Strategic Management

Lovely Professional University, PunjabCourse Code Course Title Course Planner Lectures Tutorials Practicals CreditsMGT612 STRATEGIC MANAGEMENT 15994::Ravinder Singh 4.0 1.0 0.0 5.0Course Category Customized Course

TextBooks Sr No Title Author Edition Year Publisher NameT-1 Strategic Management: Concepts and

CasesDavid R. Fred 13th 2011 PHI (Pretice Hall India)

Reference BooksSr No Title Author Edition Year Publisher NameR-1 Strategic Management: Formulation,

Implementation and ControlPearce, Robinson & Mittal 10th 2008 Tata McGraw Hill

R-2 Strategic Management: an Integrated Approach

Hill & Jones 6th Cengage Learning

R-3 Strategic Management Chandrasekaran N and Ananthanarayanan P S

1st 2011 Oxford University Press

R-4 Strategic Management-Concepts and Cases

Upendra Kachru 1st 2009 EXCEL BOOKS

R-5 Strategic Managment Manikutty, Hitt,Ireland,Hoskisson

9th 2012 Cengage Learning

Other Reading

Sr No Journals articles as Compulsary reading (specific articles, complete reference)OR-1 Michael E Porter, What is Strategy?, HBR, Nov-Dec 1996, pp.61-78 ,

OR-2 Johnson, Christensen and Kagermann, Reinventing Your Business Model, HBR, December 2008, pp.2-10 ,

OR-3 Robert S Kaplan, Norton and Barrows Jr., Developing the Strategy-Vision Value Gaps and Analysis, Harvard Business School Publishing, Special Book Preview of The Execution Premium ,

OR-4 Collins and Porras, Building Your Companys Vision, HBR, Sept-Oct 1996, pp.65-77 ,

OR-5 Michael, E. Porter, The Five Competitive forces that shape Strategy, Harvard Business Review, January, 2008, pp.78-97 ,

OR-6 Micheal E Porter, From Competitive Advantage to Corporate Strategy, HBR, May-June 1987, pp.2-21 ,

OR-7 Yip, G.S., Global Strategy: In World of Nations, Sloan Management Review, Fall 1989, pp. 29-41. ,

OR-8 Yip, Loewe and Yoshino, How to Take Your Company to the Global Market, Columbia Journal of World Business, Winter 1988, pp.37-48 ,

OR-9 Kim and Mauborgne, How Strategy Shapes Structure, HBR Sept 2009, pp. 2-10 ,

OR-10 Kaplan and Norton, Why System not Structure is Way for Strategic Alignment: A Historical Perspective, Harvard Business School Publishing ,

OR-11 Robert M Grant, Resource Based Theory of Competitive Advantage: Implications- For Strategy Formulation, CMR, Vol. 33, No.3, 1991, pp.114-135 ,

OR-12 Lacobucci and Nordhielm, Creative Benchmarking, HBR Nov-Dec 2000, pp.2-3 ,

OR-13 Kaplan and Norton, Implementing a Balanced Scorecard Management Program, Chapter 12, Excerpted from the balance scorecard: Translating strategy into action. ,

OR-14 Robert S. Kaplan, David P. Norton, "Using the Balanced Scorecard as a Strategic Management System , HBR, July1 -2007, pp.150-161. ,

OR-15 Porter. M., THE IMPORTANCE OF BEING STRATEGIC , Harvard Blanace scorecard report, 2002 ,

OR-16 Goold, M. and Kathleen, L., Why Diversify? Four Decades of Management Thinking, The Academy of Management Executive, August, 1993, pp.7-25. ,

OR-17 Raghunath, S., A Strategy for Alliance, Management Review, January-March, 1996, pp.5-11. ,

OR-18 Raghunath, S., Alliance Management-The next Millennium Challenges?, Management Review, March, 1999, pp.103-108. ,

OR-19 Raghunath, S., Joint Ventures: Does Termination means failure?, Management Review, January 1999, pp.11-17. ,

OR-20 Ghemawat Pankaj and Ghadar Fariborz, The Dubious Logic of Global Megamergers, HBR, July-August 2000, pp. 65-72. , OR-21 Pearcy and Robbins, Strategic Transformation as the Essential Last Step in the Process of Business Turnaround, Business Horizons,2008, Vol 51, pp. 121-130. ,

OR-22 Compbell, Goold and Alexander, Corporate Strategy: The Quest for Parenting Advantage, HBR, March-April 1995, pp.120-132 , OR-23 Strahinich, J., THE PITFALLS OF PARENTING MATURE COMPANIES, Harvard Business Review, 1996 ,

OR-24 Eisenhardt and Brown, Patching: Re-stitching Business Portfolios in Dynamic Markets, HBR, May-June 1999, pp.72-82 ,

OR-25 Neilson, Martin and powers, The Secrets to Successful Strategy Execution, HBR, June 2008, pp. 2-13 ,

OR-26 Michael E Porter and Mark R Karmer, Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility, Harvard Business Review, December 2006, pp. 1-15. ,

OR-27 Gary Hamel, Moon Shots for Management, HBR, Feb 2009, pp.1-9 ,

OR-28 Kim and Mauborgue, Blue Ocean Strategy, HBR, Oct 2004, pp.1-9 ,

OR-29 Kim and Mauborgne, Creating Blue Oceans, Chapter 1 Excerpted from Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant. ,

OR-30 Case 1 (Robin Hood): Pearce II, J.A., Robinson Jr., RB and Mital, A., Strategic Management: Formulation, Implementation and Control, 10th Ed., Tata McGraw- Hill, New Delhi, 2008, pp.672-673 ,

OR-31 Case 2 The Best-Laid Plans-Chrysler Hits the Wall, Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pp.29-31 ,

OR-32 Case 3 Air Deccan: Unable to reach the Cruising Heights, Strategic Management, Manikutty, 9th edition, Cengage Learning Publication, pp.8-9 ,

OR-33 Case 7 Mobile Phones, Understanding Strategic Management, Anthony Henry ,Oxford, 2008, pp.59-60 ,

OR-34 Case 8 The Automobile Industry, Understanding Strategic Management, Anthony Henry ,Oxford, 2008, pp.87-89 ,

OR-35 Case 9 The Evaluation of Strategy at Procter & Gamble, Charles W.L. Hill & Gareth R. Jones, Cengage Learning, 2008 pp.282-283 ,

OR-36 Case 10 GE searches for right global structure,Charles W.L. Hill & Gareth R. Jones, Cengage Learning, 2008 pp.435-436 ,

OR-37 Case 11 IKEA-The Global Retailer, Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pp.156-157 ,

OR-38 Case 12 Wal-Mart Lacks a Multi domestic Strategy,Understanding Strategic Management, Anthony Henry ,Oxford, 2008, pp.270-271 ,

OR-39 Case 13 Ford has a new CEO and a New Global Structure, Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pp.208-209 ,

OR-40 Case 14 Reconfiguring the Value Chain, Understanding Strategic Management, Anthony Henry ,Oxford, 2008, pp.109-111 ,

OR-41 Case 15 Knowledge Management at Dyson,Understanding Strategic Management, Anthony Henry ,Oxford, 2008, pp.145-147 ,

OR-42 Case 16 Boeing Bets the Company, Concepts in Strategic Management and Business Policy, Wheelen & Hunger, Pearson Publication, 12th edition, pp.178-179 ,

OR-43 Case 19 Merck-Medco, Demystify Strategy text and cases, Amit Kapoor, Vikas Publications, 2010, pg 246-249 ,

OR-44 Case 20 Using Cooperative Strategies at IBM, Strategic Management, Manikutty, 9th edition, Cengage Learning Publication, pg 206 ,

OR-45 Case 21 Sony Ericsson, Understanding Strategic Management, Anthony Henry ,Oxford, 2008, pg 236-238 ,

OR-46 Case 22 United Technologies has an ACE in its Pocket, Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pg 179-180 ,

OR-47 Case 24 Kraft Foods, Understanding Strategic Management, Anthony Henry ,Oxford, 2008, pg 198-200 ,

OR-48 Case 25 Eli-Lilly, Demystify Strategy text and cases, Amit Kapoor, Vikas Publications, 2010, pg 184-186 ,

OR-49 Case 26 Zara, Demystify Strategy text and cases, Amit Kapoor, Vikas Publications, 2010, pg 199-201 ,

OR-50 Case 27 Samsung, Demystify Strategy text and cases, Amit Kapoor, Vikas Publications, 2010, pg 208-210 ,

OR-51 Case 28 Verizon Wireless, Charles W.L. Hill & Gareth R. Jones, Cengage Learning, 2008 pg 144-145 ,

OR-52 Case 29 Starbucks, Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pg 108-1092 ,

OR-53 Case 30 A peep into functional and operational implementation at KRIBHCO, Azhar Kazmi, Strategic management and business policy, Tata McGraw-Hill publication, Third edition, pg 480-481 ,

OR-54 Case 32 Exercising strategic and operational control at iGATE Global solutions, Azhar Kazmi, Strategic management and business policy, Tata McGraw-Hill publication, Third edition, pg 512-514 ,

OR-55 Case 33 Strategic Evaluation and Control at Apollo Hospitals Network, Strategic management and business policy, Tata McGraw-Hill publication, Third edition, pg487-488 ,

OR-56 Case 5 Yahoo!, Demystify Strategy text and cases, Amit Kapoor, Vikas Publications, 2010, pg 89-92 ,

OR-57 Case 6 The Pharmaceutical Industry, Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pg 79-80 ,

OR-58 Case 18 Arauco: Chillean Forestry Company, Demystify Strategy text and cases, Amit Kapoor, Vikas Publications, 2010, pg 259-261 ,

OR-59 Case 17 3M's Rising Star, Strategic Management, Robinson and Mital, 10th edition, Tata Mc Graw-Hill Publication, pg 250-255 ,

OR-60 Case 23 Nike's Business Level Strategies,Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pg 133-134 ,

OR-61 Case 4 Google's Mission, Ethical Principles, and Involvement in China--Essentials of Strategic Management, Hill and Jones, Cengage Learning, India Edition, 2009, pg 55-56 ,

OR-62 Case 31 CISCO's Evolution of Strategy and Structure,Strategic Management, Manikutty, 9th edition, Cengage Learning Publication, pg 256 ,

Relevant WebsitesSr No (Web address) (only if relevant to the course) Salient FeaturesRW-1 www.blueoceanstrategy.com/pre/downloads/BOS_QA.doc Blue Ocean StrategyRW-2 http://www.finextra.com/Finextra-downloads/featuredocs/hobu07.pdf How Businesses are using WEB 2.0

Audio Visual AidsSr No (AV aids) (only if relevant to the course) Salient FeaturesAV-1 http://www.learnerstv.com/Free-Management-Video-lectures-ltv607-Page1.htm Video lectures on - Introduction to Strategic Management, Concept of

Corporate Strategy, Environmental Scanning & Industry Analysis, The synthesis of External Factors & External Factors Analysis Summary (EFAS), Internal Corporate Analysis & Impact Matrix, Value Chain Analysis, Corporate Strategy, Business Strategy, Functional Strategy, Strategic Choice , Strategy Implementation, Evaluation and Control

AV-2 http://www.learnerstv.com/Free-Management-Video-lectures-ltv316-Page1.htm Video Lectures on Competitive Advantage, Strategy Implementation and case studies on strategy

AV-3 http://www.youtube.com/watch?v=FCPUUfcqtTk Stategic planning process

AV-4 http://www.youtube.com/watch?v=2GtgSkmDnbQ Innovation at googleAV-5 http://www.youtube.com/watch?v=2FzYhdS4pqM Porter`s Five Forces Analysis

AV-6 http://www.moneycontrol.com/video/business/jugaad-the-indian-waydoing-business_476299.html

Jugaad-The Indian Way of Doing Business

AV-7 http://www.moneycontrol.com/tv/ Hundreds of videos on contemporary business events and strategic analysis of major events and recordings of all the programs shown on CNBC TV18

Software/Equipments/Databases

Sr No (S/E/D) (only if relevant to the course) Salient FeaturesSW-1 http://marketplace-simulation.com/ Marketplace simulations are a family of business simulations for

undergraduate, graduate and executive level business courses. Used by over 300 business schools and 180 corporations in 35 countries worldwide, Marketplace simulations deliver a realistic hands-on learning experience. The simulations are designed to fit both the distance learning and the classroom format.

SW-2 http://www.iinteract.in/ Participatory learning involves a deep cognitive process which increases knowledge retention as high as 75% as against a 20% retention in audio visual learning at its best.

Virtual Labs

Sr No (VL) (only if relevant to the course) Salient FeaturesVL-1 Nil Nil

Detailed Plan For Lectures

LTP week distribution: (LTP Weeks)Weeks before MTE 7

Weeks After MTE 6

Spill Over 2

Week Number

Lecture Number

Broad Topic(Sub Topic) Chapters/Sections of Text/reference books

Other Readings,Relevant Websites, Audio Visual Aids, software and Virtual Labs

Lecture Description Learning Outcomes Pedagogical ToolDemonstration/ Case Study / Images / animation / ppt etc. Planned

Week 1 Lecture 1 Introduction to Strategic Management(Nature of Strategic Management)

T-1:Chapter 1R-1:Chapter 1

OR-1OR-30

Define and give examples of key terms of Strategic Management

Student should be able to appreciate the importance of all other subjects studied till now since now all of them will be integrated in the Strategic Managment Course

Case Study

Lecture 2 Introduction to Strategic Management(Dimensions, Benefits and Risks)


OR-31 Describe the benefits of GOod Strategic Management

Understanding by the student of the benefits and risks involved in Strategic Management

Case Study

Lecture 3 Introduction to Strategic Management(The strategic management process)


OR-32 Describe the Strategic Management Process

Ablility to make the Strategic Management Model

Case Study

Lecture 4 Strategy formulation(Business Vision-Importance, Characteristics, and Components)


OR-4 Describe the role of Vision in Strategic Management

Ability to write Good Vision Statement

Week 2 Lecture 5 Strategy formulation(Business Mission-Importance, Characteristics, and Components)

T-1:Chapter2R-1:Chapter2

OR-3 Describe the role of Mission in Strategic Management, Identifying the components of Mission Statement

Ability to mention all the nine components of a Good Mission Statements

Lecture 6 Strategy formulation(Evaluating Mission statements)


OR-61 Evaluate Mission Statements of different organizations

Ability to write good Mission Statements

Case Study

Lecture 7 The External Assessment(Porters five Force Analysis)


OR-5OR-6

OR-56OR-57

Describe how to conduct the Porters Five Forces Analysis, PESTEL

Ability to do the Five Forces Analysis

Case Study

Lecture 8 The External Assessment(Industry and Competitive Analysis--EFE matrix)

T-1:Chapter 3 OR-33 Explain how to develop an EFE Matrix

Ability to make EFE matrix

Case Study

Week 3 Lecture 10 The External Assessment(The Global Environment-Development of a Global Corporation)

R-1:Chapter 5 OR-7OR-35OR-36

Explain the advantages and disadvatanges of entering global markets, Describing various modes of entry in global market

Ability to make the Global Orientations Grid and place any firm in the correct place

Case Study

Lecture 11 The External Assessment(Complexity of Global Environment)

R-1:Chapter 5 OR-8OR-37OR-38

Describe the various issues involved in going global

Student should understand the control problems faced by the global firms

Case Study

Week 3 Lecture 12 The Internal Assessment(SWOT analysis)

R-1:Chapter 6 Describe the SWOT analysis

Ability to conduct SWOT analysis

Lecture 9 The External Assessment(Industry and Competitive Analysis-CPM Matrix)

T-1:Chapter 3 OR-34 Explain how to develop a Competitive Profile Matrix

Ability to make CPM matrix

Case Study

Week 4 Lecture 13 The Internal Assessment(Strategy and Culture)

T-1:Chapter 4 OR-39 Explain how to integrate Strategy and Culture

Student should appreciate the connection between Strategy and Culture

Case Study

Lecture 14 The Internal Assessment(Value Chain Analysis)


OR-40 Exlplain the Value Chain Analysis

Ability to do VCA analysis

Case Study

Lecture 15 The Internal Assessment(Resource Based view of the Firm)


OR-11OR-41

Discuss the RBV in Strategic Managment

Student should be able to name a firm and tell what resource is valuable for that firm and also is the Resource rare or inimitable or nonsubstutable

Case Study

Lecture 16 The Internal Assessment(Benchmarking)


OR-12 Explain Benchmarking as a Strategic Managment Tool

Ability to do benchmarking in all functional areas for a Dummy Firm

Week 5 Lecture 17 The Internal Assessment(IFE Matrix)

T-1:Chapter 4 OR-42 Explain how to develop a IFE Matrix

Ability to make IFE Matrix

Case Study

Lecture 18 Strategies in Action(Long Term Objectives)


OR-59 Discuss the Value of establishing long term objectives

Student should be able to name companies who have defined longterm objectives

Case Study

Lecture 19 Strategies in Action(Balanced Score Card)


OR-13OR-14OR-15

Discuss the Balanced ScoreCard

Ability to make the Balanced Scorecard

Lecture 20 Strategies in Action(Grand Strategies- Integrative)


OR-58 Desribing the various types of Integration Strategies like horizontal and vertical

Ability to make out from the news what type of Grand Strategy it is that the company in the news has adopted

Case Study

Week 6 Lecture 21 Strategies in Action(Grand Strategies- Intensive)


Describe the Intensive Grand Strategies like Market Penetration, Market Development and Product Development


Week 6 Lecture 22 Strategies in Action(Grand Strategies- Diversification)


OR-16OR-46

Describe the Diversification Strategies


Case Study

Lecture 23 Strategies in Action(Grand Strategies-Defensive)


OR-17OR-18OR-19OR-20OR-21OR-43OR-44OR-45

Describe the Defensive Strategies like Retrenchment, Divestiture and Liquidation, Exlplaining in detail about he Means of Achieving Strategies like Cooperation, Joint Venture or Partnering, Merger and Acquisitons, Outsourcing


Case Study

Lecture 24 Strategies in Action(Porters Generic Strategies-Cost)


OR-47OR-48OR-60

Describe the Porters Generic Strategy of Cost

Ability to make out what type of Generic Strategy the company is adopting

Case Study

Strategies in Action(Porters Generic Strategies-Differentiation)


OR-48OR-49

Describe the Porters Generic Strategy of Differentiation


Case Study

Week 7 Lecture 26 Strategies in Action(Porters Generic Strategies-Focus)


OR-50 Describe the Porters Generic Strategy of Focus


Case Study

Lecture 27 Strategies in Action(Multibusiness Strategy- Parenting Approach)

R-1:Chapter 9 OR-22OR-23

Describe the Parenting Approach

Student should appreciate the Improtance of Parenting Approach

Lecture 28 Strategies in Action(Multibusiness Strategy- Patching Approach)

R-1:Chapter 9 OR-24 Describe the Patching Approach

Student should appreciate the importance of Parenting Approach

MID-TERMWeek 8 Lecture 29 Strategy Analysis and Choice(A

Comprehensive Strategy-Formulation Framework: The Input Stage inlcuding EFE,IFE AND CPM)

T-1:Chapter 6 Describing the complete Strategy Formulation Stage

Student should appreciate the importance of the tools like EFE, IFE and CPM

Lecture 30 Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Matching Stage- SWOT)

T-1:Chapter 6 Describe the SWOT and TOWS matrix

Ability to make TOWS matrix

Week 8 Lecture 31 Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Matching Stage- SPACE matrix)

T-1:Chapter 6 Describe the SPACE matrix

Abilityto make SPACE matrix

Lecture 32 Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Matching Stage- BCG matrix)

T-1:Chapter 6 Describe the BCG matrix Ability to make BCG matrix

Week 9 Lecture 33 Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Matching Stage- IE matrix)

T-1:Chapter 6 Describe the IE matrix Ability to make IE matrix

Lecture 34 Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Matching Stage- Grans Strategy matrix)

T-1:Chapter 6 Describe the Grand Strategy Matrix

Abilityto make the Grand Strategy Matrix

Lecture 35 Strategy Analysis and Choice(A Comprehensive Strategy Formulation Framework --The Desicion Stage- QSPM matrix)

T-1:Chapter 6 OR-25 Describe the QSPM matrix

Ability to make QSPM Matrix

Lecture 36 Developing Competitive Advantage(Developing Core Competencies)

R-1:Chapter 8 OR-51 Explain in detail the termCore Competency

Ability to differentiate between Competency and Advantage

Case Study

Week 10 Lecture 37 Developing Competitive Advantage(Developing CompetitiveAdvantage)

R-1:Chapter 8 OR-52 Explain in detail the competititive advantage

Ability to differentiate between Competency and Advantage

Case Study

Lecture 38 Strategy Implementation Issues(Management Issues)

T-1:Chapter 7 OR-9OR-10

Explain Why Implementation is more difficultthan formulation, Importance of objectives and policies,Importance of Structure, Restructuring and Reengineering, Benefits of Performace linked PAY, Importance of ESOP, How to modify culture ti support new strategies

Student should be able to appreciate the Management Issues

Lecture 39 Strategy Implementation Issues(Operations Issues)

T-1:Chapter 7 OR-53 Explain the various Operations Issues like relationship between operation and strategy implementation

Student should be able to appreciate the Operations Issues

Case Study

Strategy Implementation Issues(MIS Issues)

T-1:Chapter 8 Describe how MIS can determine the success of strategy implementation efforts

Student should be able to appreciate the MIS Issues

Week 10 Lecture 40 Strategy Implementation Issues(MIS Issues)



Week 11 Lecture 41 Strategy Implementation Issues(MIS Issues)



Strategy Implementation Issues(Marketing issues)

T-1:Chapter 8 Explain theMarket Segmentation and Product Positioning as Strategy Implementation Tools

Student should be able to appreciate the Marketing Issues

Lecture 42 Strategy Implementation Issues(Finance Issues)

T-1:Chapter 8 Describe procedure for determining the worth of a Business, Explain importance of Projected Financial Statement Analysis

Student should be able to appreciate the Finance Issues

Strategy Implementation Issues(MIS Issues)



Lecture 43 Strategy Implementation Issues(MIS Issues)



Strategy Implementation Issues(R&D issues)

T-1:Chapter 8 Discuss the nature and role of RandD

Student should be able to appreciate the Rand DIssues

Lecture 44 Strategy Implementation Issues(HR Issues)

T-1:Chapter 8 Explain the various HR issues

Student should be able to appreciate the HR Issues

Week 12 Lecture 46 Strategy Review, Evaluation and Control(Nature of Strategy Evaluation)


OR-62 Describing the nature of Strategy Evaluation

Student should be able to identify need to monitor and review Strategic Management continously

Case Study

Strategy Review, Evaluation and Control(RUMELT's criteria)

T-1:Chapter 9 OR-54 Describing the RUMELTs Criteria

Student should understand the four facets of RUMELTs criteria

Case Study

Lecture 47 Strategy Review, Evaluation and Control(Strategy Evaluation Framework)

T-1:Chapter 9 OR-55 Explain the Strategy Evauation Framework like Reviewing the bases of Strategy, Measuring Organizational Performance, Taking Corrective Actions

Student should understand the Evaluation Framework

Case Study

Week 12 Lecture 48 Strategy Review, Evaluation and Control(Characteristics of an effective evaluation system)

T-1:Chapter 9 Describe the Characteristics of Effective Evaluation System

Student should know what should be done to make the evalutation system effective

Week 13 Lecture 49 Strategy Review, Evaluation and Control(Contingency Planning)

T-1:Chapter 9 Describe the role of Contingency Planning in Strategic Management

Student should be able to understanding the importance of Contingency Planning

Lecture 50 Twenty First Century Challenges in Strategic Management(Art or Science)

T-1:Chapter 9 OR-27 Describe how Strategic Management is Science as well as an art

Student should be able to appreciate that it is both Analytical and Judgemental

Lecture 51 Twenty First Century Challenges in Strategic Management(Visible or hidden issue)

T-1:Chapter 9 Explain how in a firm the information can be kept visible or Hidden

Student should be able to answer to what extent the information should be VISIBLE

Lecture 52 Twenty First Century Challenges in Strategic Management(Top-Down or Bottom up)

T-1:Chapter 9 Explain both the approaches

Student should know the reason behind the popularity of Bottom Up approach

Scheme for CA:Component Frequency Out Of Each Marks Total Marks

Homework 2 3 10 20

Total :- 10 20

Details of Academic Task(s)AT No. Objective Topic of the Academic Task Nature of Academic Task

(group/individuals/field work

Evaluation Mode Allottment / submission Week

Homework 1 Training in Case Analysis

Group of students (4-5 in each group) will be assigned onecomprehensive case each. They will be required to analyse thecase and submit the power point presentaion to the instructor bythe given date. The group presentations will be held in thetutorials.

Group 10 marks for submission, 10 for presentation, 10 for handling queries

2 / 3

Homework 2 To test conceptual understanding

QUIZ-Test based on lectures in the first 6 weeks will be given Individual Test of 30 marks 6 / 7

Homework 3 To test conceptual understanding

Test will be designed on the basis of Practical file maintainded bythe students for Quantitative Strategy Planning Frameworkincluding - IFE, EFE, SWOT, BCG, SPACE, IE and QSPMMatrices.

Individual Test of 30 marks, 15 marks for Practical File for QSPM, 15 marks for Test based on Submission

1 / 12

Plan for Tutorial: (Please do not use these time slots for syllabus coverage)Tutorial No. Lecture Topic Type of pedagogical tool(s) planned

(case analysis,problem solving test,role play,business game etc)

Tutorial 1 Video of Art of War Video for Strategy Tutorial 2 Division of Class into groups and allotment of cases Case analysisTutorial 3 Case Presentations Case analysisTutorial 4 Case Presentations Case analysisTutorial 5 Case Presentations Case analysisTutorial 6 Case Presentations Case analysisTutorial 7 Case Presentations Case analysisTutorial 1 Video of "Art of War" Video for StrategyTutorial 2 Division of the Class into Groups and Submission of

Topics for PresentationsTopics given

Tutorial 3 Class Presentations by the studentsTutorial 4 Class Presentations by the studentsTutorial 5 Class Presentations by the studentsTutorial 6 Class Presentations by the studentsTutorial 7 Class Presentations by the studentsTutorial 1 Video of "Art of War" Video for StrategyTutorial 2 Division of the Class into Groups and Submission of


Tutorial 3 Class Presentations by the students Case analysisTutorial 4 Class Presentations by the students Case analysisTutorial 5 Class Presentations by the students Case analysisTutorial 6 Class Presentations by the studentsTutorial 7 Class Presentations by the students Case analysisTutorial 1 Video of "Art of War" Video for StrategyTutorial 2 Division of the Class into Groups and Submission of


Tutorial 3 Case Presentations by the students Case analysisTutorial 4 Class Presentations by the students Case analysisTutorial 5 Class Presentations by the students Case analysisTutorial 6 Class Presentations by the students

Tutorial 7 Class Presentations by the students Case analysisTutorial 1 Video of "Art of War" Video for StrategyTutorial 2 Division of the Class into Groups and Submission of


Tutorial 3 Case Presentations by the students Case analysisTutorial 4 Class Presentations by the students Case analysisTutorial 5 Class Presentations by the students Case analysisTutorial 6 Class Presentations by the students Case analysisTutorial 7 Class Presentations by the students Case analysis

After Mid-TermTutorial 8 Case Presentations Case analysisTutorial 9 Case Presentations Case analysisTutorial 10 Case Presentations Case analysisTutorial 11 Case Presentations Case analysisTutorial 12 Case Presentations Case analysisTutorial 13 Case Presentations Case analysisTutorial 8 Class Presentations by the studentsTutorial 9 Class Presentations by the studentsTutorial 10 Class Presentations by the studentsTutorial 11 Class Presentations by the studentsTutorial 12 Class Presentations by the studentsTutorial 13 Class Presentations by the studentsTutorial 8 Class Presentations by the students Case analysisTutorial 9 Class Presentations by the studentsTutorial 10 Class Presentations by the students Case analysisTutorial 11 Class Presentations by the studentsTutorial 12 Class Presentations by the students Case analysisTutorial 13 Class Presentations by the students Case analysisTutorial 8 Class Presentations by the students Case analysisTutorial 9 Class Presentations by the studentsTutorial 10 Class Presentations by the students Case analysisTutorial 11 Class Presentations by the studentsTutorial 12 Class Presentations by the students Case analysis

Tutorial 13 Class Presentations by the students Case analysisTutorial 8 Class Presentations by the students Case analysisTutorial 9 Class Presentations by the students Case analysisTutorial 10 Class Presentations by the students Case analysisTutorial 11 Class Presentations by the students Case analysisTutorial 12 Class Presentations by the students Case analysisTutorial 13 Class Presentations by the students Case analysis

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Strategic Management