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Lahore University of Management Sciences MGMT 400 Strategic Business Management

Spring Semester(2012 2013)


Instructor Room No. Office Hours Email Telephone Secretary/TA TA Office Hours Course URL (if any) Course Basics Credit Hours Lecture(s) Recitation/Lab (per week) Tutorial (per week) Course Distribution Core Elective Open for Student Category Close for Student Category Anjum Fayyaz 146 14:00 hours to 16:00 hours (Wednesday) & 12:00 hours to 14:00 hours (Thursday) anjum.fayyaz@lums.edu.pk 8134 8023 ----4 Nbr of Lec(s) Per Week Nbr of Lec(s) Per Week Nbr of Lec(s) Per Week Core ACF Juniors& Seniors Preferable for Seniors

Duration Duration Duration

COURSE DESCRIPTION Conceptual Framework and Description of the course Strategic Business Management course is based on a set of management decisions and actions that determines the long-run performance of a corporation. It includes environmental scanning (both external & internal), strategy formulation (strategic or long-range planning), strategy implementation, and evaluation and control. The study of strategic management emphasizes the monitoring and evaluation of external opportunities and threats in light of corporations strengths and weaknesses. Originally called business policy, strategic management incorporates long-range planning and strategy.

COURSE PREREQUISITE(S)

COURSE OBJECTIVES Specific Learning Objectives The objective of the course is to ensure that students to develop a strategic mindset with an understanding of strategy formulation, strategy implementation and evaluation & control of a business unit. The course has the following objectives:
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a. Develop an understanding of strategic management concepts, research, and theories b. Develop framework of analysis to enable students to identify central issues and problems in complex situations to suggest alternative courses of action; recommendations for future actions c. Develop conceptual skills to articulate a new strategy for a business situation d. Develop an understanding of the role of corporate governance in strategic management e. Develop the ability to analyze and evaluate performance of people responsible for strategic management f. Bridge gap between theory and practice g. Understanding of current and future environments in which firms must function h. Develop decision making skills i. Understanding role of strategic management in small businesses, new ventures and not-forprofit organizations

Learning Outcomes Students will learn about the Strategic Management Model as an umbrella model throughout the course. Then they will learn about the Corporate Governance in terms of the roles, responsibilities, and interactions of the top management with the board of governors. They will also get the flavor of Social Responsibility and Managerial Ethics in terms of their effects on strategic decision making. After learning about the Environmental Scanning, students, they will know about the Strategy Formulation, Strategy Implementation and then finally Evaluation and Control linked with the overall strategy through a feedback and input mechanism. Grading Breakup and Policy The course will be a mix of cases, compulsory readings, additional readings, lectures, video clips and guest lectures by entrepreneurs in Pakistan willing to share practical aspects of SBM. The following instruments of evaluation shall be used to assess the individual performance. 1) 2) 3) 4) Class Participation/Attendance Quizzes (surprise) 20% Mid-Term Final Project Report (Making a real strategy of a company) 10% 30% 40%

Final project report will be based on selection of almost 3 4 companies and developing strategies around those companies at different levels. The class will be divided into groups with 6 8 members in each group. Each group will work on the strategy component of the company proposed by the instructor. For example, one group will work on the governance structure of the company, identify the gaps in the governance structure and then recommend some improvements in that structure. Another group might work on the HR or Marketing Strategy of another company, identify the gaps and recommend the strategy to improve this strategy. In this way, all the groups will have to work on a real time project and this project will be approved by the company/client in consultation with a panel of people including the instructor. There will be final presentations of the project to evaluate how well the students would be able to utilize their knowledge and models learned during the lectures to the practical situations.

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Examination Detail Yes: Separate: Duration: 2 hours Preferred Date: TBD Exam Specifications: TBD

Midterm Exam

Final Exam

No: Group Project Reports (Business Strategies) and Final Presentations:

COURSE OVERVIEW Module 1: Introduction to SBM Week1 Thomas L. Wheelen & J. David Hunger, Concepts in Strategic Management and Business Policy, Prentice Hall What is Strategy? By Michael E. Porter Harvard Business Review Lecture 1 will start with the course introduction and some basic definitions of strategy, business and management. Basic SBM model will also be discussed in this lecture. Lecture 2 will be based on the HBR article on Strategy by Michael Porter Objectives/ Application Lecture 3: Phases of Strategic Management will be discussed in this lecture, emphasizing following topics: Basic financial planning, Forecastbased planning, Externally oriented planning (strategic planning) and Strategic management Lecture 4: In this lecture, Environment Scanning and Strategy Formulation will be introduced to the participants Lecture 5: In this lecture, Strategy Implementation and Evaluation & Control will be introduced to the participants
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Introduction to SBM Lecture 1&2

Week 1 Topics Recommended Readings Thomas L. Wheelen & J. David Hunger, Concepts in Strategic Management and Business Policy, Prentice Hall What is Strategy? By Michael E. Porter Harvard Business Review

Introduction to SBM

Lecture 3&4

Week2 Lecture 5&6 Thomas L. Wheelen & J. David Hunger, Concepts in Strategic Management and Business Policy, Prentice Hall

Introduction to SBM.

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Lecture 6: In this lecture, Strategic Decision Making will be introduced to the participants Module 2: Corporate Governance Corporate Governance Lecture 7&8 Thomas L. Wheelen & J. David Hunger, Concepts in Strategic Management and Business Policy, Prentice Hall Students would be able to learn about role and responsibilities of top management and the board of directors. They will also learn about the Corporate Governance Practices in India and Pakistan

Module 3: Corporate Social Responsibility Week3 Thomas L. Wheelen & J. David Hunger, Concepts in Strategic Management and Business Policy, Prentice Hall Module 4: Environmental Scanning, Industry Analysis and SWOT Environmental Scanning and Industry Thomas L. Wheelen & J. David Analysis Hunger, Concepts in Strategic Management and Business Lecture 11 Policy, Prentice Hall Lecture 9&10 Corporate Social Responsibility Week 4 Module 4: Environmental Scanning, Industry Analysis and SWOT Environmental Scanning and Industry Thomas L. Wheelen & J. David Analysis SWOT Analysis Hunger, Concepts in Strategic Management and Business Policy, Prentice Hall Final Group Project: Selection of Lecture Topics, Selection of Company and 12&13 Finalization of Group Members Students will learn about the CSR or supply and demand sides as well as CSR and the development agenda Students will learn about the Environmental Scanning, Environmental Variables, and Forces Driving Industry Competition by Michael Porter

The lecture will be on Situational Analysis and Business Strategy through SWOT Analysis Group Exercise will start immediately after the midterm as the groups are required to develop strategy papers for the selected companies on the allocated topics.

Module 5: Internal Scanning: Organizational Analysis Week 5 Group Presentations on Chapter 4 of Thomas L. Wheelen & J. David the book Hunger, Concepts in Strategic Lecture Management and Business 14&15 Policy, Prentice Hall Module 6: Cooperative Strategies and Strategic Alliances Lecture Cooperative Strategies and Strategic Impact of formal SME

Group Exercise. Allocation of topics and group presentations

Discussion on Research Article


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16&17 Alliances networks in emerging economies: a study of formal manufacturing networks in Pakistan published in the Int. J. of Technology Intelligence and Planning, Vol. 4, No. 1, 2008 to learn about the SME Based Strategic Alliances and Formal Networks in Pakistan

Module 7: Strategy Formulation: Corporate Strategies Week6 Corporate Strategies and Portfolio Thomas L. Wheelen & J. David Analysis Hunger, Concepts in Strategic Lecture 18 Management and Business Policy, Prentice Hall Module 8: Strategy Implementation and Evaluation & Control Strategy Implementation and Thomas L. Wheelen & J. David Organizing for Action Hunger, Concepts in Strategic Lecture 19 Management and Business Policy, Prentice Hall Week 7 Module 8: Strategy Implementation and Evaluation & Control Evaluation & Control Thomas L. Wheelen & J. David Hunger, Concepts in Strategic & Management and Business Policy, Prentice Hall Lecture Blue Ocean Strategy Blue Ocean Strategy: From 20&21 Theory to Practice by W. Chan Kim, California Review Management Lecture 22 Mid-Term Module 9: Work on Final Project Week8, 9 & 10 Work on Final Project Handholding by the Instructor and the entrepreneur

Students will learn about the Corporate Directional Strategies and Portfolio Analysis Will learn about the WHO, WHAT and HOW Parts of Strategy Implementation

Students will learn about Evaluation and Control linked with SBM Model They will also learn about Blue Ocean Strategy through the discussion on the proposed article of California Review Management

Based on the material and the learning from the class sessions.

Lecture 23, 24, 25, 26 & 27

Students will work in groups and develop their final project based on the learning from the SBM topics and their interactions with the entrepreneurs. Final group project will be based on joint assessment with the entrepreneurs, an expert and the instructor.

Lecture 28

Submission of Final Project Reports / Final Group Presentations

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Textbook(s)/Supplementary Readings Thomas L. Wheelen & J. David Hunger, Concepts in Strategic Management and Business Policy, Prentice Hall Some case-lets will be used to be defined Some Video Clips to be defined Guest Speaker Sessions to be defined Linkage with the local industry / entrepreneurs Expect 20 25% changes in the sequence and the content under the modules and the topics