course outline imi ii

8/11/2019 Course Outline IMI II

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IMI

International Management Institute

4thPost Graduate Programme in Management(Human Resources

PGDM(HR)

Term IV-200-20!!Instructor" R#$# Masilamani

Tele%hone &!00&2'mail r*masilamani+,ahoo#com

.*ecti/es"

To .uild a or1ing understanding o strategic management as the long term %rocess o

ena.ling a irm to com%ete ith sustained ad/antage in its .usiness en/ironment and to

create a conce%tual rameor1 that ills ser/e students as a reerence throughout their

.usiness careers and ena.le them to ma1e %rogressi/e and a%%ro%riate use o the learned

conce%ts toards su%erior %erormance and eecti/e contri.ution to the sustained

success o the irms the, ill .e a %art o#

Pedagogy:

The ocus ill .e on %artici%ati/e learning# The course ill ha/e a *udicious mi3 o

theoretical conce%ts including models and %ractical illustrations# ttem%ts ill .e made

to lin1 real lie situations (not necessaril, rom con/entional .usiness) ith the

theoretical rameor1s# There ill .e ma*or em%hasis on continuous interacti/e and

shared learning# 5ase studies and %resentations ill .e used to reinorce the learning

5riti6uing o theories7 models relating to real orld e3%erience ill also .e encouraged#

5ase anal,sis and criti6uing ill ser/e as a .asis or e/aluation o student %erormance#

/aluation 5riteria" nd term 3am 80 Mar1s

ne assignment 5ase stud, and %resentation or

Pa%er su.mitted on a s%eciic area o 9trateg,7 cou%led ith

ttendance and 5lass %artici%ation e/aluation 40 Mar1s
mailto:[email protected]:[email protected]


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Total !00 Mar1s

Session Plan

A. Content

1. Introduction and overview;

9trategic Management as a 1e, .usiness conce%t#

Its e/olution rom its ince%tion in the science o arare

Its crucial signiicance in .usiness organi:ation#

The lo o strateg, rom organi:ational /ision and core /alues through 1e, ocus

areas7 setting and achie/ement o targets to ensure attainment o long-term

strategic goals#

2. A theoretical model of the strategic management process;

;e, terms include /ision7 core /alues7 sta1eholder re6uirements7 en/ironmental

scan (internal and e3ternal)7 strategic goals7 1e, .usiness dri/ers7 1e, unctional

result areas7 targets7 action %lans7 results and eed.ac1# Deinitions o each othese terms and their lin1ages ith the other elements o the model# Relating the

strategic management model to the .asic model o s,stems %ro/iding conce%tual

clarit, and an eas, to ollo reerence or .etter strategic %lanning#

9ession !-2

Competitive Advantage:

3%loring the actors that contri.ute to com%etiti/e ad/antage and result in

sustained le/els o %erormance in the irm


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actors to sustaina.le com%etiti/e ad/antage# The need or antici%ator,

de/elo%ment o com%etiti/e ad/antage to sustain industr, leadershi%#

9ession -4

. !usiness "efinition:

la.oration o the term =.usiness deinition=- dierentiation rom com%etitors-

%ro/ision a theor, o the .usiness# 5reati/e e3%loration o de/elo%ments in the

irms .usiness en/ironment# 5haracteristics o good .usiness deinitions# Ho

.usiness deinitions contri.ute to the de/elo%ment o com%etiti/e ad/antage#

>eed or continuous reinement - and here necessar, redeinition# 5hallenges

%osed ., redeinition-demand on resources#

9ession '-?

@ui: !

#. Analysis of Industry $nvironment:

Industr, en/ironments characteri:ed ., ,oungAemerging7 oldAmature7 less

com%etiti/e or more com%etiti/e# d/antages and disad/antages o using 9BT

anal,sis or stud,ing industr, en/ironments# The i/e orces model or anal,sis o

industr, structure# 5orrelation o orce intensit, to industr, %roita.ilit,#Cimitations o 9BT and the i/e orces model in %ro*ecting =long= term

de/elo%ments#

9ession &-!!

Mid Term 3am

%. Change as a &ey driver of Strategic 'anagement:

Cac1 o res%onsi/eness to change the greatest .usiness %ro.lem# The actors

res%onsi.le or lac1 o res%onsi/eness-managerial cognition7 lac1 o em%hasis on

higher-le/el learning7 homogeneit, in managerial thin1ing# Cimiting inluence o

industr, norms# Thin1ing and acting li1e industr, outsiders# Role %la,ed .,

general mangers in managing change#


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India


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9ession !-20

Einal 3am

*ecommended +e,t: Strategic 'anagement -y Pitts *o-erts: Pu-lisher +hompson

Press

Alternate +e,t: $,ploring Corporate Strategy +e,ts and Cases !y ohnon /erry and

Scholes 0evin (thedition Pearson 2%

*eference *eading Strategic 'anagement -y Ale, 'iller


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!. +eaching Approach

The ocus ill .e on %artici%ati/e learning# The course ill ha/e a *udicious mi3 o

theoretical conce%ts including models and %ractical illustrations# ttem%ts to lin1 real

lie situations (not necessaril, rom con/entional .usiness) ith the theoretical

rameor1s# There ill .e ma*or em%hasis on continuous interacti/e and shared

learning# 5ase studies and %resentations ill .e used to reinorce the learning

5riti6uing o theories7 models relating to real orld e3%erience ill also .e encouraged#

5ase anal,sis and criti6uing ill ser/e as a .asis or e/aluation o student %erormance#

+e,t !oo& *ecommended Strategic 'anagement Strategy formulation and

Implementation

Pearce 3 *o-inson Pu-lished -y AI+!S Price *s. 2#

*eference for *eading. Strategic 'anagement -y Ale, 'iller

Strategy and !usiness 4andscape -y Pan&a5 /hemawat Pearson $ducation

.

course outline imi ii

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