(Commonwealth MBA / MPA Programme)
STRATEGIC MANAGEMENT (5574)
CHECK LIST
SEMESTER: SPRING, 2011
This packet comprises the following
material:-
1.
Text
Books
2.
Assignment
No. 1, 2
3.
Assignment
Forms (two sets)
4.
Course
Outlines
In this packet, if you find anything
missing out of the above mentioned material, please contact at the address
given below:
Mailing
Officer
Services
Block No. 28
Allama
Iqbal Open University
H-8,
Islamabad
Phone:
051-9057611-12
Wishing you all the best
Tahira
Nisar
(Course Coordinator)
ALLAMA
IQBAL OPEN
UNIVERSITY ISLAMABAD
(Department of Business Administration)
1.
PLAGIARISM OR
HIRING OF GHOST WRITER(S) FOR SOLVING THE ASSIGNMENT(S) WILL DEBAR THE STUDENT
FROM AWARD OF DEGREE/CERTIFICATE, IF FOUND AT ANY STAGE.
2.
SUBMITTING
ASSIGNMENT(S) BORROWED OR STOLEN FROM OTHER(S) AS ONE’S OWN WILL BE PENALIZED
AS DEFINED IN “AIOU PLAGIARISM POLICY”.
Instructions:
(a) All written assignment must be well
organized, presented in an easy-to-read format, and neat. If your handwriting
is not legible, type or compose the written assignment. Moreover, pay
particularly close attention to grammar, spelling punctuation and
understandability. Communication is extremely important in this course.
(b) Documentation
is likewise very important. Un-supported statements or opinions are worth less
to the reader who desires to verify your finding. Complete and specific
documentation is mandatory. Also, your references should be to primary sources,
except in rare unusual situation.
(c) Quoting should be kept to an absolute
minimum.
Course: Strategic Management (5574) Semester: Spring, 2011
Level Executive MBA/MPA Total Marks: 100
Pass
Marks: 40
ASSIGNMENT No. 1
Q. 1 Too
much formality and emphasis on planning processes will slow down and stifle the
ability of an organization to respond to change. In the light of this statement
you are required to answer practically does an emphasis on formality in
strategic planning processes necessarily mean that an organization
automatically limits its ability to think and act in a creative manner? (20)
Q. 2 select
an organization of your choice and identify the strategic relevance of a
selected range of job positions and their associated roles. Examine in detail
the roles and responsibilities of each position and seek to establish their
relevance to the overall strategic management of the organization. (Examples
would include factory workers engaged in meeting quality control standards for
a manufactured good; service workers seeking to meet Over the Counter (OTC)
customer expectations, etc.) You can draw the table in your answer for your
convenience. (20)
Q. 3 All
elements of the “Strategic Equation” must integrate and interface with each
other. Significant changes in any one key element require that the equation be
reconfigured as a whole. You are
required to
a. Draw the Strategic Equation of your
organization
b. Change the vision and mission of your organization and show the
impact of these changes on Strategic Equation. (20)
Q. 4 Rule
making and rule setting as a means to an end, can and often does become an end
in itself. Consider this statement and answer the following question:
Is
the on-going battle between the forces of conformity and diversity, between
compliance and creativity, necessarily always bad for the organization? (20)
Q. 5 Select
different industrial landscapes and identify the similarities and differences
between them—for example, by the type and number of competitors; industry
structure; number and variety of products, entry and exit barriers;
distribution and supply chains; extent of horizontal and vertical integration
etc. Tabulate your answer for better
understanding. (20)
ASSIGNMENT No. 2
Total Marks: 100
Pass Marks: 40
Instructions:
1. This
assignment is a research-oriented activity. You are required to develop a case
study and submit to the tutor for evaluation prior to the final examination.
The last date of this assignment will be notified separately by our Directorate
of Regional Services and the same will be communicated to you directly as well
as through approved study centers assigned to you.
2. You will
have to participate in the activity fully, actively and practically to be able
to pass the final examination of the course.
3.
For
the preparation of this assignment, you should first thoroughly review the Case
Study Guidelines and develop a scholarly material of the same giving
references, quotations, and extracts of various scholars and experts. Then
visit any business/commercial organization and study the relevant practical
aspects there. Combining the theoretical and practical aspects, develop a
comprehensive case study of 1500-3000 typed words to be submitted to your
tutor.
4. Prepare
a copy of this assignment and submit to your tutor for your evaluation.
5.
You
should prepare the transparencies, charts, or any other illustrative material
for effective presentation.
Requirement
You
are required to select an organization of your own choice, find out the
problematic situation or dilemma relevant to your subject in that organization,
which may be current or happened in past. After highlighting the problem,
design a case study upon the dilemma of that organization. Guidelines to design
case study are attached herewith. Read carefully the guidelines and formulate
case study strictly following these.
Guidelines to Develop a Case
Study
What a Case study is?
A case study is written summary or syntheses of
real-life cases based upon data and research. It suggests a story with a
beginning, middle and end. It is a challenge with a result or a problem with a
solution. Approach to design case study is
Ø
Challenge
Ø
Solution
Ø
Result
Case studies identify appropriate strategies for the
resolution of dilemma of the case. Case study is a part of effective knowledge
management. It is specific and easily digestible story format which comes up
with a solution. Case study is the practical implication of business studies.
It enriches your exposure to field work and your managerial and executive
expertise to handle organizational issues.
Business case study
To summarize real-life business scenarios, a problem
occurring in organizational setup or a dilemmatic situation, leading to
operational misconduct and inefficiency in organizations is business case
study. The issue may be from any field like finance, HRM, Management, Strategic
Management, Production, Marketing, and General Operations etc.
Case Study Layout
·
Title
page
·
Abstract
·
Introduction
·
Major
characters
·
Company/organizational background
·
Industry
profile/context
·
Dilemma
of case/ storyline/ Case presentation
·
Management
Outcome
·
Conclusion
·
Discussion
·
Exhibits
·
Acknowledgement
·
References
Title page:
The title page will contain the full title of the case
study. A title must not be vague or
non-specific because it may not attract readers’ attention. The two most common
formats of titles are nominal and compound. A nominal title is a single phrase,
for example “A case study of hypertension which responded to spinal
manipulation.” A compound title consists of two phrases in succession, for
example “Response of hypertension to spinal manipulation: a case study.” Keep
in mind that titles of articles average between 8 and 9 words in length.
Abstract:
An abstract consists of a short version of the whole
paper. There are no headings within the abstract. The author simply tries to
summarize the paper into a story which flows logically.
Introduction:
The
introduction is where we convey case study to the reader. It is useful to begin
by placing the study in a historical or social context. If there is something
especially challenging about the diagnosis or management of the condition that
we are describing, now is our chance to bring that out. Introduction doesn’t need to be more than a
few paragraphs long, and the objective is to have the reader understand
clearly, but in a general sense, why it is useful for them to be reading about
this case. Avoid using jargons specifically in introduction. Introduction should
create a dramatic interest.
Major characters
In the case there are assumed characters around whom
the whole story revolves. Dilemma is made easy to understand through these
characters. Select your characters with their names and designations.
Company/organizational background
Reporting of background should be very selective. It
is not the history of whole organization but a history that relates to the
problem or decision. Avoid evaluating or misleading descriptions. Information
about the organization should shed light on the problem.
Industry profile/context
Industry profile gives the details of the context
within which the organization operates with pressures, threats, laws,
information on competitors and other external factors that impact the organization.
Case Dilemma/ Storyline/ Presentation:
This is the
part of the case in which we introduce the raw data. First, describe the
complaint that brought the situation to you.
Next, introduce the important information that is obtained from history-taking.
There is no need to include every detail – just the information that helped to
settle on diagnosis. Also, try to present dilemma information in a narrative
form – full sentences which efficiently summarize the results of questioning.
The next step is to describe the results of our clinical examination. Again, we
should write in an efficient narrative style, restricting ourselves to the
relevant information. It is not necessary to include every detail in our
clinical notes. Also, you should describe the actual results, since not all
readers will have the same understanding of what constitutes a “positive” or
“negative” result. Dilemma is the main problem or the main motive to write up a
case so it should be logical, clearly narrated, well structured and very near
to reality.
It must not be self created or assumption based. The
case must realistically grapple with the problem and appreciate the complexity
of decision making in the real world. It is also important that case does not
contain holes that are manipulative and that lead readers to feel that games
are being played with them. A balance must be attained between giving enough
material to make informed choice or decisions, but not so much material that
the answer is given away.
Management and Outcome:
In this section, we should clearly describe the plan
for settlement of the situation, and the outcome. It is useful for the reader
to know what type of remedial actions have been taken. Additionally, you should
be as specific as possible in describing the remedial action that was used. If
some techniques have been used you are required to elaborate clearly those
techniques. Remember that our case study may be read by people who are not
familiar with managerial techniques.
Conclusion
Here the problem and options for consideration are
restated but the decision point is open for students to resolve. The case
should never end with a ‘yes’ or ‘no’ or ‘right’ or ‘wrong’ answer. The
conclusion should create tension and suggest options for the readers. Successful
cases have no definite conclusions.
Discussion:
In this section identify any questions that the case
raises. It is not compulsory to provide a complete physiological explanation
for everything that is observed. We summarize the lessons learned from this
case.
Exhibits:
If you have
used any tables, figures or photographs, they should be accompanied by a
succinct explanation. Tables, figures and photographs should be included at the
end of the case. Exhibits are the
supporting supplementary material of the data given in the whole case
study. The purpose of each exhibit
should be very clear. If an exhibit has been used in the case, it should be
very simple and clear. These are used to simplify and clarify the text of the
case and to help with resolution of dilemma and the making of decision.
Acknowledgments:
If someone provided assistance with the preparation of
the case study, thank them briefly. It would generally be regarded as excessive
and inappropriate to thank others, such as teachers or colleagues who did not
directly participate in preparation of the case.
References:
Only use references that you have read and understood,
and actually used to support the case study. Do not use more than approximately
15 references without some clear justification. Try to avoid using textbooks as
references, since it is assumed that most readers would already have this
information. Also, do not refer to personal communication, since there is no
way of checking this information.
Types
of case study
Types on the basis of structure
·
Open ended case study
The
case studies having no questions at the end are open ended case studies. These
case studies are end up with a tense situation for readers. Readers themselves
draw the questions and find solution to dilemma.
·
Close ended case study
The
case studies ending up with questions are close ended case studies. These are
the most common types of case studies. These are easy to find solution for
readers. The questions are drawn on the basis of dilemma and storyline of case.
Types on the basis of
subject matter
Exploratory case study
An
exploratory case study is the type of case study where the researchers or case
study designer wants to explore some unexplored. Where considerable uncertainty
exists about program operations, goals, and results, the exploratory case study
is designed to identify questions, select measurement constructs, and develop
measures.
Program implementation case
study
A
program implementation case study helps discern whether implementation complies
with intent. This case study may also prove useful when concern exists about
implementation problems. Extensive, longitudinal reports of what has happened
over time can set a context for interpreting a finding of implementation
variability.
Program effects case study
Program
effects case studies can determine the impact of programs and provide
inferences about reasons for success or failure. As with the program
implementation case study, the evaluation questions usually require
generalizability and, for a highly diverse program, it may become difficult to
answer the questions adequately and retain a manageable number of sites. But
methodological solutions to this problem exist. After identifying findings of
specific interest, researchers may then implement case studies in selected
sites to maximize the usefulness of the information.
Company field cases
These cases are developed in cooperation with the
participating company, have company approval and are the most common types of
cases.
Individual field cases
These cases focus upon specific individuals e.g. role
of a woman in NGO leadership.
General experience cases
These cases are written on the basis of case writer’s
knowledge, a story is invented. Generally
these cases are simple. Complex cases demand a real organization.
Published information cases
These cases are derived from published sources such as
newspapers, research reports, journals etc. and as such, must contain extensive
footnotes. It must be made clear that such cases have been written up based on
published sources. In these cases there is no need for company release.
There are many other types of case studies
in practice. You can work any of them but your work should be very logical and
well structured. Nothing must be vague leading to wastage of time and efforts.
Important Points
·
Write
in past tense
·
Direct
quotes are written in present tense
·
Avoid
jargon
·
Logically
structured
·
Free
of grammatical errors
·
Define
technical terms if not common
·
Avoid
adjectives and adverbs
·
Avoid
ambiguities and inconsistencies
·
Refer
to actors by last name consistently
·
Do
not capitalize position titles
·
Number
all exhibits and refer to them in text
·
Writing
should be clear, concise and accessible.
·
Cases
should be between 1500-3000 words in length.
Important Note
You are advised to
structure your case study in close ended structure having questions at the end.
STRATEGIC MANAGEMENT
Course Outlines (5574)
Block-1 Introduction to Strategic
Management
1
The Nature of Strategic Management
2
The Value of Strategic Management
3
Key Perspectives on Strategic
Management
3.1 The
Competitive Conditioning
3.2 Positioning
3.3 Conditioning
3.4 Organisational
Fit and Stretch
3.5 Organisational
Adaptability and Flexibility
3.6 Evolutionary Processes: Life Cycles, Strategy, and
the Passage of Time
3.7 Strategy
Integration: the Woods and the Trees
3.8 Strategy
Integration and Resource Deployment
3.9 Organisational
Capacity for Change
4
Strategy Formation
4.1 Strategy
Models and Schools of Thought
4.2 An Overview
of Prescriptive Views
4.2.1 The Design School
4.2.2 The Planning School
4.2.3 The Positioning
School
4.3 An Overview of Process Views
4.3.1 The Entrepreneurial
School
4.3.2 The Cognitive School
4.3.3 The Learning School
4.3.4 The Political School
4.3.5 The Cultural School
4.3.6 The Environmental
School
4.3.7 The Configuration
School
Block-2 Managing the Strategy Cycle
1
Introduction to Strategic Management
and Planning Cycle
1.1 Defining
Strategic Management and Planning Cycle
1.1.1 The Conditionals
1.1.2 The Data Base
1.1.3 Analyticals
1.1.4 Outputs and Outcomes
1.1.5 The Metrics
2 Managing
the Strategy Setting Process
2.1 Strategy
and Decision Making
2.2 The
Integration of the Organisational ‘Vision’ with the ‘Self’ Vision
2.3 Strategy
and Change
2.4 Strategy
and Evolution
2.5 Strategy
and the Planning Horizon
2.6 Planning
Horizons
2.7 Planning
Horizons
3 Planning
and Performance
3.1 Goal
Measurement
4 Formality
and Planning
4.1 The
‘Practice’ of Strategic Management
5 The
Role of Strategy Related Policies and Procedures
6 Organisational
Levels and Strategic Planning Roles
6.1 Strategy
Roles and Job Positioning
Block-3 The Strategy Equation
1
Introduction to Strategy Equation
1.1 Defining
Strategy Equation
1.2 Mapping
the Strategy Equation
2 The
Mission
2.1 Examples
of How Organisations Can Define Themselves
2.1.1 In terms of the products/services being
provided
2.1.2 In terms
of the dominant characteristic or principal ingredient in their products
2.1.3 In terms of the technology which spawns the
product
2.1.4 In terms of the customer groups being served
2.1.5 In terms
of a specific product/service aimed at a specific buyer segment
2.1.6 In terms of customer
needs and wants being met
2.1.7 In terms of the scope of activities
within an industry –specialised, each providing a defined type of service or
function
2.1.8 In terms
of creating a diversified enterprise which engages in a group of related
businesses
2.1.9 In terms of creating
a multi-industry portfolio of unrelated
3
Goals
4
Objectives
5
Policies
Block-4 The Strategy Landscape
1
Induction to Strategy Landscape
1.1 Defining
“Strategy Landscape”
1.2 Mapping
the Strategy Equation to the Environmental Landscape
1.3 Industrial
Landscapes
2
The Environmental Landscape
2.1 Spheres
of Influence
3
Contrasting Industry and Societal
Environments
3.1 Industry
3.2 Societal
3.3 Sourcing
Cycle
4
The Organisation and its Environment
4.1 The organisational life cycle and
environmental linkages
4.2 Organisation-Environment
Fit
4.3 Organisation-Environment
Boundary
4.3.1 The Organisation and
Rates of Environmental Change
4.3.2 The Industry Environment
4.3.3 The Societal Environment
4.3.4 Economic Conditions
4.3.5 Sociocultural-Demographic
Trends
4.3.6 Technological Change
5
The Organisation in its External
Environment
5.1 Stability
5.2 Certainty
5.3 Complexity
5.4 Homogeneity
6
External Environments and
Organisation to Boundary Relationships
6.1 The
Information Framework
6.2 Cause-Effect
Relationships
6.3 Organisational
Boundaries and Environmental Scanning
7
Additional Ways of Thinking about
the Environment
7.1 Thinking
of Organisation/Environment Relationships
7.2 Thinking
in System Terms
Block-5 Organisational Analysis
1
Introduction to Organisational
Analysis
2
The ‘Inside to Outside, Outside to
Inside’ Perspective
3
Defining the Organisational Equation
3.1 From
the Structural Perspective
4
The Process and Value Chains
4.1 Linking
Outputs, Outcomes, and Organisations
4.2 Linking
the Process Chain to the SWOT
4.3
Linking the Organisational Process
Chain to Organisational Key Analysis
4.4 Linking
the Process Chain to Critical Success Factors
4.5 Linking
the Process Chain to Core Competencies
Block-6 Strategic Analysis and Choice
1
Introduction to Strategic Analysis
2
SWOT approaches to Strategy Analysis
2.1 Organisational
Variables
2.2 Relational
Analyses
2.3 SWOT
as a Database of Analysis
2.4 Critical
Success Factors
3
The Generic approach to Strategy
Analysis
3.1 Generic
Strategy in the Value Chain
4
The Stakeholder and Output/Outcome
approach
5
Envisioning Strategy
Block-7 The Industry Environment
1
Introduction to the Industry
Environment
2
The Life Cycle approach to Industry
Analysis
2.1 The Product/Market Life Cycle
2.2 The Organisational Life Cycle
2.3 The Industry Life Cycle
2.3.1
Sunrise
2.3.2 Sunset
3
The Competitive Forces approach to
Industry Analysis
4
The Patterns of Competitive Force in
the Value Chain
5
Competitive Structure of the
Industry
5.1 The players and the playing field
5.2 The shift from revenue growth to cost
6
Barriers to Entry
6.1 Economies
of Scale
6.2 Product
Differentiation
6.3 Capital
Requirements
6.4 Access
to and Control over Distribution Channels
6.5 Cost
Disadvantages independent of scale
6.5.1
Proprietary product technology
6.5.2
Favourable access
6.5.3
Favourable location
6.5.4
Learning or experience
6.5.5
Government policy
7
Barriers to Exit
7.1 Specialised
Assets
7.3 Strategic
Interrelationships
7.4 Emotional
Barriers
7.5 Government
and Social Restrictions
7.6 Industry
Analysis
Block-8 Strategy Implementation and Control
Processes
1
Introduction Strategy Implementation
and Control Processes
2
Financial Ratio Analysis
2.1 Performance
Ratios
2.2 Cost
Ratios
2.3 Efficiency
Ratios
3
The Balanced Scorecard
4
Critical Success Factor Measurement
5
Key Theories
5.1 Agency
Theory
5.2 Stewardship
Theory
5.3 Principles
of Corporate Governance
5.3.1 Protection of
Shareholder Rights
5.3.2 Equitable Treatment
5.3.3 Stakeholder Rights
5.3.4 Timely and Accurate
Disclosure
5.3.5 Strategic Guidance
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