Strategic Management

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Syllabus

1. 1 MAY -AUGUST 2026 Lesson
2. 2 JAN -APRIL 2026 Lesson
3. 3 JULY-AUG 2025 Lesson
4. 4 REVISION JAN-APRIL 2024 Lesson
5. 5 Overview of Strategic Management Lesson
6. 6 1.1 Concept of strategy Topic
7. 7 1.2 Purpose of strategy Topic
8. 8 1.3 Characteristics of strategy Topic
9. 9 1.4 Advantages and disadvantages of strategic planning Topic
10. 10 1.5 Strategy approaches Topic
11. 11 1.6 Strategic versus tactical decisions Topic
12. 12 1.7 Patterns of strategy development Topic
13. 13 2.1 History Of The Organisation Lesson
14. 14 2.1.1 Importance Of History Lesson
15. 15 2.1.2 Path Dependency Lesson
16. 16 2.1.3 History As A Resource Lesson
17. 17 2.1.4 Historical Analysis Lesson
18. 18 2.1.5 Mission: Stated And Perceived Lesson
19. 19 2.2.1 Influence Of Culture On Strategy Lesson
20. 20 2.2 Organisational culture Lesson
21. 21 2.2.1 Influence of culture on strategy Topic
22. 22 2.2.2. Undertaking cultural analysis Topic
23. 23 2.2.3 Hofstede’s Cultural Dimensions Theory Topic
24. 24 3. Strategy Levels and Intent Lesson
25. 25 3.1 Corporate strategy Topic
26. 26 3.2 Business strategy Topic
27. 27 3.3 Operational strategy Topic
28. 28 3.4 Functional strategy Topic
29. 29 3.5 Vision statement Topic
30. 30 3.6 Mission statement Topic
31. 31 3,7 Strategic objectives Topic
32. 32 3.8 Statement of corporate values Topic
33. 33 4. Strategic Management Process Lesson
34. 34 4.1 Steps in the strategic management process Topic
35. 35 4.2 Strategic management in different contexts Topic
36. 36 4.3 Uncertainty and strategic drift Topic
37. 37 4.4 Limitations of strategic management Topic
38. 38 5. Strategic Analysis: The External Environment Lesson
39. 39 5.1 Policy and administrative framework Topic
40. 40 5.2 Political environment Topic
41. 41 5.3 Economic environment Topic
42. 42 5.4 Sociocultural environmemt Topic
43. 43 5.6 Technological environment Topic
44. 44 5.7 Ecological environment Topic
45. 45 5.8 Legal environment Topic
46. 46 5.9 Key drivers for change Topic
47. 47 5.10 Industry and sector analysis Topic
48. 48 5.11 Tools for external analysis Topic
49. 49 5.12 Competitor Analysis Topic
50. 50 6. Strategic Analysis: The Internal Environment Lesson
51. 51 6.1 Distinctive resources and capabilities as a basis of competitive advantage Topic
52. 52 6.2 VRIO – Value of resources and capacities, rarity, inimitability, organisational support Topic
53. 53 6.3 Organisational knowledge as a basis of competitive advantage Topic
54. 54 6.4 Diagnosing resources and capabilities Topic
55. 55 6.5 The value chain and value system Topic
56. 56 6.6 Activity systems Topic
57. 57 6.7 Benchmarking Topic
58. 58 6.8 Strengths and weaknesses Topic
59. 59 6.9 The Balanced Scorecard and Strategy map Topic
60. 60 6.10 Critical success factor analysis Topic
61. 61 6.11 Scenario planning Topic
62. 62 6.12 Gap Analysis Topic
63. 63 6.13 SWOT and the business model – Key features of corporate culture, Health culture that aid strategy execution, Unhealthy cultures that impede strategy execution, influence of culture on strategy, undertaking cultural analysis Topic
64. 64 7. Business Strategy and Models Lesson
65. 65 7.1 Generic competitive strategies: Cost leadership strategy, Differentiation strategy, Focus strategy, Hybrid strategy, The Strategy Clock Topic
66. 66 7.2 Interactive strategies: Interactive price and quality strategies, Cooperative strategy, Game theory Topic
67. 67 7.3 Business models: Value creation, configuration and capture, Business model patterns Topic
68. 68 8. Corporate Strategy and Diversification Lesson
69. 69 8.1 Strategy directors Topic
70. 70 8.2 Diversification and performance Topic
71. 71 8.3 Vertical Integration Topic
72. 72 8.4 Value creation and corporate parent Topic
73. 73 8.5 Portfolio matrices: The BCG (growth/share) matrix, The directional policy (GE- McKinsey) matrix, PIMS(Profit Impact on Marketing Strategy, Parenting matrix, The Scenario/vision – building approach Topic
74. 74 9. International Strategy Lesson
75. 75 9.1 Internationalisation drivers Topic
76. 76 9.2 International business environment and challenges Topic
77. 77 9.3 Geographical sources of advantage: Locating advantage- Porter’s Diamond, The international value system, International strategies, Market selection and strategy, Internationalisation and performance Topic
78. 78 10. Strategy Development Processes Lesson
79. 79 10.1 strategic thinking: The paradox of logic and creativity, The art and science of strategic thinking, The “Deep Dive” analogy: ,acumen, allocation of resources and action, Topic
80. 80 10.2 Strategy formation: Deliberate strategy developers, Emergent strategy developers, Logical incrementalism, Strategy as an outcome of political processes Topic
81. 81 10.3 Implications for managing strategy development; Strategy development in different contexts, Managing deliberate and emergent strategies Topic
82. 82 11. Matching Organisational Structure to strategy Lesson
83. 83 11.1 Value chain activities to be performed internally Topic
84. 84 11.2 Value chain activities to be outsourced Topic
85. 85 11.3 Aligning structure with strategy Topic
86. 86 11.4 Organisational Structure; Simple structure, Functional structure, Divisional structure, Matrix structure, Multinational structures, Project based structures, Strategy and structure fit Lesson
87. 87 11.5 Delegation of authority Lesson
88. 88 11.6 Systems: Planning system, Performance targeting systems Lesson
89. 89 11.7 Configuration and adaptability; The McKinsey 7-Ss, Agility and resilience Lesson
90. 90 11.8 Collaboration with external parties and strategies allies( network structure) Lesson
91. 91 12. Leadership and strategic Change Lesson
92. 92 12.1 Strategic Leadership vision and change Topic
93. 93 12.2 Theories of leadership and change Topic
94. 94 12.3 Types of strategic change Topic
95. 95 12.4 Levers for strategic change Topic
96. 96 12.5 Methods of introducing strategic change Topic
97. 97 12.6 Strategic leadership roles and effectiveness Topic
98. 98 12.7 Strategic change: revolution versus evolution Topic
99. 99 12.8 Diagnosing the change context Topic
100. 100 12.9 Managing major changes Topic
101. 101 12.10 Problems of formal change programmes Topic
102. 102 12.11 Managing corporate politics Topic
103. 103 12.12 Managing complexity Topic
104. 104 12.13 Leadership in practice Topic
105. 105 13. The Practice of Strategy Lesson
106. 106 13.1 The strategists; Top manager and directors, Strategic planners, Middle managers, Strategy consultants Topic
107. 107 13.2 Strategising: Strategy analysis, Strategy issue- selling, Strategic decision making. Communicating the strategy Topic
108. 108 13.3 Strategy Methodologies: Strategy workshops, Strategy projects, Hypothesis testing, Business cases and strategic plans Topic
109. 109 13.4 Strategy Implementation : Relationship between strategy formulation and implementation, Plans Programs and budgets, Steps for effective strategy implementation, Resource allocation Topic
110. 110 14. Strategic Control Lesson
111. 111 14.1 Evaluation and control in strategic management Topic
112. 112 14.2 The strategic control process Topic
113. 113 14.3 Monitoring evaluation and reporting Topic
114. 114 14.4 Measuring corporate performance Topic
115. 115 14.5 Strategic information systems Topic
116. 116 14.6 Strategic surveillance Topic
117. 117 14.7 Guidelines for proper control Topic
118. 118 14.8 Balance Scorecard as a tool for control Topic
119. 119 14.9 Sustaining organisational effectiveness Topic
120. 120 15. Contemporary issues and Case Studies in Strategic Management Lesson
121. 121 15.1 David, F. R.,(2011). Strategic Management: Concepts and Cases(Thirteenth Edition), Prentice Hall. ISBN 10: 0- 13-612098-9 ISBN 13: 978-0-13-612098-8 https://www.pdfdrive.com/strategic- management -e29174092.html Topic
122. 122 15.2 Steiss, A. W. (2019). Strategic management for public and nonprofit organisations. Strategic Management for Public and Nonprofit Organisations.https:/10.4324/9781482275865 Topic
123. 123 3. Hitt ,M. A.,Ireland, R. D.,& Hoskisson, R. (2012). Strategic Management Cases: Competitiveness and Globalization. Cengage Learning Academic Resources Centre.https;//www.pdfdrive.com/strategic-management-cometitiveness-and-globalization-7th-ed-e34339292.html Topic
124. 124 4. Barley B.J.&Hesterly S.W (2015).Strategic Management and Competitive Advantage Concepts and Cases – Fifth Edition Pearson Education Limited England.ISBN978-0-13-312740-9,ISBN 13:978-1-292-06008-8. https;//www.pdfdrive.com/strategic-management-competitive-advantage-concepts-and-cases-e186755283.html Topic
125. 125 5. Hill, C. W. L., & Jones, G. R.(2016), Strategic management : An Integrated approach, Strategic Management an Integrated Approach, Cengage Learning Stamford.https;//www.pdfrive.com/strategic-management-theory-an-integrated-approach-11th-edition-2014-by-charles-w-I-hill-gareth-r-jones-mellissa-a-schilling-e157843323.html Topic
126. 126 6. Just, V. (2020). Sustainable Business Processes in Global Companies Current Perspectives and Future Trends in Regard to Efficiency and Risk Management Springer, Bucharest, Romania.https://doi.org/10.1007/978-3-658-28196-0 s Topic
127. 127 7.Kasneb approved study packs and e-learning resources Topic