Course Code and Title: BBA 411- STRATEGIC MANAGEMENT
Department/Faculty: FACULTY OF BUSINESS AND ECONOMICS
Programme: BACHELOR OF BUSINESS ADMINISTRATION
Total Hours: 42
Course Welcome Message
Dear BBA 411 Classs,
Welcome to BBA 411: Strategic Management. This course will equip you with the skills to analyse a company’s business environment, select a strategy, and construct the organisation necessary strategy to put it into action. We build on insights developed in other courses, such as Understanding General Management, Managerial Economics, Managing Organisational Behaviour, and Marketing Strategy. We will explore and apply tools developed by world-renowned scholars, that are taught at various business schools across the world. We shall add our own unique critical thinking and skills flavour, to arrive at insights that are both applicable in the business world and deeply rooted in a thorough academic understanding.
I have carefully selected a number of topics, tools, readings, and teaching materials that you will be introduced to over the next fourteen weeks. I greatly welcome feedback in any form, though kindly expressed. You are encouraged to read through case studies to prepare you for analytical thinking.
I look forward to an industrious and fruitful sessions, and I hope that you will enjoy.
welcome!
Course Description
The content of the course is to enable students have a grasp of various business strategies in general and functional management areas. It will provide a strategic orientation in conduct of the business
Course objectives
By the end of the course you should be able to:
i. Gain in functional areas of management
ii. Learn about the process of strategic management, and
iii. Helping the students to learn about strategy formulation and implementation
Course Pre requisites
General Management, Managerial Economics, Organisational Behaviour, and Marketing Strategy.
Course Outline Schedule:
|
WEEK |
TOPIC |
HOURS |
CONTENT |
|
1 |
1 |
3hrs |
- Topic Essence of strategic management - Subtopic: Introduction and overview Definition of Strategic Management Nature of strategy - Subtopic: Components of strategy - Subtopic The strategic management process Benefits of strategic management |
|
2 |
2 |
6hrs |
- Topic: Strategic analysis: Choice, Tools and Techniques - Subtopic: Introduction - Subtopic: Strategic Analysis Process - Subtopic: Tools of strategic analysis: the BCG Model, Porters Five Forces Model, the McKinsey 7S framework, Mintzberg, Ansoff. |
|
4 |
3 |
3hrs |
- Topic: Environmental Scanning - Subtopic: The External Assessment - Subtopic: The Nature of an External Audit - Subtopic: Key External Forces - Subtopic: The Process of Performing an External Audit - Subtopic: Analyzing the internal environment, SWOT Analysis |
|
5 |
4 |
6hrs |
Topic industry structure analysis Subtopic: Industry Structure, Defining the Relevant Industry Subtopic: Competitive Analysis: Porter’s Five-Forces Model Subtopic: Rivalry Among Competing Firms Potential Entry of New Competitors Potential Development of Substitute Products Bargaining Power of Suppliers Bargaining Power of Consumers Subtopic: Product/ Market life cycle strategy Subtopic: Forecasting Tools and Techniques |
|
7 |
5 |
3hrs |
Topic: Strategy Formulation Subtopic: Steps of strategy formulation: Corporate Level Strategy Business Strategy Formulation Functional Area Support Strategy Subtopic: Levels of strategy formulation- corporate, business and functional, operational - Subtopic: The strategy making hierarchy |
|
8 |
6 |
3hrs |
- Topic: Strategic Options, Generic Strategies - Subtopic: Cost leadership strategy - Subtopic: Differentiation strategy - Focus strategy - Subtopic: Limitations |
|
9 |
7 |
3hrs |
- Topic: Strategic Options, The Market Options - Subtopic: The market options strategy - Subtopic: Diversification Strategy Related and Unrelated markets Concentric Diversification Horizontal Diversification Conglomerate Diversification Market Penetration Market Development |
|
10 |
8 |
3hrs |
- Topic: Strategic Options - Subtopic: Expansion and Defensive method matrix Joint Ventures Acquisitions Mergers Franchise Retrenchment Divestiture Liquidation |
|
11 |
9 |
3hrs |
- Topic: Strategy Implementation and Organisational Culture, Leadership and Rewards - Subtopic: Administrative aspects of strategy implementation - Subtopic: Types of organizational structure - Subtopic: Structure strategy relationship - Subtopic: Matching culture to strategy - Subtopic: strategy and rewards - Subtopic: Tactical Issues in Strategy Implementation |
|
12 |
10
|
3hrs |
- Topic: Strategic Review, Evaluation and Control - Subtopic: The Nature of Strategy Evaluation - Subtopic: A Strategy-Evaluation Framework - Subtopic: Importance of strategic evaluation - Subtopic: Process of strategic evaluation - Subtopic: Strategic control |
|
13 |
11
|
3hrs |
- Topic: Strategic Management in Non Profit Organisations - Subtopic: Strategy in non-profits - Subtopic: Functions of Non-profit - Subtopic: Importance of Strategic Planning of not for profits - Subtopic: Various Strategic Management Techniques and tools for Non Profit Organization |
|
14 |
12 |
3hrs |
- Topic: An Analysis of Case Studies Course Review Submission of assignments -Final end-of-semester examinations |
Course Delivery Methods:
The following communication tools will be used in this course:
This course is offered in a blended way, partly face to face and partly online and takes advantage of the affordance of online learning tools. These advantages and learning tools include access to all materials and resources online, discussion forums with fellow students and the lecturer, automatically graded quizzes, attached and uploaded assignments. Course materials on the course website. You are responsible for checking the website regularly for the updates and course material.
Course Format:
This is a year four level of Strategic Management for undergraduate students. The course examination is divided into:
1. Continuous Assignment containing 30 marks and
2. Final examinations containing 70 marks.
3. Total Marks is 100%
Your final grade will be determined by two components: (i) Homework Assignments Problem (14%), (ii) two term papers (16%) (iii) Final Exam (70%).
I will assign between 4 and 6 fairly large homework assignments. Your solutions to homework problems will be graded primarily, but not exclusively, on the basis of effort shown on forum participation and completeness of your solutions. If you complete all the assigned problems in a problem set, you will get most points for it. One or more (but not all) randomly selected problems on the homework will be carefully graded for correctness.
The pass mark is 40 %.
Examination Rules and Regulations for Tom Mboya university College shall apply.
Effective Date:
This is Year 4 Semester 1 Course, the semester is dictated by Tom Mboya University College Calendar
Lecturer Information
Instructor’s name: Dr. Michael Washika Okonda, PhD
Email: washiks2012@gmail.com
Mobile Number: +254 723 881 613
Facilitator Information
Facilitator’s name: Dr. Michael Washika Okonda, PhD
Email:
Day mobile Number:
Student Readiness
Technology & Equipment Readiness:
BBA 411: Strategic Management is a fascinating and practical course and to enjoy our interactions you need a computer or mobile phone with internet connectivity, digital camera for capturing real life situations which you can post to the various forums for sharing with your colleagues.
Student Commitments and Contact Times:
You will be required to spend a minimum of 42 hours navigating the internet for interactive sessions. You must participate actively in discussion forum. Assignments must be submitted on time. Confirm that your marks are entered correctly.
a. Core Books or main Course Texts:
• Arthur Thompson. (2002) “Strategic Management” McGraw-Hill Education
• Ralph D. Stacey. (2002). “Strategic Management and Organisational Dynamics: The Challenge of Complexity”, FT Prentice Hall.
• Thompson, Strickland. (2000).“Readings in Strategic Management”, McGraw-Hill Education (ISE Editions).
• David Hussey. (1998). “Strategic Management: From Today to Implementation”, Butterworth-Heinemann.
• Robert Burgelman, Modesto A. Maidique. (2003). “Strategic Management of Technology and Innovation”, McGraw-Hill Education (ISE Editions).
• Peter L. Wright. (2002). “Strategic Management: Concepts and Cases (International Edition)”, US Imports & PHIPEs.
• Pearce. (200). “Strategic Management”, McGraw-Hill Education.
• Paul Finlay. (2000). “Art and Science of Strategic Management”, FT Prentice Hall.
• Michael A. Hitt, et al. (2001). “The Blackwell Handbook of Strategic Management (Blackwell Handbooks in Management)”, Blackwell Publishers.
• Hugh Macmillan, Mahen Tampoe. (2000). “Strategic Management: Process, Content and Implementation”, Oxford University Press.
b. Other Textbook(s)/ References:
· Robson, W. (1997). Strategic Management and Information System. 2nd Edition Pitman Publisher:
· London. Thomson, A.A and Strickland, A.J III (1987). Strategies Management Concept and Cases, McGraw-Hill/Irwin: USA.
Assessment and Evaluation:
|
Assessment |
Percentage score |
|
Discussion Forum Participation etc |
15% |
|
CAT |
15% |
|
Exam |
70% |
|
Total: |
100% |
Letter Grade Distribution
|
Grade |
Range |
|
A |
70% -100% |
|
B |
60%-- 69% |
|
C |
50%- 59% |
|
D |
40%-49% |
|
F |
39% and Below |
Minimum performance requirement for this course
The Pass Mark is 40%
Must have done all the assignments
Your Participation in forums is mandatory
Course Policies
General Academic Policies:
· It is the student's responsibility to be familiar with and adhere to the TMUC Academic Policies. These Policies can be found in the TMUC website
Supplementary Policies:
· Participation in forum is compulsory.
· Assignments must be submitted in time.
· Fees and levies must be cleared before sitting exams.
Additional Information/Frequently Asked Questions:
· Is Strategic Management a science?
· Does strategy mean the same as strategic management?
· Does strategy models mean the same as strategy tools?