4th Sem Syllabus
FT-402C STRATEGIC MANAGEMENT
COURSE OBJECTIVE
This is a top-level management course, and the objective of teaching this course is to enable students to integrate knowledge of various functional areas and other aspects of management, required for perceiving opportunities and threats for an organization in the long-run and second generation planning and implementation of suitable contingency strategies for seizing/facing these opportunities and threats.
EXAMINATION
The faculty member will award marks out of a maximum of 10 marks for the internal performance of the student. The Semester Examination wif! carry 90 marks. There will be two Sections; A and B. Section A worth 24 marks will have four theory questions of 12 marks each, out of which a candidate will attempt only two questions. Section B worth 66 marks will contain a case.
COURSE CONTENTS
1. Meaning, Need and Processes of Strategic Management, Business Policy, Corporate Planning and Strategic Management; Single and Multiple SBU Organizations; Strategic Decision-Making Processes - Rational-Analytical, Intuitive-Emotional, Political - Behavioral; Universality of Strategic Management; Strategists al Corporate level and at SBU Level; Interpersonal, Informational and Decision Roles of a Manager 0 2. Mission, Business Definition and Objectives. Need, Formulation and Changes, Hierarchy of
Objectives, Specificity of Mission and Objectives. 3. SWOT Analysis, General, Industry and 'international Environmental Factors; Analysis of Environment, Diagnosis of Environment - Factors Influencing Environmental Threat and Opportunity Profile (ETOP); Internal Strengths and Weaknesses; Factors Affecting These; Techniques of Internal Analysis: Diagnosis of Strengths and Weaknesses; Strategic Advantage Profile (SAP). 4. Strategy Alternative Grand Strategies and their sub Strategies; Stability, Expansion, Retrenchment and Combination; Internal and External Alternatives; Related and Unrelated
COURSE OBJECTIVE
This is a top-level management course, and the objective of teaching this course is to enable students to integrate knowledge of various functional areas and other aspects of management, required for perceiving opportunities and threats for an organization in the long-run and second generation planning and implementation of suitable contingency strategies for seizing/facing these opportunities and threats.
EXAMINATION
The faculty member will award marks out of a maximum of 10 marks for the internal performance of the student. The Semester Examination wif! carry 90 marks. There will be two Sections; A and B. Section A worth 24 marks will have four theory questions of 12 marks each, out of which a candidate will attempt only two questions. Section B worth 66 marks will contain a case.
COURSE CONTENTS
1. Meaning, Need and Processes of Strategic Management, Business Policy, Corporate Planning and Strategic Management; Single and Multiple SBU Organizations; Strategic Decision-Making Processes - Rational-Analytical, Intuitive-Emotional, Political - Behavioral; Universality of Strategic Management; Strategists al Corporate level and at SBU Level; Interpersonal, Informational and Decision Roles of a Manager 0 2. Mission, Business Definition and Objectives. Need, Formulation and Changes, Hierarchy of
Objectives, Specificity of Mission and Objectives. 3. SWOT Analysis, General, Industry and 'international Environmental Factors; Analysis of Environment, Diagnosis of Environment - Factors Influencing Environmental Threat and Opportunity Profile (ETOP); Internal Strengths and Weaknesses; Factors Affecting These; Techniques of Internal Analysis: Diagnosis of Strengths and Weaknesses; Strategic Advantage Profile (SAP). 4. Strategy Alternative Grand Strategies and their sub Strategies; Stability, Expansion, Retrenchment and Combination; Internal and External Alternatives; Related and Unrelated
References: Robert A. Baron and Donn Byrne, Social Psychology: Understanding Human Interactions, New Delhi,- Prentice Hall of India, 7th Ed., 1995. John B. Miner, Industrial - Organizational Psychology, Singapore, McGraw-Hill, 1992. SUGGESTED READING 1 Dryden, 1993. 1. C. Mabey, G. Salman, and J. Storey, Human Resource Management: A Strategic Approach; Cambridge, Blackwell, 1998. 3. Linda Gratton, Strategic Human Resource Management, New York, Oxford University Press, 1999. 1. Pradip N. Khandwala, Fourth Eye: Excellence Through Creativity, New Delhi, Wheeler Publishing, 1998. 2 Knouse B Stephen, Human Resource Management Perspectives on TQM: Concepts and Practices, Milwaukee Klisconsin, ASQC Quality Press, 1996. ^ 3. Bill Creech The Five Pillars of TQM, New York, Truman Talley Books, 1994. 4. J.S.Ahiuwaiia (Etd.), TCJIM: TheTransforming Role of Quality in a Turbulent World, New Delhi, Tata McGraw Hill, 19977"" 5. Robert A. Paton and James McCalman, Change Management: A Guide to Effective Implementation, New Delhi, Response Books, 2000. 2. R. W. Mondy and R. M/Noe, Human Resource Management, London. Prentice Hal!, 6th Ed., 1996, 3. T. V, F?ao, HRD Audit, New Delhi. Response Books, 1999.