"

"Higher Education for Every Qualified Person with Finance

for Meritorious but Needy"
International University of Business Agriculture and
Technology (IUBAT)

COLLEGE OF BUSINESS ADMINISTRATION (CBA)

Course outline
Program
Name of Course
Course Code
Session
Credit Value/Hours
Pre-Requisites
Section

BBA
Strategic Management
MGT 403
Fall 2016
03/Total 45 hours
( A)

Instructors Name & Profile:

Contact Information

(PIC)

Email:
Office: Room #
Office Hours:
Contact: +88 02 8963523-27 | ExtClass Hours
Day

Section
Time
Room

Consultation Hours
Day
Time

1991-2016

COURSE DESCRIPTION :
Strategic management is about running the total business enterprise. It seeks to understand
the challenges and the environment in which the business operates, the direction the
management intends to head, the strategic plans to for getting the enterprise moving in the
intended direction and the tasks of implementing the chosen strategy successfully. This
course aims to equip you with the core concepts, frameworks, and techniques of strategic
management, which will allow you to understand what managers must do to make an
organization be it a for-profit or a non-profit one to achieve superior performance. Rather
than focusing narrowly on a particular function of an enterprise, we will build on what you
have learnt in other business courses and try to put the pieces together throughout this bigpicture course. To achieve these purposes, the course will evolve around a theoretical and a
practical base simultaneously. While the theoretical part concentrates upon the fundamental
factors that determine business success, the practical part is all about acquiring deep
insights into the determinants of business success from specific cases. The participants of
this course, hence, are expected to wear a birds-eye-view glass and yet pay intent attention
to both the theoretical and practical parts of the course.
COURSE OBJECTIVES:

This course has the following objectives:

Explain the interaction of the various components of a business
Integrate the knowledge gained in prior business courses
Analyze the environment and identify strategic issues and options
Integrate financial, managerial, accounting, marketing, and human resources
decisions into a coherent business strategy
Explain how to implement strategic plans
Explain how to evaluate strategic plan outcomes and how to adjust strategies
in response to environmental contingencies
L EARNING O UTCOMES:
After successfully completing this course you should be able to:
Define, explain and illustrate a range of strategic management theories;
Analyze an organizations internal and external strategically relevant environments by
applying appropriate theories, models and heuristics;
Undertake an applied research project in the field of strategic management;
Explain how to apply evidence-based best practice strategy analysis and execution;
Demonstrate a critical understanding of strategic management theories and current
empirical research associated with the topics covered in this course; and,
Communicate effectively in oral and written forms about strategic management theories and
their application using appropriate concepts, logic and rhetorical conventions.

TRANSFERABLE S KILLS :
Skills

How they are developed?

Analyzing Information

Exams

Class Discussions

Assignments

Creativity
Presentation

Presentations

Assignments
Presentations

Research and inquiry

Assignments

Presentations

Communication

Class Discussions

Presentations

Problem-Solving

Quizzes

Assignments

Good time management

Exams

Organize people

L EARNING

Quizzes

Assignments

Presentations

Presentations

Assignments

AND ASSESSMENT STRATEGY :

Class Lecture, Class discussion, Group Study, Case Study, Presentations, Project Works,
Assignments, Quizzes, Exams
REQUIRED COURSE MATERIALS & TEXT BOOKS:
David. F.R, Strategic Management CONCEPTS AND CASES, 13 th Edition, Pearson Education
2012
REFERENCE BOOKS :
Thomas L.Wheelen, J David Hunger. Strategic Management and Business Policy TOWARD
GLOBAL SUSTAINABILITY, Latest edition, Pearson Education 2012.
EVALUATION:
First Term

15%

Mid Term

15%

Final Exam

30%

Presentation and Report

30%

Class Performance+ Attendance + DBC

10%

Total

100%

SCORING RUBRICS
Category
Organization

FOR

PRESENTATIONS :

Scoring Criteria
The type of presentation is appropriate for the topic
and audience.

Total %

(15%)

Content
(45%)

Presentation
(40%)

Information is presented in a logical sequence.

Presentation appropriately cites requisite number of
references.
Introduction is attention-getting, lays out the
problem well, and establishes a framework for the
rest of the presentation.
Technical terms are well-defined in language
appropriate for the target audience.
Presentation contains accurate information.
Material included is relevant to the overall
message/purpose.
Appropriate amount of material is prepared, and
points made reflect well their relative importance.
There is an obvious conclusion summarizing the
presentation.
Speaker maintains good eye contact with the
audience and is appropriately animated (e.g.,
gestures, moving around, etc.).
Speaker uses a clear, audible voice.
Delivery is poised, controlled, and smooth.
Good language skills and pronunciation are used.
Visual aids are well prepared, informative, effective,
and not distracting.
Length of presentation is within the assigned time
limits.
Information was well communicated.
100
Total %

GRADING SYSTEM:
Letter Grades

Grade Points

Marks

4.0

90-100

3.0

80-89

2.0

70-79

60-69

0.0

<60

CASE STUDY :
Case study formats will be provided by the course instructor in class. Students are required
to follow the given formats.
Any copy and pasting from previous or online sources are strictly prohibited. If found the
student/s will be penalized with a F Grade in the overall assignment. Plagiarism is not
acceptable for any reports assignments and quizzes.
L ATE ASSIGNMENTS:

PRESENTATION & R EPORT DETAILS :

Five presentations are set for improving the communication skills as well as depth in the
subject. Report are mandatory for each case study. Each group for presentation comprises of

three to five students. Details of these presentations have been discussed below:
REQUIREMENT

FOR

PRESENTATION & R EPORT -5

Based on Case study that covers strategic management issues and recent business
development across the world. After midterm 5 presentations will be assigned. A group with
5 members will be organized by the course faculty and each group will present each of the
cases along with report. A thorough guideline for case solution will be given well on advance.

COURSE CONTENTS:
Chapters
Chapter 1:
The Nature
of Strategic
Management

Chapter 2:
The Business
Vision and
Mission

Chapter 3:
The External
Assessment

Topics
What Is Strategic
Management?
Defining Strategic
Management
Stages of Strategic
Management
Key Terms in Strategic
Management
The Strategic-Management
Model
Benefits of Strategic
Management
Planning Pitfalls in Strategic
Planning
Guidelines for Effective
Strategic Management
What Do We Want to
Become?
What Is Our Business?
Importance (Benefits) of
Vision and Mission
Statements
Characteristics of a Mission
Statement
Writing and Evaluating
Mission Statements
The Nature of an External
Audit
The Industrial Organization
(I/O)
View
Competitive Analysis:
Porters Five-Forces Model
Industry Analysis: The
External Factor Evaluation
(EFE) Matrix
The Competitive Profile
Matrix (CPM)

Dates/Weeks
Case 1:
McDonalds
Corporation
Review
Questions

Week 1and 2

Week 2and3
Case 3: Dunkin
Brands Inc,
Review
Questions

Chapter 4:
The
Internal
Assessme
nt

Chapter 5:
Strategies in
Action

Chapter 6:
Strategy
Analysis and
Choice

Chapter 7:
Implementin
g Strategies:
Management
and
Operations
Issues

Chapter 8:
Implementin
g Strategies:
Marketing,
Finance/
Accounting,
R&D, and
MIS Issues

Chapter 9:
Strategy
Review,
Evaluation,
and Control

Chapter 10:
Business

The Nature of an Internal

Audit
The Resource-Based View
(RBV)
Integrating Strategy and
Culture Management
Value Chain Analysis
(VCA)
The Internal Factor
Evaluation (IFE) Matrix
Long-Term Objectives
Case 4:
The Balanced Scorecard
Volkswagen AG,
Types of Strategies
Michael Porters Five Generic Review
Questions
Strategies
Means for Achieving
Strategies
The Nature of Strategy
Analysis and Choice
A Comprehensive StrategyFormulation Framework
The Input Stage
The Matching Stage
Cultural Aspects of Strategy
Choice
First Term Exam
The Nature of Strategy
Case 5: Apple
Implementation
Inc, Review
Matching Structure with
Questions
Strategy
Restructuring,
Reengineering, and EEngineering
The Nature of Strategy
Implementation
Current Marketing Issues
Marketing Mix
Research and Development
(R&D) Issues
Management Information
Systems (MIS) Issues
The Nature of Strategy
Evaluation
A Strategy-Evaluation
Framework
Twenty-First-Century
Challenges in Strategic
Management
Business Ethics
Social Responsibility

Case 6: Google,
Review
Questions

Week 3and 4

Week 5 and6

Week 7 and 8

Ethics/Social
Responsibilit
y/
Environment
al
Sustainabilit
y
Chapter 11:

Global/Inter
national
Issues
How to
Prepare and
Present Case
Studies

Environmental Sustainability

Multinational Organizations
Advantages and
Disadvantages of
International Operations
What Is a StrategicManagement Case?
Guidelines for Preparing
Case Analyses
Preparing a Case for Class
Discussion
Preparing a Written Case
Analysis
Making an Oral Presentation
Mid Term Exam
Case Studies and Presentations
Case 1
Walt Disney Company
Case 10
eBay Inc
Case 12
Krispy Kreme Doughnuts
Case 18
Ford Motor Company
Case 21
Johnson & Johnson
Final Exam

ATTENDANCE AND PUNCTUALITY (ACADEMIC REGULATIONS, PAGE NO. 23, IUBAT

BULLETIN)
It is very important and a basic requirement of the course to attend all classes or other class
meetings officially designated for this course.
You are also required to complete all assignments. IUBAT or I may make specific
requirements about attendance and class participations. I therefore, may assign a final F
grade in the course to you if you fail to meet any one of the requirements.
Only three absences in a course with acceptable reasons may be excused by the instructor
in a semester. Permission of the Dean is required to remain absent in three or more
consecutive classes for reasons beyond control (e.g. sickness) by you. Remaining absent in
class in this course without permission will be served with a notice of warning. Unexcused
absences will lead to reduced course grade, suspension from the course or dismissal from
the course.
You must be punctual in attending classes. Coming late in a class will be penalized. Habitual
late comers may be suspended or dismissed from the course. Late submission of
assignments etc. will also be penalized by reducing the grade earned on the assignment.

.
ACADEMIC OFFENSES (ACADEMIC REGULATIONS, PAGE NO. 24, IUBAT BULLETIN)

The students and faculty are jointly responsible for the academic standards and reputation
of the university. It is well recognized that intellectual honesty is the basic requirement for
development and acquisition of knowledge. Intellectual honesty is a pre-requisite for
continued membership in the university community.
Forms of intellectual dishonesty are plagiarism, cheating in examinations, aiding and
abetting cheating, and use of assignment prepared by others, impersonation of another
student at an examination, misrepresentation of information, falsification of academic
records, and unruly behavior with instructor.
If a student is detected by the instructor in committing academic offense, it may result in an
F grade for the course or even dismissal of the student from the university.

DRESS AND BEHAVIORAL CODE FOR STUDENTS

For male students:
Trouser and full/half sleeve shirts with necktie, T-shirts with collar/golf shirt, Suit, Blazer,
Sweater, Jacket, and Muffler in winter. Shawl not allowed. Polished shoes, Sandal/Sandal
shoes are not allowed, Clean shaved (if not keeping beard and/or mustache), Decent haircut,
Wearing ID while in the campus.
Presentation attires are strictly to be maintained to Suit, Tie, Dress Slacks and Dress Shirt
Shirt/T-shirt (with collar)/golf shirt (with collar) to be tucked in
Dress code may be relaxed for National days and ceremonial occasions.
For female students:
Salwar, Kamiz and Scarf (up-to-date, preferably cotton), Saree (professional attire not in
class), Jeans, Kurta, Scarf, Skirt, Top, Scarf, Sweater, cardigan, Jacket, Muffler. Shawl not
allowed Shoes or Sandal shoes with belt and low heel. Sandals not allowed, properly tied up
hair, Limited jewelry and make-up, Wearing ID card while in the campus. Clothing should not
be revealing or tight.
Professionally worn Saree and Selwar-Kamiz will be the presentation/ defense dress-code for
girls.
Saree and Selwar-kamiz should be solid in print and cotton.
The colors are: Black, White, Blue, and Gray.
Behavioral Code:
Speak in English all the time in IUBAT campus.
Do not talk loudly and make noise.
Do not run around or use offending words or impolite language to anyone.
Ragging is strictly forbidden in or outside the campus.
Smoking in the campus is prohibited by law.

Last but not the least:

Additional classes are always encouraged from both the parties to catch up things
that take more time to comprehend. It is your responsibility to attend the extra class
when announced.

_________________________________

Laila Habib
Faculty, CBA
IUBAT
N.B.: Course instructor reserves the right to make any changes on the above if
necessary.