Course Information
SemesterCourse Unit CodeCourse Unit TitleT+P+LCreditNumber of ECTS CreditsLast Updated Date
7PSIR446Strategic Management3+0+03511.12.2024
Course Details
Language of Instruction English
Level of Course Unit Bachelor's Degree
Department / Program Political Science and International Relations
Type of Program Formal Education
Type of Course Unit Elective
Course Delivery Method Face To Face
Objectives of the Course The intent of strategic management course is to provide managerial and analytical concepts/tools for the formulating, implementing, and evaluating, decisions that enable an organization to achieve its objectives.
Most business owners and managers want to make wise decisions, this is where strategic management comes into play an important concept for business owners and managers to grasp, and strategic management entails evaluating business goals, objectives and plans in light of your company focus on effectiveness and efficiency.
Course Content The Strategic Management course explores the foundational principles and methodologies crucial for effective decision-making within organizational leadership. Through a thorough examination of managerial concepts and analytical tools, students are equipped to formulate, implement, and assess strategies aligned with organizational objectives. Emphasizing the pivotal role of strategic management in business success, the course investigates the evaluation of business goals, objectives, and plans with a focus on effectiveness and efficiency. Integrating theory with practical applications, students develop the skills necessary to navigate complex business landscapes and foster sustainable growth. Through case studies and interactive discussions, students gain valuable insights into real-world strategic challenges, honing their strategic thinking capabilities. Ultimately, the course empowers students to make informed decisions and lead organizations towards achieving strategic goals.
Course Methods and Techniques • Lecture
• Discussion based lecture
• Case study
• Small group work
Group work
Activities within a Student Body or Research Project
Prerequisites and co-requisities None
Course Coordinator None
Name of Lecturers Dr. MOHAMAD NASSANI
Assistants None
Work Placement(s) No

Recommended or Required Reading
Resources David, F. R. (2011). Strategic management: Concepts and cases (13th ed.), Inc. Pearson Prentice Hall. ? Wheelen, T. L., & Hoffman, A. N. (2012). Strategic management and business policy: Toward global sustainability (13th ed.). Pearson Education, Inc.

Course Category
Social Sciences %100

Planned Learning Activities and Teaching Methods
Activities are given in detail in the section of "Assessment Methods and Criteria" and "Workload Calculation"

Assessment Methods and Criteria
In-Term Studies Quantity Percentage
Mid-terms 1 % 30
Quizzes 1 % 5
Assignment 1 % 10
Attendance 15 % 10
Practice 1 % 5
Final examination 1 % 40
Total
20
% 100

 
ECTS Allocated Based on Student Workload
Activities Quantity Duration Total Work Load
Course Duration 15 3 45
Hours for off-the-c.r.stud 1 10 10
Assignments 2 10 20
Presentation 1 10 10
Mid-terms 1 15 15
Practice 1 10 10
Final examination 1 40 40
Total Work Load   Number of ECTS Credits 5 150

 
Course Learning Outcomes: Upon the successful completion of this course, students will be able to:
NoLearning Outcomes
1 Define Strategic Management and its components, including the strategic-management model and its relevance to organizational decision-making
2 Analyze the significance of business vision and mission statements, and construct effective mission statements (PLO1: Basic concepts and theories
3 Evaluate external environmental factors impacting organizational strategy, utilizing frameworks such as Porter’s Five-Forces Model and industry analysis matrices
4 Formulate and assess alternative strategies, considering organizational strengths, weaknesses, and environmental opportunities and threats
5 Identify different types of business strategies, including Porter’s generic strategies, and assess their effectiveness using tools like the Balanced Scorecard
6 Apply a framework for analyzing and choosing among alternative strategies, considering behavioral, political, ethical, and social responsibility considerations

 
Weekly Detailed Course Contents
WeekTopicsStudy MaterialsMaterials
1 INTRODUCTION TO STARATEGIC MANAGEMENT I What is Strategic Management? Key Terms in Strategic Management The Strategic-Management Model Benefits of Strategic Management Why Some Firms Do No Strategic Planning Pitfalls in Strategic Planning
2 INTRODUCTION TO STARATEGIC MANAGEMENT II Guidelines for Effective Strategic Management Business Ethics and Strategic Management Comparing Business and Military Strategy The Nature of Global Competition
3 THE BUSINESS VISION AND MISSION WHAT DO WE WANT TO BECOME? What Is Our Business? Importance (Benefits) of Vision and Mission Characteristics of a Mission Statement Mission Statement Components Writing and Evaluating Mission Statement
4 THE EXTERNAL ASSESSMENT The Nature of an External Audit Economic Forces Social, Cultural, Demographic, and Environmental Forces Political, Governmental, and Legal Forces Technological Forces Competitive Forces Competitive Analysis: Porter’s Five-Forces Model Forecasting Tools and Techniques The Global Challenge Industry Analysis: The External Factor Evaluation (EFE) Matrix The Competitive Profile Matrix (CPM)
5 THE INTERNAL ASSESSMENT The Nature of an Internal Audit The Resource-Based View (RBV) Integrating Strategy and Culture Management Information System The Internal Factor Evaluation (IFE) Matrix
6 STRATEGIC IN ACTION The value of establishing long-term objectives. Types of business strategies. Porter’s five generic strategies. The Balanced Scorecard. Income statement
7 Case Studies on STM Case analysis will be presented by student groups
8 Mid-Term
9 STRATEGY ANALYSIS AND CHOICE I Frameworks for choosing alternative strategies. Important behavioral, political, ethical, and social responsibility considerations in strategy analysis and choice. The role of organizational culture in strategic analysis and choice. The role of a board of directors in choosing among alternative strategies.
10 STRATEGY ANALYSIS AND CHOICE II Cellular layouts Functional versus Cellular layouts Product layouts Cycle time Precedence diagram
11 IMPLEMENTING STRATEGIS: MANAGEMENT AND OPERATION ISSUE Why strategy implementation is more difficult than strategy formulation? The importance of annual objectives and policies in achieving organizational commitment for strategies to be implemented. Why organizational structure is so important in strategy implementation? The relationships between production/operations and strategy implementation. Work standards. Compensation plans.
12 IMPLEMETING STRATEGIES: MARKETING, FINANCE/ACCOUNTING, R&D, and MIS ISSUES Market segmentation and product positioning as strategy-implementation tools? Why projected financial statement analysis is a central strategy-implementation tool? How to evaluate the attractiveness of debt versus stock as a source of capital to implement strategies? The nature and role of research and development in strategy implementation. How management information systems can determine the success of strategy-implementation efforts?
13 STRATEGY REVIEW, EVALUATION, AND CONTROL A practical framework for evaluating strategies. Why strategy evaluation is complex, sensitive, and yet essential for organizational success? The importance of contingency planning in strategy evaluation. The role of auditing in strategy evaluation.
14 Case Studies on Strategic Management Case analysis will be presented by student groups
15 Presentations Required: Strategic management: Concepts and cases and Strategic management and business policy: Toward global sustainability
16 Final Exam

 
Contribution of Learning Outcomes to Programme Outcomes
P1 P2 P3 P4 P5 P6 P7 P8 P9 P10
C1 5 4 3 2
C2 4 5 3 4
C3 3 4 5 4 3
C4 5 5 4 3
C5 4 3 5 4
C6 4 5 3 2

  Contribution: 1: Very Slight 2:Slight 3:Moderate 4:Significant 5:Very Significant