EMA EMITS Undergraduate

COLLEGE PHILIPPINES
Del Pilar St., Pinamalayan, Or. Mindoro TEACHING LEARNING PLAN
Telefax No. (043) 284-3974 First Semester/A.Y. 2019-2020

I. COURSE TITLE: Strategic Management

II. COURSE CODE: CBMEC 2
CREDITS: Three (3) units
NUMBER OF HOURS: 3 hours/week
CLASS SCHEDULE: MT/7:30-9:00

III. 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 the techniques of strategic management,
which will allow you to understand what managers must do to make an organization – be it a for-profit or non-profit one – to achieve superior performance

IV. COURSE GENERAL OBJECTIVES

At the end of this course the students should be able to:

1. Demonstrate understanding in the strategic decisions that organizations make and have an ability to engage in strategic planning.
2. Explain the basic concepts, principles and practices associated with strategy formulation and implementation.
3. Integrate and apply knowledge gained in basic courses to the formulation and implementation of strategy from holistic and multi-functional perspectives.
4. Analyze and evaluate critically real life company situations and develop creative solutions, using a strategic management perspective.
 V. COURSE OUTLINE AND TIMEFRAME

Course Content/Subject Matter

Week 1-4 Introduction
A Strategic Management Model
Strategic Management and Planning
Strength and Limitations of Strategic Planning
Types of Strategic Plans
Organizational Mission/Vision
Challenges in the External Environment
Scanning the Environment
Modes of Environmental Scanning
Swot Matrix Analysis
The External Environment (PEST Analysis)
Political
Economical
Social
Technological
Week 5-8 Challenges in the Internal Environment
The Government: The Business Caretaker
Culture: A Communal Convergence
Stakeholders: The Business Investors
Competitors: The Business Threats
Customers: The Business Challenge
Suppliers: The Business Partners
Community: The Business Concern
Porter’s Five Forces Model
Business Strategies
Value Chain Analysis
Supply Chain Management
Supply Management
Production and Operations
Marketing and Sales
Competitive Strategies
Life Cycle Strategies

Week 9-13 Corporate Level Strategies

 Integrative Growth Strategies
The Boston Consulting Group Model
The General Electric Model
Global Strategies
Organizational Systems
Organizational Structure
Types of Organizational Structure
Organizational Components
Strategic Asset Management
Intellectual Property Assets
Human resource Asset
Marketing Asset
Infrastructure Asset
Asset Management Strategies
Strategic Control Mechanism
Definition of Strategic Control
Performance Metrics
Strategic Management Revisited
Facets of Strategy
The Strategy Framework
Week 14-16 The Strategy Timeline
Strategy as Concept
Strategy as a Tool
People as Strategy
Perspective of Strategy
Military Perspective of Strategy
Game Perspective of Strategy
Economic Perspective of Strategy
Vertical/Horizontal Boundaries of the Firm
Strategy and National Development
Week 17-18 Strategic National Development
Strategy Framework for national Growth
Competitive Advantages of Nations
Strategic Analysis in Action
Case analysis
Conducting Case Analysis
Content of a Case Analysis
Doing Strategic Analysis
 VI. COURSE CONTENT

Learning Experiences
Intended Learning Assessment Task
Content Standard Time Teaching and Learning References
Outcome Topic(s) (ATs)
Frame Activities (TLAs)
Define the meaning  Students can define the Introduction  Written quizzes Fundamentals of
of strategic meaning of strategic A Strategic Management Strategic
management management Model 1-4  Lecture – Discussion  Recitation Management,.
 Strategic (12hrs)  Brainstorming N.A Orcullo, Jr.,
Identify the strengths  Students can identify the Management and  Activity Ph.D
and limitations of strengths and limitations Planning .Rex Book Store,
strategic planning of strategic planning  Strength and (2007)
Limitations of
Discuss and Strategic Planning
differentiate the  Student can explain and  Types of Strategic
types of strategic differentiate the types of Plans
plans strategic plans  Need for Strategic
Planning
Discuss the  Student can describe the  Organizational
importance of importance of strategic Mission/Vision
strategic planning planning Challenges in the External
Environment
Explain the  Students explain the  Scanning the
organizational vision organizational vision by Environment
by using as example using as example
 Modes of
Environmental
Define  Students can explain the
Scanning
environmental environmental scanning
 SWOT Matrix
scanning
Analysis
 Students can enumerate
Describe the four and describe the modes  The External
modes of of environmental Environment
environmental scanning (PEST Analysis)
scanning Political
  Students can explain the Economical
Explain the SWOT SWOT Matrix analysis Social
Matrix Analysis and and its relevance to Technological
its relevance to organizations
organizations
 Students can describe
Discover the the components of the
components of the SWOT Matrix Analysis
SWOT Matrix
Analysis

Identify the forces  Students can describe

interplaying in the the forces interplaying in
external the external environment
environment

Identify the role of  Students can identify the Challenges in the Internal 5-8  Recitation Fundamentals of
the government as government as the Environment  Group Activity  Written quizzes Strategic
the business business caretaker  The Government: (12hrs) Individual Management,.
 Presentations
caretaker The Business Reporting/Discussion N.A Orcullo, Jr.,
*Criteria for
Discuss the role of  Students can explain the Caretaker  Cooperative learning Ph.D
reporting:
culture as a venue of role of culture as a  Culture: A  Teacher Intervention .Rex Book Store,
Content:40%
communal venue of communal Communal Delivery:30% (2007)
convergence convergence Convergence Creativity:30%
Relate consumer  Stakeholders: The
behaviour to specific  Students can classify Business Investors
consumer outcomes and compare the types  Competitors: The
Explain the of competitors Business Threats
importance of  Customers: The
suppliers in any  Students can relate Business Challenge
business transaction consumer behaviour to  Suppliers: The
specific consumer Business Partners
Discuss the Porter’s outcomes are
 Community: The
Five Forces Model
Business Concern
 Students can explain the
 Porter’s Five Forces
Discuss the Porter’s Five Forces
Model
components of Model
supply chain
management  Students can explain the Business Strategies
components of supply  Value Chain
Define and explain chain management Analysis
the importance of  Supply Chain
inventory  Students can define and Management
management explain the importance  Supply Management
of inventory  Production and
Contrast management Operations
manufacturing from  Marketing and Sales
assembly  Students can contrast  Competitive
manufacturing from Strategies
Discuss the different assembly
popular competitive  Life Cycle Strategies
strategy  Students can discuss the
different popular
Distinguish the role competitive strategy
of innovation as
competitive strategy  Students can distinguish
the role of innovation as
Explain why a competitive strategy
companies opt to
implement stability  Students can explain
or retrenchment why companies opt to
strategies implement stability or
retrenchment strategies
Discuss the different
phases of the life  Students can discuss the
cycle of a product or different phases of the
a service life cycle of the product
or services

Define and explain  Students can define and Corporate Level Strategies
the significance of explain the significance  Integrative Growth  Oral recitation
integrative growth Strategies 9-13  Presentation of
of integrative growth  Lecture – Discussion
strategies  The Boston (15hrs) Survey
strategies  Survey/Interview
Consulting Group  Quiz
Differentiate Model  Student-centered
 Students can analyze  Reflective essay
horizontal discussion
situations or market  The General Electric
integration from  Teacher-centered vs.
scenarios where some Model
vertical integration Student-centered
corporate strategies may  Global Strategies
apporoach
be considered an option Organizational Systems
Differentiate  Library Research
 Organizational  Assignment
backward integration  Students can explain the Structure
from vertical  Buzz Session
concept of business unit  Types of
integration Organizational
and single business
concern Structure
Determine the
 Organizational
situations or market  Students can differentiate
Components
scenarios where the concept of business
some corporate level strategy and Strategic Asset
strategies may be corporate strategy Management
considered an option
 Intellectual Property
Conceptualize the  Students can differentiate Assets
business unit and functional responsibility  Human resource
single business from functional strategy Asset
concern and operating strategy  Marketing Asset
Compare and
contrast the concept  Infrastructure Asset
of business level  Asset Management
strategy and Strategies
corporate strategy Strategic Control
Distinguish Mechanism
functional  Definition of
responsibility from Strategic Control
functional strategy  Performance Metrics
and operating  Strategic
strategy Management
Revisited
 Facets of Strategy
Explain the theory The Strategy Framework Concept Mapping
behind the concept  The Strategy (Oral/Group discussion)  Paper and Fundamentals of
of value chain.  Students can make an Timeline Pencil test Strategic
 Strategy as Concept 14-16  Lecture – Discussion Management,.
idea about the theory
Distinguish supply (9hrs)  Venn Diagram  Recitation N.A Orcullo, Jr.,
behind the concept of  Strategy as a Tool
and distribution  Individual/group Ph.D
value chain  People as Strategy
chain Discussion  Reflective .Rex Book Store,
Perspective of Strategy
Identify the general  Students can identify  Military Perspective Essay (2007)
components of a the differences between of Strategy
Value chain the supply and  Game Perspective of  Project
Characterize the distribution chain Strategy Based/Creation
different strategic of Model
 Economic
management models  Students can Perspective of
familiarized with the Strategy
components of a value  Vertical/Horizontal
chain Boundaries of the
Firm
 Students can describe
the different strategic
models

Strategy and National

Discuss the concept Development  Brain Storming
and intent of  Students can briefly  Strategic National  Lecture-Discussion Fundamentals of
environmental describe the context of Development 17-18  Collaborative learning  Paper and Strategic
scanning environmental scanning  Strategy Framework (6hrs)  Small Group Pencil test Management,.
for national Growth Discussion N.A Orcullo, Jr.,
Distinguish the  Students can recognize  Team Writing  Ph.D
 Competitive Small Group
concept and the components of Presentation .Rex Book Store,
Advantages of
components of macro and micro (2007)
Nations
macro and micro environment analysis
Strategic Analysis in  SWOT analysis
environment Action
analysis.  Students can identify
 Case analysis  Written output
Outline the concept and describe the concept
of SWOT analysis  Conducting Case
of SWOT analysis Analysis
Underscore the  Content of a Case
significance of the  Students can point out
the significance or the Analysis
Vision-Mission
statement vision-mission  Doing Strategic
Distinguish vision statement as part of the Analysis
from mission strategic management
Recognize the agenda
elements of mission
statement and of the  Students can pinpoint
strategic vision the vision and mission
Create sample vision
and mission  Students can identify
statement the elements of mission
Differentiate the statement and of the
Strategic Intent and strategic vision
the Strategic Thrust
Discuss the  The students can
characteristics of formulate
strategic objectives vision/mission
statement

 Student can discuss the

similarities and
differences between the
strategic intent and
strategic thrust.

 Students can
characterized what is
considered strategic
objectives

Project Interview Project

Survey

VII. COURSE REQUIREMENTS

1. Attendance
2. Submission of all requirements (will be determined by the instructor)
3. Major Exams
 4. Oral and Quiz
VIII. GRADING SYSTEM
Major Exam 40%
Class Standing 30%
Project 20%
Attendance 5%
Behavior 5%
Total 100%
IX. Prepared by: JANINE J. SAGUID
Instructor
X. Submitted to: RYAN G. FLORENCONDIA, LPT, D.Hum
Director for Instruction
XI. Approved by: JUNREY P. PETERE, LPT, Ed.D, Ph.D , FRIEDr.
Dean of Academic Affairs