PPB6024 PENGURUSAN STRATEGIK RANCANGAN INSTRUKSIONAL /INSTRUCTIONAL PLAN

Department of Management & LeadershipFaculty of Management and EconomicsSultan Idris Education University

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SESI 2014/2015

RANCANGAN INSTRUKSIONAL /INSTRUCTIONAL PLAN

Fakulti / Faculty : Perniagaan dan EkonomiJabatan / Department : Pengurusan dan KepimpinanSemester / Semester : SatuSessi / Session : 2015/2016Nama Kursus / Course name : Pengurusan StrategikKod Kursus / Course code : PPB6024Jam Kredit / Credit Hour : 1Pra syarat /Pre requisite : Tiada

MAKLUMAT PENSYARAH / LECTURER’S INFORMATION:

Nama : Prof.Madya Dr.Hj. Abdul Raheem bin Mohamad YusofE-mail : raheem@fpe.upsi.edu.myNombor Tel(Pej) : 05-4582525Tel.Bimbit : 019-2535192No.bilik : Pejabat Urusan UPSI Holdings, Bangunan BITARASISWA,

Kampus Sultan Abdul Jalil Shah, UPSI.

SINOPSIS KURSUS / COURSE SYNOPSIS :

Kursus ini menjelaskan cara-cara mengintegrasi pengetahuan konseptual untuk pngurusan strategik. Taju-tajuk yang diliputi termasuk polisi-polisi serta model-model perniagaan, audit dalaman, tinjauan faktor luaran, analisa persekitaran, jenis serta formulasi strategi, teknik perancangan, pelaksanaan strategi dan kawalan.

This course explains on how to integrate conceptual knowledge for strategic management. Topics included policy, business models, internal audit, external factors, environmental scanning, strategic formulation, strategic planning, strategic implementation and control.

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Pengesahan Ketua Jabatan:

Tarikh:

RASIONAL KURSUS / RATIONAL OF THE COURSE:

Kursus teras ini akan memberi pendedahan kepada pelajar tentang konsep dan teori Pengurusan Strategik.

HASIL PEMBELAJARAN / LEARNING OUTCOMES:

Pelajar-pelajar dapat:

1. Menganalisa prinsip elemen-elemen strategi perniagaan. (K3,P4)

2. Mengaplikasi rangkakerja analitikal bagi mengkaji persekitaran yang kompetitif dalam sesebuah organisasi/industry. (K3,P4)

3. Menunjukkan bagaimana sumber-sumber sesebuah organisasi digunakan secara cekap dan berkesan untuk mencapai sasaran strategi yang hendak dicapai. (P5,A3)

4. Mengaplikasi teori dan amalan perubahan pengurusan. (P5,A3)

5. Menunjukkan komunikasi yang baik dan kemahiran penyelesaian masalah.(CS,CT)

6.Menunjukkan keupayaan pengurus dan kepimpinan yang berkesan. (K3,P4)

KEMAHIRAN YANG BOLEH DIPINDAHKAN / TRANSFERABLE SKILLS:

1. Kebolehan untuk menganalisa dan menilai persekitaran perniagaan.

2. Kebolehan untuk menggunakan strategi-strategi perniagaan yang berkesan untuk mengatasi sesuatu permasalahan perniagaan.

3. Kebolehan untuk mengurus dan memimpin sesuatu perniagaan.

RUJUKAN / REFERENCES:

Fred R. David (2015). Strategic Management: Concepts and Cases, 15th. ed. Essex: Pearson Education.

Ireland Hoskisson & Hitt (2013). The Management of Strategy: Concepts and Cases, 10th ed., South Western Cengage Learning,USA.

Thomas L.W., & David L.H. (2008). Strategic Management & Business Policy, 11 th ed., London:Pearson Education.

Jeffrey S., Harrison, & Caron H.S. (2008). Foundation in Strategic Management. Ohio: Thomson South Western Hall, USA.

Carpenter, M., & Sebders,G. (2008). Strategic Management: Concepts and Cases. London:Pearson Education

KAEDAH PENERAPAN KEMAHIRAN INSANIAH / METHODS OF SOFT SKILLS EMBEDDED2

PENILAIAN PRESTASI PELAJAR / STUDENT’s PERFORMANCE ASSESSMENT

Kerja Kursus / Course work Peratusan/Percentage

Perincian / Details LO %

100

Tugasan 1, 2 dan 3 LO1, LO2, LO4 30%Kajian Kes LO1, LO2, LO4 20%Pembentangan LO1, LO2, LO3, LO4 10%Peperiksaan Akhir/Final Exam LO1,LO2,LO3,LO4 40%

Jumlah / Total 100%

SKALA PENGGREDAN / GRADING SCALE:

Gred / Grade Julat markah / Points interval

PNGS (GPA)/ PNGK (CGPA)

A 80 – 100 4.00

A- 75 – 79 3.75

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Aktiviti /Activity

KOM BKMM PBPM KKBP KKU KKP EM

Tugasan dan Pembentangan Kumpulan

√ √ √

Singkatan / Abbreviation

Kemahiran / Skills

KOM Communication Skill

BKMM Critical Thinking and Problem Solving Skills

PBPM Continuous Learning and Information Management

KKBP Team Work Skills

KKU Entrepreneurial Skills

KKP Leadership Skill

EM Professional Ethics and Moral

B+ 70 – 74 3.50

B 65 – 69 3.00

B- 60 – 64 2.75

C+ 55 – 59 2.50

C 50 – 54 2.00

C- 45 – 49 1.75

D+ 40 – 44 1.50

D 35 – 39 1.00

F 0 – 34 0

SKALA PENGGREDAN KEMAHIRAN INSANIAH / SOFT SKILS GRADING SCALE:

Rubrics as in Buku Kemahiran Insaniah/Soft skills

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Skala / Scale

4 Cemerlang / Excellent

3 Baik / Good

2 Sederhana / Moderate

1 Lemah / Weak

JADUAL PENGAJARAN MINGGUAN / WEEK TEACHING SCHEDULE:

*Optional

Minggu/ Week

Tajuk / Chapter

Hasil Pembelajaran / Learning Outcomes

Pada akhir setiap minggu, pelajar dapat: /

At the end of each week, the students should be able to:

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Aktiviti P&P/

T&L Activities

Peniaian / Assessment

1 1. The Nature of Strategic Management

1.1 What is Strategic Management?

1.2 Key Terms in Strategic Management

1.3 The Strategic-Management Model

1.4 Benefits of Strategic Management

1.Describe the Strategic management process.

2.Explain the need for integrating analysis and intuition in strategic management.

3.Define and give examples of key terms in strategic management.

4.Discuss the nature of strategy formulation, implementation, and evaluation activities.

KKP

Lecture/ Discussion

Task 1

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*Singkatan /Abbreviation

Aktiviti /Activity Singkatan /Abbreviation

Penilaian / Assessment

1.5 Why Some Firms Do No Strategic Planning

1.6 Pitfalla in Strategic Planning

1.7 Guidelines for Effective Strategic Management

1.8 Comparing Business and Military Strategy

5. Describe the benefits of good strategic management.

6. Discuss the relevance of Sun Tzu’s The Art of War to strategic management.

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2. The Business Vision and Mission

2.1 What Do We Want to Become?

2.2 What Is Our Business?2.3 Importance (Benefits) of

Vision and Mission Statements

2.4 Characteristics of a Mission Statement

2.5 Writing and Evaluating Mission Statements

1. Describe the nature and role of vision and mission statements in strategic management.

2. Discuss why the process of developing a mission statement is as important as the resulting document.

3. Identify the components of mission statements.

4. Discuss how clear vision and mission statements can benefit other strategic-management activities.

5. Evaluate mission statements of different organizations.

6. Write good vision and mission statements.

KKP Lecture/ Discussion

Case study

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3. The External Assessment

3.1 The Nature of an External Audit

3.2 The Industrial Organization (I/O) View

3.3 Economic Forces3.4 Social, Cultural,

Demographic, and Natural Environment Forces

3.5 Political, Governmental, and Legal Forces

3.6 Technological Forces3.7 Competitive Forces3.8 Competitive Analysis:

Porter’s Five-Forces Model3.9 Sources of External

Information 3.10 Forecasting Tools and

Techniques3.11 Industry Analysis: The

External Factor3.12 Evaluation (EFE)

Matrix3.13 The Competitive Profile

matrix

1.Describe how to conduct an external strategic-management audit.

2.Discuss 10 major external forces that affect organizations: economic, social, cultural, demographic, environmental, political, governmental, legal, technological, and competitive.

3.Describe key sources of external information, including the Internet.

4.Discuss important forecasting tools used in strategic management.

5.Discuss the importance of monitoring external trends and events.

6.Explain how to develop an EFE Matrix.

7.Explain how to develop a Competitive Profile Matrix.

8.Discuss the importanceof gathering competitive intelligence.

9.Describe the trends toward cooperation among competitors.

10.Discuss market commonality and resource similarity in relation to competitive analysis.

KKP Lecture/ Discussion

Case study

44. The Internal Assessment

4.1 The Nature of Internal 1. Describe how to perform an KKP Lecture/ Case study

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Audit4.2 The Resource-Based View

(RBV)4.3 Integrating Strategy and

Culture4.4 Management4.5 Marketing4.6 Finance/Accounting4.7 Production/Operations4.8 Research and

Development4.9 Management Information

System4.10 Value Chain Analysis

(VCA)4.11 The Internal Factor

Evaluation (IFE) Matrix

internal strategic-management audit.

2. Discuss the Resource-Based View (RBV) in strategic management.

3. Discuss key interrelationships among the functional areas of business.

4. Identify the basic functions or activities that make up management, marketing, finance/accounting, production/ operations, research and development, and management information systems.

5. Eplain how to determine and prioritize a firm’s internal strengths and weaknesses.

6. Explain the importance of financial ration analysis.

7. Discuss the nature and role of management information systems in strategic management.

8. Develop an Internal Factor Evaluation (IFE) Matrix.

9. Explain benchmarking as a strategic management tool.

Discussion

5 5. Strategy in Action

5.1 Long-Term Objectives 1. Discuss the value of KKP Lecture/ Case study

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5.2 The Balanced Scorecard5.3 Types of Strategies5.4 Integration Strategies5.5 Intensive Strategies5.6 Diversification Strategies5.7 Defensive Strategies5.8 Micheal Porter’s Five Generic

Strategies5.9 Means for Achieving Strategies5.10 Strategic Management in

Nonprofit and Governmental Organization

5.11 Strategic Management in Small Firms

establishing long-term objectives.

2. Identify 16 types of business strategies.

3. Identify numerous examples of organizations pursuing different types of strategies.

4. Discuss guidelines when particular strategies are most appropriate to pursue.

5. Discuss Porter’s five generic strategies.

6. Describe strategic management in nonprofit, governmental, and small organizations.

7. Discuss joint ventures as a way to enter the Russian market.

8. Discuss the Balanced Scorecard.

9. Compare and contrast financial with strategic objectives.

10. Discuss the levels of strategies in large versus small firms.

11. Explain the First Mover Advantages concept.

12. Discuss recent trends in outsourcing.

13. Discuss strategies for competing in turbulent, high-velocity markets.

Discussion

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6. Strategy Analysis and Choice

6.1 The Nature of Strategy Analysis and Choice

6.2 A Comprehensive Strategy-Formulation Framework

6.3 The Input Stage6.4 The Matching Stage6.5 The Decision Stage6.6 Cultural Aspects of Strategy

Choice6.7 The Politics of Strategy Choice6.8 Governance Issues

1. Describe the three-stage framework for choosing among alternative strategies.

2. Explain how to develop a SWOT Matrix, SPACE Matrix, BCG Matrix, IE Matrix, and QSPM.

3. Identify important behavioral, political, ethical, and social responsibility considerations in strategy analysis and choice.

4. Discuss the role of intuition in strategy analysis and choice.

5. Discuss the role of organizational culture in strategic analysis and choice.

6. Discuss the role of a board of directors in choosing among alternative strategies.

KKPKOM

Lecture/ Discussion

Case study

7 7. Implementing Strategies: Management and Operations Issues

7.1 The Nature of Strategy Implementation7.2 Annual Objectives7.3 Policies7.4 Resource Allocation7.5 Managing Conflict

1. Explain why strategy implementation is more difficult than strategy formulation.

2. Discuss the importance of annual objectives and policies in achieving organizational commitment for strategies to be implemented.

KKPKOM

Lecture/ Discussion

Kajian Kes

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7.6 Matching Structure with Strategy7.7 Restructuring, Reengineering, and E-Engineering7.8 Linking Performance and Pay to Strategies7.9 Managing Resistance to Change7.10 Creating a Strategy-Supportive Culture7.11 Production/Operations Concerns When Implementing Strategies7.12 Human Resource Concerns When Implementing Strategies

3. Explain why organizational structure is so important in strategy implementation.

4. Compare and contrast restructuring and reengineering.

5. Describe the relationships between production/operations and strategy implementation.

6. Explain how a firm can effectively link performance and pay to strategies.

7. Discuss employees stock ownership plans (ESOPs) as a strategic-management concept.

8. Describe how to modify an organizational culture to support new strategies.

9. Discuss the culture in Mexico and Japan.

10. Describe the glass ceiling in the United States.

8 8.Implementing Strategies: Marketing, Finance/Accounting, R&D, and MIS Issues

8.1 The Nature of Strategy Implementation8.2 Current Marketing Issues8.3 Market Segmentation8.4 Product Positioning8.5 Finance/Accounting Issues8.6 Acquiring Capital to Implement

1. Explain market segmentation and product positioning as strategy-implementation tools.

2. Discuss procedures for determining the worth of a business.

3. Explain why projected financial statement analysis is a central strategy-implementation tool.

4. Explain how to evaluate the attractiveness of debt versus

KKPKOM

Lecture/ Discussion

Case study

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Strategies8.7 Research and Development (R&D) Issues8.8 Management Information Systems (MIS) Issues

stock as a source of capital to implement strategies.

5. Discuss the nature and role of research and development in strategy implementation.

6. Explain how management information systems can determine the success of strategy-implementation efforts.

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9.Strategy Review, Evaluation, and Control

9.1 The Nature of Strategy Evaluation

9.2 A Strategy-Evaluation Framework

9.3 The Balanced Scorecard9.4 Published Sources of

Strategy-Evaluation Information

9.5 Characteristics of an Effective Evaluation System

9.6 Contingency Planning9.7 Auditing9.8 Twenty-First-Century

Challenges in Strategic Management

1. Describe a practical framework for evaluating strategies.

2. Explain why strategy evaluation is complex, sensitive, and yet essential for organizational success.

3. Discuss the importance of contingency planning in strategy evaluation.

4. Discuss the role of auditing in strategy evaluation.

5. Explain how computers can aid in evaluating strategies.

6. Discuss the balanced Scorecard.7. Discuss three twenty-first-century

challenges in strategy management.

KKPKOM

Lecture/ Discussion

Case study

10 10.Business Ethics/ Social 1. Explain why good ethics is KKP Lecture/ Case study

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Responsibility/ Environmental Sustainability10.1 Business Ethics10.2 Social Responsibilty10.3 Environmental Sustanability

good business in strategic management.

2. Explain how firms can best ensure that their code of business ethics guides decision making instead ofbeing ignored.

3. Explain why whistle-blowing is important to encourage in a firm.

4. Discuss the nature and role of corporate sustainability reports.

5. Discuss specific ways that firms can be good stewards of the natural environment.

6. Explain ISO 14000 and 14001.

KOM Discussion

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11. Global/ International Issues

11.1 Multinational Organizations11.2 Advantages and Disadvantages

of International Operations11.3 The Global Challenge11.4 United States versus Foreign

Business Culture11.5 Worldwide Tax Rates11.6 Joint Ventures in India

1. Explain the advantages and disadvantages of entering global markets.

2. Discuss protectionism as it impacts the world economy.

3. Explain when and why a firm (or industry) may need to become more or less global in nature to compete.

4. Discuss the global challenge facing American firms.

KKPKOM

Lecture/ Discussion

Case study

12 12.How to Prepare and Present a 1. Describe the case method for KKP Lecture/ Case study

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Case Analysis

12.1 What is a Strategic-Management Case?

12.2 Guidelines for Preparing Case Analysis

12.3 Preparing a Case for Class Discussion

12.4 Preparing a Written Case Analysis

12.5 Making an Oral Presentation

learning strategic-management concepts.

2. Identify the steps in preparing a comprehensive written case analysis.

3. Describe how to give an effective oral case analysis presentation.

4. Discuss specila tips for doing case analysis.

KOM Discussion

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Case presentation and discussion KOM,BKMM,KKBPKKP

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Case presentation and discussion KOM,BKMM,KKBPKKP

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RANCANGAN TUTORIAL / MAKMALTUTORIAL/LAB/WORKSHOP PLAN

No Topik /Topic Hasil Pembelajaran /

Learning Outcome

Kemahiran Insaniah / Soft

skill

AKtiviti pengajaran & pembelajaran /

Learning & teaching activity

Penilaian /Assessment

1

Reminder: (optional)1. Students’ attendance to all lectures, tutorials and lab works is compulsory2. Students with total of attendance of less than 80% can be barred from taking final examination3. Any absence due to health problem must be corroborated with a medical certification from Pusat Kesihatan Pelajar UPSI, UPSI’s Panel clinics

or Clinic/Government Hospital.4. Absence due to other problems must be justified using a show cause letter.

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