session Group presentation
19-20

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