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Name of Course : Strategic Management
1.
Course Code : BMPJ6504
Strategic Managemet is examined in terms of contents process and context. The subject covers issues of internal and external environment analysis and associates them with the notion of competetive advantage.
2.
Synopsis : Strategy is defined at three levels: corporate, business and functional , nonetheless, it is thoroughly discussed at the business and functional level only. The roles and responsibilities of managers involved in the
diceision making process are also highlighted
3.
Name(s) of academic staff : Mohamed Rafiq
4.
Semester and Year offered : Semester 2 Year 1
5.
Credit Value : 4
6. Prerequisite/co-requisite: (if
any)
Course Learning Outcomes (CLO) : At the end of the course the students will be able to:
(example) - explain the basic principles of immunisation (C2,PLO1)
CLO1 Analyse the subject matter, theoretical and practical aspects of Strategic Management issues related to the nature and functioning of organisations. (C6,PLO1)
7.
CLO2 Develop changes in competitive markets and strategies being driven by globalisation and technology (A4, PLO2)
CLO3 Identify realistic strategies and implementation plans to execute those strategies. (A1, PLO4)
CLO4 Integrate the appropriate strategic management policies for implementation in actual companies (P6, PLO6)
Mapping of the Course Learning Outcomes to the Programme Learning Outcomes, Teaching Methods and Assessment :
Programme Learning Outcomes (PLO)
Course Learning Outcomes Teaching
Assessment
(CLO) Methods
PLO1 PLO2 PLO3 PLO4 PLO5 PLO6
e-Lecture, Quiz
CLO 1 √ e-Tutorial, Assignment
Case Study Final Exam
e-Lecture, Quiz
CLO 2 √ e-Tutorial, Assignment
Case Study Final Exam
8.
e-Lecture, Quiz
CLO 3 √ e-Tutorial, Assignment
Case Study Final Exam
e-Lecture,
Assignment
CLO 4 √ e-Tutorial,
Presentation
Case Study
Indicate the relevancy between the CLO and PLO by ticking “/“ the appropriate relevant box.
(This description must be read together with Standards 2.1.2 , 2.2.1 and 2.2.2 in Area 2 - pages 16 & 18)
1 Knowledge and Understanding
2 Cognitive Skills
9. Transferable Skills (if applicable)
3 Interpersonal and Communication Skills
(Skills learned in the course of study which can be useful and utilized in other settings)
4 Leadership, Autonomy and Responsibility
Distribution of Student Learning Time (SLT)
Teaching and Learning Activities
Guided Learning (F2F)
Course Content Outline CLO* SLT
Independent
e- e-forum Learning (NF2F)
L e-lecture e-tutorial O
discussion
The Strategic Management Landscape
What is Strategic Management?
Strategic Management vs Corporate Planning
1 1 2 3 0 0 0 11 17
Corporate governance and strategic imperatives, Stakeholders and Stockholders Impact on Firms
Strategy Making
Strategy-making Process for competitive advantage.
Organization Mission, Vision and objectives.
The strategic planning model
1,2 1 2 2 2 0 0 11 18
Types of strategies – business vs corporate level strategies; integration, intensive, defensive cooperative and
diversification strategies; operational strategies
Strategic Analysis And Tools
External Assessment – PEST analysis and Porter’s Five Forces Model, External Factor Evaluation (EFE) and
Competitive Profile (CFM) matrix, TOWS Matrix
Internal Assessment – Internal Audit, Resource Based View (RBV), SWOT Analysis, Value Chain Analysis
1,2 1 2 1 2 0 0 11 17
(VCA), Internal Factor Evaluation (IFE)
SPACE and Quantitative Strategic Planning Matrix
Strategy Analysis And Choice
Strategy Formulation Framework
Strategy Generation and Selection Process – input, matching and decision stages
3 1 2 1 2 0 0 11 17
Culture and Politics in Strategy Choices
Strategy Implementation
Nature of strategy implementation
Issues and challenges – policies, resources, conflicts
Matching structure with strategy 4 1 1 2 1 0 0 12 17
Restructuring and reengineering
Managing change
Functional issues – Marketing, Finance/Accounting, R&D and MIS
Strategy Evaluation And Assessment
Strategic review process and the Strategy-Evaluation Framework 4 1 1 2 1 0 1 11 17
Balanced Scorecard as a strategic implementation tool
10.
New Directions And Challenges
Intangibles and technology and the Knowledge Economy
Knowledge Management and Diffusion for Competitive Advantage 3,4 1 1 2 1 0 1 12 18
Cooperation, Competition and Globalization
Impacts of ICT developments on organizations and organizational cultures
Total 121
Percentage
Continuous Assessment F2F NF2F SLT
(%)
1 Quiz 10 0 4 4
2 Assignment 20 0 10 10
3 e- Forum 10 0 4 4
4 e- Presentation 20 1 4 5
5 e-Discussion 10 0 10 10
Total 33
Percentage
Final Assessment F2F NF2F SLT
(%)
1 Final Examination 30 3 3 6
2 0
3 0
4 0
5 0
Total 6
**Please tick (√) if this course is Latihan Industri/ Clinical Placement/ Practicum/ WBL using 2-weeks, 1 credit formula
GRAND TOTAL SLT 160
L = Lecture, T = Tutorial, P= Practical, O= Others, F2F=Face to Face, NF2F=Non Face to Face 4
*Indicate the CLO based on the CLO’s numbering in Item 8.
Identify special requirement to deliver the
11 course (e.g: software, nursery, computer
lab, simulation room, etc)
Main
1. Wheelan, hunger and Hoffman (2017) Concepts in Strategic Management and Business Policy: Globalization, Innovation and Sustainability
(15th Edition) , Pearson, ISBN-13: 978-0134522159
Additional
2. Rothaermel (2018) Strategic Management 4th Edition, McGrawHill, ISBN-13: 978-1260092370
12 References (include required and further readings, and should be the most current)
3. Dess (2018) Strategic management, McGrawHill, ISBN-13: 978-1259813955
4. Gamble, Peteraf and Thompson (2018) Essentials of Strategic Management: The Quest for Competitive Advantage, McGrawHill, ISBN-13:
978-1260092271
5. F.R. David (2016) Strategic Management: A Competitive Advantage Approach, Pearson, ISBN-13: 978-0134467238
Journal
1. Ramsey, R. D., & Duhe, S. J. (2010). Strategic Management: Formulation, Implementation, and Control in a Dynamic Environment.
13 Other additional information :
International Journal of Commerce and Management, 20(2), 188+.
2 .Frigo, M. L., & Litman, J. (2001, December). What is strategic management? (Strategic Management). Strategic Finance, 83(6), 8+.
