Module+Handbook_STRATEGIC_MANAGEMENT_2014_15_BBA+Sem+6.doc

AURO UNIVERSITY

MODULE HANDBOOK:

STRATEGIC MANAGEMENT

Bachelor of Business AdministrationB.B.A.

SEMESTER-6

MODULE LEADERDR. VIMAL BABU

www.aurouniversity.edu.in

AURO UNIVERSITY, SURAT

Auro University, Surat Strategic Management2


Module introduction

Welcome to the module on Strategic Management. We believe we have a challenging and insightful module for you to study.

Strategic management is about running the total business enterprise. It seeks to understand the challenges and the environment in which the business operates, the direction the management intends to head, the strategic plans to for getting the enterprise moving in the intended direction and the tasks of implementing the chosen strategy successfully. This course aims to equip you with the core concepts, frameworks, and techniques of strategic management, which will allow you to understand what managers must do to make an organization – be it a for-profit or a non-profit one – to achieve superior performance. Rather than focusing narrowly on a particular function of an enterprise, we will build on what you have learnt in other business courses and try to put the pieces together throughout this big-picture course. To achieve these purposes, the course will evolve around a theoretical and a practical base simultaneously. While the theoretical part concentrates upon the fundamental factors that determine business success, the practical part is all about acquiring deep insights into the determinants of business success from specific cases. The participants of this course, hence, are expected to wear a bird’s-eye-view glass and yet pay intent attention to both the theoretical and practical parts of the course.

To that end, we believe a good strategic management module should go some way to help you develop your skills in strategic thinking – skills which all managers need if they are to progress in their career. What this means is that we’ll be asking you to think about the strategic aspects of management. Strategic thinking is a capability that includes, inter alia:

The ability to integrate functional and cross-functional perspectives, often creating a distinctly new perspective in the process.

Demonstrating foresight and anticipating the future for a business, ideally creating some novel insight in the process.

Having some understanding of what drives the beliefs and behaviours of competitors, and an awareness of how competitive interaction is likely to play out.

In order to achieve this we designed a module unlike many of those you will have been used to. We have identified the core learning activities, which you MUST undertake to pass this module. Primarily these are:

Obtaining your knowledge about Strategic Management firstly through reading the compulsory core text.

Attending a series of weekly lectures/ seminars, workshops as part of your assessment, where you will be asked to apply your knowledge and analyze a real life case study (you will be required to prepare these cases in advance of the seminars each week).

At this stage, it is important for you to be clear on the compulsory nature of reading, preparing case studies, and using the course concepts you learn in the assigned work. You are unlikely to pass this module unless you undertake this work. This model of learning requires you to take responsibility.

Module Leader DetailsName: Dr.Vimal Babu Email: [email protected]

Office Hours: You are free to contact any time when I am not in class teaching.


mailto:[email protected]


Semester Plan Synopsis

Week Topic of the Lecture Seminar activity Deadlines & homework

1

Overview of Strategic Management:

Understanding the nature of Business Policy & Strategic Management

Formation of Groups, Assessments overview, Deadlines and Approach to managing the course work.

Read chapter 1 and 2 of the course textbook.

2

Mission, Vision of the Organisation

Process of strategic management

Classroom-based activities, such as case analysis, group-based exercises, panel-discussions, debates etc will be the integral part of Seminar and Workshop sessions

3

I.STRATEGY FORMULATION:

The external environment


4 The global environment


5

Internal analysis-I

SWOT Analysis

Value-Chain Analysis


ALERT -Mid-Term Examination is due in Week 6.

Details of preparation are given in the module handbook in coming up pages. Further, if you have any query, feel free to ask the module leader in person.

6

Internal analysis-II

Resource-Based View-Analysis

MID-TERM EXAMINATION

(weightage-20%)

7

Major Strategies:

Generic Strategies


8 Grand Strategies


9

II.STRATEGY IMPLEMENTATION:

Implementing Strategies: Management, Marketing and Operations Issues


ALERT - Coursework-I is due in Week 10



10 Innovation and

Entrepreneurship - Strategic Capabilities for survival, growth and relevance

COURSEWORK I -10% weightage)

Please refer to the coming up pages for further guidelines

11 Structure and Controls

with Organisations


12

III.STRATEGY EVALUATION:

Strategic Control


13

Key Strategic Management Topics-I

Business Ethics

Social Responsibility

Sustainability


ALERT - Coursework-II is due in Week 14

14

COURSEWORK –II : FORMAL GROUP PRESENTATION

(Group presentation shall commence from 10:00 am)

List of group names must be submitted by CR latest by Week 11

COURSEWORK II -20% weightage)

15

Key Strategic Management Topics-II

Global/International Issues


ALERT -MOCK-Exam is due in Week 16

16MOCK-EXAMINATION

A mock examination will be conducted in Week 16 to make you familiar with the examination pattern

As per the academic requirements, certain changes (omission/addition) in terms of topics may be introduced in order to make the learning more oriented and focussed.

Module syllabus - Strategic ManagementStudents will become familiar with business strategy and functional strategy in answering the question "How should we compete?" They will explore how to leverage resources in order to achieve strategic aims, applying analytical tools to examine, for example, the environment and resources (both tangible and intangible) and will gain an understanding of the integrative nature of strategy.

Credit value: 3

.

ContentThe module considers three broad areas of business strategy in practice:

The Strategic Position of a firm. This includes tools to help you better analyse the environment which the firm operates in, the strategic capabilities which help it to compete, and the influence of



stakeholder expectations and purposes on the strategy of the firm.

Strategic Choices. Our studies here are a little restricted as our focus is on business and not corporate strategy. Nevertheless, this area covers the generics strategic choices firms face of how to compete. It also covers the decisions it must make about the route for executing it’s strategy,

Strategy into Action: The module covers the issues of organizing for success (structures, information systems, etc.), the role of technology, and how a successful strategy is controlled and measured.

Learning outcomes

By the end of this module, students will be able to:

1.1 Select and apply appropriate analytical frameworks to study the competitive environment of an organisation/industry.

1.2 Understand the principle elements of business strategy

1.3 Demonstrate how the resources of an organisation may be efficiently and effectively deployed to achieve a given strategy.

1.4 Appreciate the iterative nature of business strategy.

Disciplinary and professionalBy the end of this module, students will be able to:

2.1 Access and effectively use a wide range of sources

2.2 Critique relevant generic models

Transferable skills Taught (T), Practiced (P), Assessed (A)

Self-management: P

Learning skills: TPA

Communication: TPA

Teamwork: P

Problem solving: TPA

Information technology TP

Student experienceStudents on this module will experience a range of learning opportunities. These will include lectures, seminar work, workshops, and they will be able to demonstrate their engagement with the module through participation in the presentation and discussion sessions.

Contact time



Lecture time: 32.0

Seminar time: 16.0

Workshop Time: 16.0

OVERALL ASSESSMENT

Assessment is based on three(03) major components:

I. Mid-Term Examination, Weightage-20%

II. Coursework, Weightage-30%

III. End-Term Examination, Weightage-50%

I.Mid-Term Examination -20% weightage

Week 06: Mid-Term Examination –Questions will be based on Critical analysis and logical viewpoints (Weightage 20%) - This examination will take place in Week 06 of the semester during the Workshop/Seminar session for 2.5 hours. The actual time slot will be announced a week before. This examination carries 20% of the total grades of a student. You are supposed to attempt any THREE out of 04 questions. However, the question format will be clearly shared and discussed in Week 05. The max. marks will be for 30 marks. Each question will carry 10 marks. Regarding preparation, the topics covered in Week 1 through Week 5 are expected. In addition, questions may also be related to the class-based discussions held on latest and relevant aspects of business issues. The answer sheets will be issued to you by the invigilator. Any further query may be addressed during class hours.

II. Coursework -30% weightage

Week 10: Group Discussion (Weightage 10%) - Students will be assessed in groups. The assessment will be carried out in the form of group discussion on relevant issues and themes related to Strategic Management. The topics will be shared to the groups 02 days before. Each group will have 05 members. They (group) will be allotted 15 minutes. Please do remember that your assessment is completely based on group performance. Hence, involvement/preparedness/contribution of each member in the group is equally important and necessary for higher performance. The assessment will carry 10% weightage. Any further query may be addressed during class hours.

Week 14: Group Presentation-cum-Report submission (Weightage 20%)

{Strategic Analysis Group Report (05%) & Formal Group Presentation (15%)}- Students in their respective groups will have to make a formal group presentation (using PPT slides) on- Strategic analysis of companies/industries. The finalisation of names of companies and industries must be done in consultation with the Module Leader not later than Week 11, class day. The Class Representative (CR) takes the responsibility of submitting the list of group names along with names of companies/industries in hard/soft version to the Module Leader, not later than Week 11, 05:00 pm.



The formal group presentation must be for 25 minutes at the minimum. This assessment activity is scheduled in Week 14 during seminar and workshop sessions. Students are also required to submit a Strategic Analysis Group Report (word count-2000-2500) on the Strategic analysis not later than 4:00 pm on the presentation day. For more information, refer to page no.18.Any further query may be addressed during class hours.

III. End-Term Exam – 50% weightage

The end-term exam will be a closed book exam. The format of the exam will consist of conceptual,and applied questions. Besides, there will be one case study as well.It carries the weightage of 50% of the overall assessment. Students are encouraged to appear for mock-examination scheculed to be held in Week 16.

Recommended reading listThe textbook on Strategic management is central to the way in which you will learn about strategy.

Pearce II, John A., Robinson Richard B. & Mital, Amita (2012), (12th edition) Strategic Management – Formulation, Implementation and Control, Tata McGraw-Hill Edition 2012.

Other suggested readings:

Hill C.W. L. & Jones G.R. (2004) Strategic Management Theory: an integrated approach. (6th ed). Boston and New York. Houghton Mifflin CompanyAmbrosini V. (1998) Exploring Techniques of Analysis and Evaluation in Strategic Management. Harlow. FT/Prentice HallLynch R. (1999) Corporate Strategy (3rd ed). Harlow. FT/Prentice HallKay J. (1993) Foundations of Corporate Success Oxford. Oxford University Press Naylor J. (2004) Management. Harlow. FT/Prentice HallThompson A.A. & Strickland A.J. (2003) Strategic Management: Concepts and Cases. Basingstoke. McGraw-HillWickham P.A. (2000) Financial Times Corporate Strategy Casebook. Harlow. FT/Prentice Hall.

Week 1: Overview of Strategic Management

Learning outcomes

At the end of the week students will be able to:

Categorise and compare Business Policy, Strategy and Strategic management

Match the nature of Business Policy and Strategic Management

Classify the nature of Strategy formulation, implementation, and evaluation activities.

Evaluate how strategic priorities vary by level: corporate, business and operational; and understand what distinguishes strategic management from operational management

Justify how the relative importance of elements of the strategic management model will vary with



context and circumstances

Learning OutlineThe focus of learning and content will be primarily on understanding business policy and relevance of strategy in modern times. Emphasis will also be on the nature of Strategic Management and its role in any organisation. Discussion will be held on elements of strategic management model as well.

Moreover, group formation will be carried out for the coming up assessed activities. Students would also be introduced with the type of assessment of the module and the expectations from them, as well.

Weekly learning activitiesSEMINAR/WORKSHOP

Seminar -CASE -AIR DECCAN: Unable to reach the cruising height - will be shared, analysed and discussed in the class.

Emergent Strategy at the VIRGIN Group case analysis and discussion

Experiential Learning exercise will be the part of Workshop

In order to complete this component of the module successfully this week, you must:

READING:

Read chapter 01 of the course textbook

DEADLINE/SUBMISSION:

Since this is the first week of the module delivery, there will be no assigned seminar activity. However the session will be used to clarify some of the key concepts covered in the lecture.

Students are supposed to be attentive in the class so as to grab maximum learning. This will enable you to be ready for Mid-Term Examination scheduled in Week 6.

Week 2: Organisation: Role of Vision and Mission in Business

Learning outcomes


Identify a company mission and explain its value.

Argue why it is important for the mission statement to include the company’s basic product or service, its primary markets, and its principal technology.

Assess which goal of a company is most important: survival, profit-ability, or growth.

Differentiate the role of a company’s board of directors

Appraise the process of Strategic Management

Learning Outline



The focus of learning and content will be primarily on the vision and mission of any organisation. The class will focus on the importance of mission statement and its role in establishing the identity and recognition of the firm and its image before the stakeholders.

Besides, the role played by board of directors and CEO will also become the integral part of lecture and discussion.


Seminar -American Express Charge CASE - - will be shared, analysed and discussed in the class.

Coca-Cola Gone Flat –Discussion topic of the day

Experiential Learning exercise –conduct mission statement research- will be the part of Workshop


READING:




Week 3: Strategy Formulation: The external environment

Learning outcomes


Compare the three tiers of environmental factors that affect the performance of a firm.

List and assess the five factors in remote environment.

Evaluate the five forces model of industry analysis in light of Strategy

Learning OutlineThe focus of learning and content will be primarily on the major factors in the environment responsible for the performance of any organisation, irrespective of its size. Environmental factors would remain the key focus specially dwelling on to the remote factors affecting the organisation; and Porter’s five model of analysis would be taken into discussion in order to evaluate the potential



impact of different environmental factors, as well.


Seminar -CASE –Lehman Brothers:Lehman’s New Street Smarts - will be shared, analysed and discussed in the class.

Nokia:Will rewriting Nokia Spark Growth? –Discussion topic of the day



READING:






Week 4: Strategy Formulation: The global environment

Learning outcomes


Defend the importance of a company’s decision to globalise.

Arrange the four main strategic orientations of global firms.

Revise the complexity of the global environment and the control problems that are faced by global firms.

Evaluate the competitive strategies for firms in foreign markets, including nice market exporting, licensing and contract manufacturing, franchising, joint ventures, foreign branching, and wholly owned subsidiaries.

Learning OutlineThe focus of learning and content will be primarily on globalisation and its significant role in running an organisation. The lecture would endeavour to identify factors responsible for a company’s decision to explore the global market; and its intent to expand and diversify by moving out from its home country.

The discussion would also pave way for understanding different competitive strategies being the core part of strategic management, in order to fine-tune organisational processes and systems with that of strategies required to compete with international competitors in diverse markets.


Case on -Outsourcing Innovation: A contentious corporate strategy

Pfizer’s Pharmaceutical Funk –Discussion topic of the day



READING:






Week 5: Strategy Formulation: Internal Analysis-I

Learning outcomes


Examine SWOT and Value Chain analysis, and be able to summarise its limitations.

Design value chain for firms in different industries and construct to disaggregate a firm’s activities and determine which are most critical to generating competitive advantage.

Apply four different perspectives for making meaningful comparisons to assess a firm’s internal strengths and weaknesses.

Learning OutlineThe focus of learning and content will be primarily on assessing the internal aspect of any organisation. The internal analysis would revolve around SWOT analysis and Value-Chain analysis in order to understand and synchronise different verticals and segments of the value chain effectively, so that effective and implementable strategies may be formulated and controlled, well.

The session is very significant as one of the assessed assignments is based on the given topic, as well.


Seminar -CASE –Seimens Corp.’s New Boss –Can he deliver? - will be shared, analysed and discussed in the class.

Sony’s sudden Samurai–Discussion topic of the day



READING:




Week 6: Strategy Formulation: Internal Analysis-II



Learning outcomes


Examine the resource-based view of a firm and how to use it to disaggregate a firm’s activities and resources to determine which resources are best used to build competitive advantage.

Interpret key interrelationships among the functional areas of business.

Assess the basic functions or activities that make up management, marketing, finance, production, research and development.

Learning OutlineThe focus of learning and content will be primarily on resource-based view of any organisation. Lecture and discussion would revolve around the understanding as what resources are pivotal in succeeding among the competitors and that classroom exercises would ensure the learning outcome becoming more relevant.

Even, functional areas of business management are primarily important from strategic perspective. As all the strategies are formulated in tandem with organisational vision, mission, objectives, processes, systems and functions of organisation; the lecture plays a serious role in upbringing the level of clarity and understanding of ‘strategy’ in its true sense.


Seminar -CASE –Archies vs Vintage-Are we in the Business of Greetings? - will be shared, analysed and discussed in the class.

UPS: Big Browns New Bag –Discussion topic of the day



READING:


SEMINAR/WORKSHOP

- MID-TERM EXAMINATION scheduled in Week 6.


Students are supposed to be attentive in the class so as to grab maximum learning. This will enable you to be ready for the upcoming coursework assessment (10% weightage) scheduled in Week 10.

Week 7: Major Strategies: GENERIC Strategies



Learning outcomes


Generate seven different topics for long-term corporate objectives.

Predict the five qualities of long-term corporate objectives that make them especially useful to strategic managers.

Criticise the generic strategies of low-cost leadership, differentiation, and focus.

Learning OutlineThe focus of learning and content will be primarily on the objectives which are set and fine-tuned based on mission and vision of any organisation. These corporate objectives can be attained only when it is further aligned with effective strategies.

Here, the lecture fulfils the knowledge and understanding of generic strategies such as cost, differentiation and focus based strategies which are being implemented effectively by most of the successful organisations across the globe.

Extensive usage of relevant and live examples from corporate houses will be incorporated, as well.


Seminar -CASE –Nanhi Kali-Will it Bloom - will be shared, analysed and discussed in the class.

Gitanjali-A gem in India’s crown? –Discussion topic of the day



READING:




Week 8: Major Strategies: GRAND Strategies



Learning outcomes


List 15 grand strategies that decision makers use as building blocks in forming their company’s competitive plan.

Criticise and reorganise 15 grand strategies that decision makers use as building blocks in forming their company’s competitive plan in different industries.

Evaluate major grand strategies that decision makers use as building blocks in forming their company’s competitive plan.

Learning OutlineThe focus of learning and content will be primarily on result-oriented strategies called grand strategies. These different and independent strategies are some of the most successful ones being adopted by multinational companies around the world. Many Indian firms have also adopted the same approach and gained immense growth and acceptance by the customers and associations.

The lecture would also introduce a number of instances wherein the companies have made turn around by the proper implementation of these effective grand strategies. Moreover, class-based exercises and hand-outs will be shared among student in groups, thereby enabling them to capture better acquisition of knowledge and exposure toward the module.


Seminar -CASE –Gati Limited-At the threshold of a big leap - will be shared, analysed and discussed in the class.

Delhi Land and Finance: Strategy or Serendipity –Discussion topic of the day



READING:




Week 9: SRATEGY IMPLEMENTATION: Implementing Strategies-Management, Operations and Marketing Issues



Learning outcomes


Judge why strategy implementation is more difficult than strategy formulation.

Appraise the importance of annual objectives and policies in achieving organisational commitment for strategies to be implemented.

Justify why organisational structure is so important in strategy implementation.

Compare and contrast restructuring and reengineering.

Interpret the relationship between production/operations and strategy implementation.

Construct market segmentation and product positioning as strategy-implementation tools.

Learning OutlineThe focus of learning and content will be primarily on implementation aspect after formulation of strategies. The implementation would ensure the role of annual objectives and the policies developed initially by the top management.

This would give strong impetus during the proper implementation of the strategies, as well. Besides, organisational structure of an organisation affects the way strategies are implemented in any complex situation. Some of the marketing aspects, such as product positioning or production related issues will be covered and ensured to relate it with the implementation of strategy in any organisation.


Seminar -CASE –The Apollo Group - will be shared, analysed and discussed in the class.

Re-Inventing Biocon –Discussion topic of the day



READING:




Week 10: Innovation and Entrepreneurship - Strategic Capabilities for survival, growth and relevance

Learning outcomes




Analyse the difference between incremental and breakthrough innovation.

Synthesise continuous improvement and how it contributes to incremental innovation.

Examine the three key elements of the entrepreneurial process.

Discriminate intrapreneurship, social entrepreneurship and women entrepreneurship and how to enable it to thrive.

Learning OutlineThe focus of learning and content will be primarily on permanent innovation, wherein the role of innovation and entrepreneurship will be taken into discussion. Some of the most relevant aspects of entrepreneurship today such as intrapreneurship, social entrepreneurship and women entrepreneurship will be covered through cases and relevant examples from corporate houses.

The lecture would incorporate the emergence of novel and innovative Start-ups and small ventures as these are excellent ways of strategizing the organisational growth and development in today’s extremely stiff competition all around.


Seminar -CASE –Voltas Limited:From turnaround to the ‘Big Bang’- will be shared, analysed and discussed in the class.

Forging ties for global expansion –Discussion topic of the day



READING:


ASSESSED - Coursework-I scheduled in Week 10



Week 11: Structure and Controls with Organisations

Learning outcomes




Examine the relationship between strategy and structure.

Arrange the functional structures used to implement business-level strategies.

Estimate the organisational structures used to implement three international strategies.

Distinguish the organisational structure and controls and discuss the difference between strategic and financial controls.

Learning OutlineThe focus of learning and content will be primarily on structure of an organisation. Structure and system provides effective and transparent ways of systematising the entire processes. Hence, the lecture and seminar session would ensure to introduce structural changes witnessed in recent times.

The role and influence of these unprecedented structures in impacting strategies adopted by firms will be incorporated in the lecture and seminar session, as well.


Seminar -CASE –The Haeir Model:Using Rural China as a classroom for overseas growth - will be shared, analysed and discussed in the class.

Apple’s Profitable but Risky Strategy–Discussion topic of the day



READING:

You will be provided hand-outs for basic reading.



Important:-

Timelime –By Week 11, all the student groups must discuss and finalise the names of companies and industries for the forthcoming coursework assignment in Week 14 (20% weightage).

-CR must submit the list by evening of class day.

Week 12: STRATEGIC EVALUATION-Strategic Control

Learning outcomes


Categorise and appraise four types of strategic control.



Demonstrate the balanced scorecard approach and how it integrates strategic and operational control.

Illustrate the use of controls to guide and monitor strategy implementation.

Learning OutlineThe focus of learning and content will be primarily on one of the key aspects of strategy, called control mechanism. Strategy formulated and implemented must be checked and evaluated at regular intervals so as to timely control and avert strategic and operational-level disasters, when necessary.

These aspects of strategy would be incorporated in the lecture and seminar session of the week.


Seminar -CASE –Innovation and the Three “P’s”: A 360-degree view of Indian Healthcare - will be shared, analysed and discussed in the class.

Digging below the Surface of Microsoft’s Tablet Strategy –Discussion topic of the day



READING:




Week 13: KEY STRATEGIC MANAGEMENT TOPICS-I Business Ethics, Social Responsibility, Sustainability

Learning outcomes


Judge why good ethics is good business in strategic management.



Defend how firms can best ensure that their code of business ethics guides decision making instead of being ignored.

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

Evaluate the nature and role of corporate sustainability reports.

Discuss ISO 14000 and 14001.

Learning OutlineThe focus of learning and content will be primarily on the recent and emerging areas of corporate discussions from strategic perspective. Ethical aspects of businesses, social relevance in running businesses and sustainable path of businesses have been regular points of deliberations today by management experts and thinkers around the globe.

Hence, the lecture and seminar session would entail and ensure to incorporate a detailed understanding of the role and relevance of these burning issues and their contributions in the long-run of any organisation, strategically.


Seminar -CASE –Alibaba’s Next Move:Grow Abroad, or Go Deeper into China? - will be shared, analysed and discussed in the class.

Will Amazon Succeed in Selling Local Services –Discussion topic of the day



READING:

Hand-outs or reading material will be given to you in advance.



Week 14: FORMAL GROUP PRESENTATION AND REPORT SUBMISSION

-Formal Group Presentation and Group Report submission is due in Week 14

Key points regarding the formal presentation and report:

The focus of learning will be primarily on guiding and supporting students through their group-based



project work, enabling them to understand the role played by strategy in any organisation. The assignment and formal presentation is expected to bring clarity about how companies formulate strategies based on the assessment of environment and internal analysis and that how they recognise their strategic capability and competitive advantage before the competitors.

Hence, the Formal Group Presentation and Group Report would address the learning outcomes of the module, fully and effectively.

Important Guidelines:

Overall weightage – 20%

1. Formal Group Presentation: (15% weightage)

You will be formally making the group presentation based on the assigned task (assignment)

in the form of group report submission.

Students will be making the presentations in groups and that they will be submitting their group reports as per the deadline by 05:00 pm, classday, Week 14. The formal group presentation will commence at 10:00 am. Each group will be allocated 25 minutes of time for formal group presentation. Hence, each member in the group must perform well in order to showcase the best performance as a group.

The assessment carries 20% weightage.

All student groups must submit their group reports to the Programme Office latest by 05:00 pm, class day in Week 14.

No extension of date of submission of report will be granted unless the reason is valid and genuine and that it is based on medical grounds.

2. Group Report Submission : (05% weightage)

Students are informed to go through the instructions given in the module handbook (pages from the later half of module handbook) related to guidelines/format of group report submission in order to adhere to the formation of reports.

Instructions:

Students, both males and females must make the formal group presentations wearing formal dresses only (Uniform prescribed by the University).Casual wear is not allowed. Hence, avoid the same.

Week 15: KEY STRATEGIC MANAGEMENT TOPICS-II-Global/International Issues

Learning outcomes


Assess the advantages and disadvantages of entering global markets.

Predict when and why a firm (or industry) may need to become more or less global in nature to



compete.

Analyse the global challenges facing American, Indian and Chinese firms.

Illustrate how management styles varies globally.

Point out communication differences across countries.

Learning OutlineThe focus of learning and content will be primarily on exploring global markets: the pros and cons of entering these emerging markets. Besides, students will get familiarised with the current challenges being faced by American, Indian and Chinese firms and what they possibly be doing as a matter of strategies, in order to safeguard their interest in the long-run and outshine their competitors, globally.

Weekly learning activities Strategy-focussed cases will be shared, analysed and discussed in the class.

Cases, in this regard will be either shared with the students a week before or hand outs of mini-case lets will be given on the spot for reading/discussion.

Classroom-based exercises and activities will also be the part of Seminar/Workshop


READING:

Hand-outs or reading material will be given to you in advance.

SEMINAR/WORKSHOP

Case/Group-Discussion/Brainstorming/Debate/Role-Play/Panel Discussion: One of them will be chosen for the week as part of learning.


As the End-term examination is round the corner, students are suggested to prepare themselves well.

In order to practice and test your preparation, a Mock-Test will be conducted in Week 16.

Week 16: MOCK EXAMINATION

FINAL EXAM AS PER DATE ANNOUNCED

ALL THE BEST AND GOOD LUCK



Assessment Details

The module is assessed by Mid-Term Examination, Coursework and End-Term Examination.

Assessment is based on three(03) major components:

I. Mid-Term Examination, Weightage-20%

II. Coursework, Weightage-30%

III. End-Term Examination, Weightage-50%

I.MID-TERM EXAMINATION (20% weightage)

Week 06: Mid-Term Examination –Questions will be based on Critical analysis and logical viewpoints (Weightage 20%) - This examination will take place in Week 06 of the semester during the Workshop/Seminar session for 02 hours. The actual time slot will be announced a week before. This examination carries 20% of the total grades of a student. You are supposed to attempt any THREE out of 04 questions. However, the question format will be clearly shared and discussed in Week 05. The max. marks will be for 30 marks. Each question will carry 10 marks. Regarding preparation, the topics covered in Week 1 through Week 5 are expected. In addition, questions may also be related to the class-based discussions held on latest and relevant aspects of business issues. The answer sheets will be issued to you by the invigilator. Any further query may be addressed during class hours.

II.ASSESSED COURSEWORK ASSIGNMENTS (30% weightage)

Week 10: Group Discussion (Weightage 10%) - Students will be assessed in groups. The assessment will be carried out in the form of group discussion on relevant issues and themes related to Strategic Management. The topics will be shared to the groups 02 days before. Each group will have 05 members. They (group) will be allotted 15 minutes. Please do remember that your assessment is completely based on group performance. Hence, involvement/preparedness/contribution of each member in the group is equally important and necessary for higher performance. The assessment will carry 10% weightage. Any further query may be addressed during class hours.

Week 14: Group Presentation-cum-Report submission (Weightage 20%)

{Strategic Analysis Group Report (05%) & Formal Group Presentation(15%)}- Students in their respective groups will have to make a formal group presentation (using PPT slides) on- Strategic analysis of companies/industries. The finalisation of names of companies and industries must be done in consultation with the Module Leader not later than Week 11, class day. The Class Representative (CR) takes the responsibility of submitting the list of group names along with names of companies/industries in hard/soft version to the Module Leader, not later than Week 11, 05:00 pm.



The formal group presentation must be for 25 minutes at the minimum. This assessment activity is scheduled in Week 14 during seminar and workshop sessions. Students are also required to submit a Strategic Analysis Group Report (word count-2000-2500) on the Strategic analysis not later than 4:00 pm on the presentation day. Any further query may be addressed during class hours.

CRITERIA FOR ASSESSMENT OF PRESENTATION AND REPORT

Your group work will be assessed as a whole. Participation from all group members is mandatory. You are required to demonstrate the inclusion of the topics and concepts covered during lectures.

SUBMISSION INSTRUCTIONS

1. Late submissions will only be accepted if accompanied by an attached medical certificate or personal tutor’s written confirmation of valid reason for missing the deadline. Such late submissions should be handed over to the Registrar.

2. The number of words must not exceed 2,500 for group assignment.

3. All pages must be numbered.

4. All submissions must be typed/word-processed, double spaced and on one side of each sheet only. The top sheet should have nothing other than your name, student number, module number and title, and the number of words.

5. You should follow the Harvard referencing system in your work. 6. You are required to keep a copy of your submission [in case the original goes

astray].

Assessment

III. END TERM EXAMINATION - weightage - 50%

The examination, of three hours duration, takes the form of essay type questions and case study which ranges across topics covered in lectures, seminars and self-study exercises. This is a close book examination.

The examination mark will be based on the understanding of the concept, application of theory and supporting it with an illustration.

You will be given a mock exam in week 16 in order to help you with your preparation of exam. Students are strongly advised to keep in touch with the subject on a regular basis. Please contact the module leader in case you are confronted with doubt, if any.

LEARNING OUTCOMES ASSESSED

The learning outcomes assessed are:

Knowledge and Understanding: 1.1; 1.2; 1.3; 1.4; 1.5;

Disciplinary and Professional: 2.1; 2.2



Transferable Skills: 3.3; 3.5

INFORMATION REGARDING ASSIGNMENT IN WEEK 14

Strategic Analysis Report and Formal Group Presentation(20%) –Report format (Min. 2000-2500 words)

The Strategic Analysis Report carries 05% weightage and formal group presentation carries 15% weightage, thus making 20 % weightage overall.

GUIDELINES:-

Concept of Strategy

Enumerate strategies which firms have taken up to achieve level of market leadership( 2-3)

› Technology investments

› Supply chain management

› Product features

› New business approach

Common aspects which led to their success

Format of assignment

› Introduction

› Strategy-Evolution of concept and definitions

› Resource analysis

› Value chain analysis

› Examples of two – three firms- do strategic analysis

(2-3 firms could be taken from same/one industry or you may choose one firm from a particular industry and as comparison, you can also take one firm from another industry; and analyze their strategies being in different industries) –you are recommended to consult the Module Leader before finalizing the companies/industries.

› Value chain analysis , resource analysis -strengths,

› Key value drivers for these firms

› How do they compare with competition(competitor analysis)

› Three –Five Lessons from these successful firms in your analysis

› References

› Appendix

Key deadlines



Finalization of firms-It is your responsibility to finalize names of firms/industries in consultation with the module leader in Week 11,class day.

Review of literature on strategy- at least 12 articles and minimum 5 books must be referred and that both in-text and end-text referencing must be made available in the report.

Value chain analysis and resource analysis- should be extensively covered

Analysis of two firms from one industry or one firm each from three different industries must be chosen.

Lessons learnt- this is where you can show your learning and contribution

This assignment must be submitted in hard copy in the Programme Office latest by 05 pm, class day, Week 14.

Some guidance notes to this assignment:

Word Limit: The word limit excludes an executive summary (which should not be excessive in length, however), references, bibliography and appendices. Your report should not be carrying less than 2000 words. At the same time, do not exceed beyond 2500 words. (Font size-12, 1.5 spacing, Times New Roman with proper headings and sub-headings, figures, tables). Please do not insert colourful images.

How to use the appendices: You are encouraged to use appendices for the presentation of the detailed research which supports your discussion, and for the detailed analysis using course models. Please ensure, however, that key findings and points of explanation are included in the body of your report.

The importance of your research: We expect you to have completed a substantial amount of relevant research to support your analysis and findings. This might typically include identification of key competitors (or strategic groups of competitors), key groups of suppliers and groups of customers, performance indicators that analysts use to review success in the sector, analysis of the concentration of market shares, etc. It is important that your research enables you to understand the sector, the trends, and the drivers of change that influence it – please ensure that you consider trends over the last five years.

References and Sources: Coursework which fails to meet the requirements of referencing and acknowledging sources may well be asked to re-submit, if needed.

SOURCES OF INFORMATION FOR YOUR SUBMITTED COMPANY ASSIGNMENTS

Some suggested databases/sources of information are: Proquest ( newspapers including the Financial Times); The EBSCO database ( academic

and trade journals; industry profiles) ; The Emerald and Ingenta databases (academic journals) ; Fame (for company information including share prices; good for inter-company comparisons and industry averages)

Prompt and Investext accessed through Infotrack (extensive coverage of individual companies and industries including stockbroker reports from J P Morgan which is considered an excellent source)



Mintel; Reuters Business Insight; Euromonitor Market Research ( Market Research Reports; Industry level)

Company reports on the Internet. Librarian can help you find information on companies from the database. Take his help.

It’s free.

ASSESSMENT & FEEDBACK CRITERIAThe feedback criteria can be found on the feedback sheet later on. In brief, the criteria cover:

Addresses the scope and focus of the task(s)Your ability to focus on the exact requirements of the question, including your ability to comprehend and follow any explicit instructions. This concerns the need to address the purpose of the task set.

Quality and range of research and sources usedYou must do enough research to answer the question, and the range of your sources will be important. In addition, we expect you to evaluate the quality of the sources you use – How biased are they? How reliable? What data have they been compiled from? What is the source’s own purpose? To be clear, sources such as Wikipedia cannot be credible in business due to the way the data is compiled – these will not gain any credit.

Knowledge & understanding of course conceptsWe expect you to know the course concepts detailed in the course textbook, We do not expect you to describe these concepts to us in assignments, but rather to use them in your analysis of the case scenario. Your understanding of these concepts will be demonstrated by the way you use them…

Application of course concepts to analyze case scenarioYou are required to add insight into the case scenario, and the primary way for you to do this is to use the course concepts to analyse data & evaluate your findings. Analysis also extends to the manner in which you challenge and interpret the reported facts and data on the case scenario

Argument & synthesis of viewpointThis refers to the way you connect the findings of your analysis into a logical argument, with a clear flow of discussion – the starting point of this is drawing conclusions from the individual pieces of your analysis. Ideally, the disparate parts of your analysis “synthesize” into a distinctive viewpoint, insight or main finding. This is the added value that we look for from you in your work.

Conclusions & viewpoint (including recommendations where appropriate)Your assignment should always lead to a conclusion or conclusions. Your conclusion must be supported by the evidence of your analysis and the logic of your argument (never introduce new material into a conclusion). You must communicate the conclusion clearly and succinctly (sometimes through an executive summary of your main findings). If the task asks you to formulate recommendations these must also be out across clearly, and must, once again, flow from the report (rather than being conjured up as “good ideas” at the last moment..)

Structure, organization, and presentationThe structure of your report should support your argument above all else. You should distinguish between what you want to say to answer the question, and the work that you must do to provide those answers. A structure which describes and follows your work-plan does not always enhance the flow of your argument. Equally, a professional standard of presentation is expected, and the overall report should be written with the reader in mind.

Adequacy of referencingYou are, of course, required to follow the standards set by the Harvard system of referencing used by the Business school. Please read the regulations concerned. Be aware that failure in this area can lead to your referral to the academic conduct officer, with possible penalties.


Module: Strategic Management Strategic Analysis Report-cum-Formal Presentation

Student Name…………………………………………… Module Leader-Dr. Vimal Babu

Feedback Criteria Grid for Coursework (Report cum Presentation)

FEEDBACK CRITERIA Excellent Good Satisfactory Poor Very Poor

REPORT:-

Report structuring & style

Content and knowledge and Quality and range of research and sources used

Thinking/ analysis/conclusions

Understanding strategies and its implementation

Adequacy of referencing

FORMAL PRESENTATION:-

Structuring of presentation

Synthesis of viewpoint

Defending the argumentative points

Conclusions & viewpoint (including recommendations where

appropriate)

Adequacy of referencing


MODULE LEADER’S COMMENTS:

MARK AWARDED:

SIGNATURE: Date:


Auro University, Surat

YOU MUST COMPLETE THIS COVERSHEET AND ATTACH IT TO THE FRONT OF YOUR ASSIGNMENT.

Student No. Student Name

Module Name

Seminar tutor’s name

Extract from the Student Conduct Regulations:

2.2.1 Students shall comply at all times with the provisions of the Regulations for Candidates taking Assessments. In particular they shall not commit impersonation, collusion, plagiarism, falsification, duplication, submit the work of others as their own, or otherwise cheat in any assessment.

Explanation of terms used in the Student Conduct Regulations:

Impersonation means taking an assessment on behalf of another student, or allowing another person to take an assessment on your behalf.

Collusion means producing assessed work by working with another person who you have not been authorised to work with by the Module Leader. This includes, but is not limited to, allowing another student to copy your work.

Falsification means presenting invented data, for example claiming that you have conducted interviews or sent out questionnaires when you have not, or altering or making up your results.

Plagiarism means submitting the work of someone else as if it were your own. When you include someone else’s ideas in your assignment, you must provide a reference in the text. If you copy someone else’s words (a quotation), you must show clearly in the text how much was copied by using speech marks. It is not enough just to list your references at the end of your assignment. Guidance on the correct use of references can be found in a handout in the Library.

Duplication means submitting work for assessment which has been assessed before, either in this University or elsewhere, without acknowledging the extent of the previous submission.

If you do not understand what any of these terms mean, you should ask your Module Leader to clarify them for you.

STATEMENT OF ORIGINALITY

Except for those parts in which it is explicitly stated to the contrary, this work is my own work. It has not been submitted for assessment for credit previously at this or any other academic or professional institution.



Student signature ………………………………………………………Date…………………..

CHECKLIST

Please check the following statements are true and initial each box.

I have included a full bibliography using the Harvard style of referencing

I have provided Harvard style references for all the ideas, empirical evidence and other materials I have used in the main body of this piece of work

I have used quotation marks and referenced all passages (including page numbers) taken word for word from my source material

I can make available evidence of the originality of my work, including notes, photocopies, drafts, primary data and computer files

I completed this work without any unauthorised help



Feedback Criteria Grid for Coursework (Written Elements)

A B+ B C F

Presentation & style

Presentation of assignment

Shows a polished and imaginative approach to the topic

Carefully and logically

Organised

Shows organisation and coherence

Shows some attempt to organise in a logical manner

Disorganised/

incoherent

Referencing Referencing is consistently accurate

Referencing is mainly accurate Some attempt at referencing Referencing is absent/

unsystematic

Content and knowledge

Content and range Comprehensive/detailed knowledge of topic with areas of specialisation is depth and awareness of provisional nature of knowledge

Reasonable knowledge of topic and an awareness of a variety of ideas/contexts/frame-works

Has given a factual and/or conceptual knowledge base and appropriate terminology

Evidence of limited knowledge of topic and some use of appropriate terminology

Lacks evidence of knowledge relevant to the topic and/or significantly misuses terminology

Thinking/ analysis/conclusions

Analysis & application of concepts and frameworks

Can analyse new and/or abstract data and situations without guidance using a wide range of techniques appropriate to the topic. Frameworks are applied with considerable insight, demonstrating a deep understanding of the case topic. Findings are well supported.

Can analyse a range of information with minimum guidance, apply major theories and frameworks to a high standard, and compare alternative methods/ techniques for obtaining data. Conclusions are coherent.

Can analyse with guidance using given classification / principles. Application of frameworks and resulting analysis is competent, with clear findings. Structure of analysis may be poor, conclusions poorly supported by analysis, and overall integration of findings/ conclusions missing, however.

Can analyse a limited range of information with guidance using classification / principles. Frameworks and models are applied, but not always consistently, nor with depth of understanding. Findings may be piecemeal or partially contradictory.

Fails to analyse information. There is no significant attempt to utilize concepts and frameworks from the course or wider strategy literature to analyze case data.



Regulations

Late submission of workCoursework submitted after the deadline, but within two working days of that deadline will be awarded a maximum mark of 50%. All coursework submitted after two days will normally be awarded a Zero F grade.

Extensions for medical reasons or extenuating circumstances must be agreed with the Module Leader/program office in advance of the deadline where possible and supported by medical evidence where appropriate. Problems with printing and binding will not normally be accepted as valid reasons for lateness.

Non-submission of Coursework and/or Non-appearance in Exam in the First AttemptAny student failing to submit the coursework and/or failing to take the exam component (without medical reasons or extenuating circumstances agreed with the Module Leader/program office in advance of the deadline and supported by medical evidence where appropriate) will be awarded a Zero F Grade.

Attendance RegulationAll students are required to maintain above 80% attendance. Any student who is failing short of the 80% attendance rule will not be allowed to take the main exam/coursework.

Word countIf any work exceeds the word limit, the marker may stop marking once the word limit has been reached. He or she will usually continue reading to the end of the sentence.

Authenticating your courseworkYou must be able to demonstrate that the course work you submit for assessment is your own. You must therefore keep (whether electronically or on paper) working documents that you used or created while preparing the assignment, such as drafts, photocopies of sources, completed questionnaires and internet pages. These should be kept until after the module results have been declared by the program office.



CheatingAll assessments are intended to determine the skills, abilities, understanding and knowledge of each of the individual students undertaking the assessment. Cheating is defined as obtaining OR ATTEMPTING TO OBTAIN an unfair academic advantage, attempting to cheat or assisting someone else to cheat may be subject to disciplinary action in accordance with the University's Disciplinary Procedure. The University takes this issue very seriously and students have been expelled or had their degrees withheld for cheating in assessments. If you are having difficulty with your work it is important to seek help from your tutor rather than be tempted to use unfair means to gain marks. Do not risk losing your degree and all the work you have done.

The University's regulations define a number of different forms of cheating, although any form of cheating is strictly forbidden. These are:

Submitting other people's work as your own - either with or without their knowledge. This includes copying in examinations; using notes or unauthorised materials in examinations; impersonation - taking an assessment on behalf of or pretending to be another student, or allowing another person to take an assessment on your behalf or pretend to be you;

Plagiarism - taking or using another person's thoughts, writings or inventions as your own. To avoid plagiarism you must make sure that quotations from whatever source must be clearly identified and attributed at the point where they occur in the text of your work by using one of the standard conventions for referencing. It is not enough just to list sources in a bibliography at the end of your essay or dissertation if you do not acknowledge the actual quotations in the text. Neither is it acceptable to change some of the words or the order of sentences if, by failing to acknowledge the source properly, you give the impression that it is your own work;

Collusion - except where written instructions specify that work for assessment may be produced jointly and submitted as the work of more than one student, you must not collude with others to produce a piece of work jointly, copy or share another student's work or lend your work to another student in the reasonable knowledge that some or all of it will be copied;

Duplication - submitting work for assessment that is the same as, or broadly similar to, work submitted earlier for academic credit, without acknowledgement of the previous submission;

Falsification - the invention of data, its alteration, its copying from any other source, or otherwise obtaining it by unfair means, or inventing quotations and/or references.

Program Office


Module Handbook Strategic Management36


A note on equal opportunities and diversity

Auro University is committed to the elimination of any form of unfair discrimination, to the establishment of equal opportunity and to the development of policies and practices to ensure these objectives are met.

The University aims, within its courses, to provide and promote equality of opportunity for learning to students from diverse backgrounds, irrespective of their gender, race, disability, sexual orientation, age, religion and maturity.

Modules are designed to provide an inclusive learning and teaching environment for all students. If you feel this module is not fulfilling this aim, please take it up with the module leader, or ask your student representative to do so. You are invited to comment on this aspect of the module evaluation.

Module Handbook Strategic Management37

Module+Handbook_STRATEGIC_MANAGEMENT_2014_15_BBA+Sem+6.doc

Documents

Transcript of Module+Handbook_STRATEGIC_MANAGEMENT_2014_15_BBA+Sem+6.doc