Photo by Maarten van den Heuvel on Unsplash

 

BUAD 691 STRATEGIC MANAGEMENT

The course provides the students with theory and practice in strategic management by the use of lectures and case analysis. It helps build in students’ critical business skills of planning and managing strategic activities. Topics include determining mission, purpose and philosophy of companies, developing a company profile, conducting a resource analysis, assessing the external environment, identifying various strategic options, making strategic analysis and choice, setting long-term objectives, developing long term annual objectives and grand strategies, implementing strategic decisions, reviewing, and finally, controlling them.

Units: 3

WHO NEEDS THIS COURSE?

Graduate students:

  • MBA/ MSA-MS

This course may also be taken by

  • Business professionals for continuing education
  • Business professionals as non-degree course for professional development
  • Graduate students of other schools as transfer credits

TIME INVESTMENT

At least 3-5 hours /week day approximately for nine weeks

 

COURSE OUTCOMES

Upon completion of this course, the students will be able to:

  1. develop an understanding of what strategic management process is;
  2. design the strategic decision-making process for a multi-business corporation;
  3. formulate corporate Vision and Mission statements and long term objectives;
  4. conduct environmental scanning and diognize opportunities and threats facing the firm;
  5. examine and analyze the industry environment;
  6. critically assess a firm’s internal resources and accurately identify its strengths and weakness;
  7. appraise major strategic alternatives available to a firm comparing and contrasting; their advantages and disadvantages;
  8. prioritize among various strategic alternatives choices;
  9. implement strategy through resource allocation, organization, and systems;
  10. manage the process of strategy evaluation and control; and
  11. develop a complete strategic for an organization

 

TOPICS TO COVER

WEEK 1: STRATEGIC MANAGEMENT ESSENTIALS

  1. Define Strategic Management
  2. Understand Key Terms in Strategic Management
  3. Create a Strategic-Management model
  4. Argue the benefits of Strategic Management
  5. Why Some Firms Do No Strategic Planning
  6. Assess the pitfalls in Strategic Planning
  7. Examine the guidelines for Effective Strategic Management
  8. Justify Business Ethics in Strategic Management
  9. Compare Business and Military Strategy

WEEK 2: VISION AND MISSION ANALYSIS

  1. What do we want to become?
  2. What is our Business?
  3. Importance of Vision and Mission Statement
  4. Characteristics of a Mission Statement
  5. Mission Statement Components
  6. Writing and Evaluating Mission Statements

WEEK 3: THE EXTERNAL AUDIT

  1. The Nature of an External Audit
  2. The Industrial Organization (I/O) View
  3. Economics Forces
  4. Social, Cultures, Demographic, and Environmental Forces
  5. Political, Governmental, and Legal Forces
  6. Technological Forces
  7. Competitive Forces
  8. Competitive Analysis: Porter’s Five-Forces Model
  9. Sources of External Information
  10. Forecasting Tools and Techniques
  11. The Global Challenge
  12. Industry Analysis: The external Factor Evaluation (EFE) Matrix
  13. The Competitive Profile Matrix (CPM)

WEEK 4: THE INTERNAL AUDIT

  1. The Nature of an Internal Audit
  2. The Resources-Based View
  3. Integrating Strategy and Culture
  4. Management
  5. Marketing
  6. Finance/Accounting
  7. Production/Operations
  8. Research and Development
  9. Management Information Systems
  10. Value Chain Analysis
  11. The Internal Factor Evaluation (IFE) Matrix

WEEK 5: TYPES OF STRATEGIES

  1. Long-Term Objectives
  2. Balanced Scorecard
  3. Types of Strategies
  4. Integration Strategies
  5. Intensive Strategies
  6. Diversification Strategies
  7. Defensive Strategies
  8. Michael Porter’s Generic Strategies
  9. Means for Achieving Strategies
  10. Strategic Management in Nonprofit and Governmental Organization

WEEK 6: STRATEGY GENERATION AND SELECTION

  1. The Nature of Strategy Analysis and Choice
  2. A Comparative Strategy-Formulation Framework
  3. The Input Stage
  4. The Matching Stage
    • SWOT
    • SPACE
    • BCG
    • QSPM
  5. The Decision Stage
  6. Cultural Aspects of Strategy Choice
  7. The Politics of Strategy Choice
  8. Governance Issues

WEEK 7: STRATEGY EXECUTION

  1. The Nature of Strategy Implementation
  2. Annual Objectives
  3. Policies
  4. Resources Allocation
  5. Managing Conflict
  6. Matching Structure with Strategy
  7. Restructuring, Reengineering, and E-Engineering
  8. Linking Performance with pay
  9. Managing Resistance to Change
  10. Managing the Natural Environmental
  11. Creating a Strategy-Supportive Culture
  12. Production/Operations Concerns When Implementing Strategies
  13. Human Resources Concerns When Implementing Strategies

WEEK 8: STRATEGIC MONITORING

  1. Strategic Evaluation Process, Criteria and Method
  2. The Three Strategy Evaluation Activities
    • Reviewing Bases of Strategy
    • Measuring Organizational Performance
    • Taking Corrective Action
  3. Balanced Scorecard
  4. Strategy Mapping

WEEK 9: STRATEGIC PLAN PROJECT

  1. Presentation of written culminating strategic plan project
  2. Oral presentation

 

COURSE FACILITATOR

KEPHA PONDI, PhD

Dr. Kepha O. Pondi is an assistant professor of the Business Department of the Graduate School at the Adventist International Institute of Advanced Studies (AIIAS). He has taught many different management courses, including Strategic Management. He is also the research methodologist, acting director of Asia Pacific Research Center, chair of Ethics Review Board and a member of Finance Committee at AIIAS. Prio to this, he served as the vice president for Finance at the Adventist University of Africa and chief financial officer of various SDA organizations in Kenya. His research interests are in interdisciplinary research, social capital, behavioral finance, and organizational development.

COURSE DEVELOPER

ERIC NASUTION, PhD

Dr. Eric Nasution is an emeritus professor at AIIAS.  He has rich and vast experiences in finance both in profession and academic settings for many years. He served as a financial analyst/auditor, managing director, vice president for investing banking, deputy manager and AVP financial service officer in various companies and banks both in the Philippines and Indonesia. His expertise in the field of finance has contributed a lot in his teaching career. Prior to his retirement, he served as a professor and chair of the Business department, dean of Economic Faculty and vice president for Academic and dean for Graduate School at AIIAS, Swiss German University and Sekolah Tinggi Ilmu Ekonomi Jakarta respectively.