IMI

International Management Institute

4
th
Post 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 0or1ing understanding o2 strategic management as the long term %rocess o2
ena.ling a 2irm to com%ete 0ith sustained ad/antage in its .usiness en/ironment and to
create a conce%tual 2rame0or1 that 0ills ser/e students as a re2erence throughout their
.usiness careers and ena.le them to ma1e %rogressi/e and a%%ro%riate use o2 the learned
conce%ts to0ards su%erior %er2ormance and e22ecti/e contri.ution to the sustained
success o2 the 2irms the, 0ill .e a %art o2#
Pedagogy:
The 2ocus 0ill .e on %artici%ati/e learning# The course 0ill ha/e a *udicious mi3 o2
theoretical conce%ts including models and %ractical illustrations# 4ttem%ts 0ill .e made
to lin1 real li2e situations (not necessaril, 2rom con/entional .usiness) 0ith the
theoretical 2rame0or1s# There 0ill .e ma*or em%hasis on continuous interacti/e and
shared learning# 5ase studies and %resentations 0ill .e used to rein2orce the learning
5riti6uing o2 theories7 models relating to real 0orld e3%erience 0ill also .e encouraged#
5ase anal,sis and criti6uing 0ill ser/e as a .asis 2or e/aluation o2 student %er2ormance#
)/aluation 5riteria" )nd term )3am 80 Mar1s
-ne assignment 5ase stud, and %resentation or
Pa%er su.mitted on a s%eci2ic area o2 9trateg,7 cou%led 0ith
4ttendance and 5lass %artici%ation e/aluation 40 Mar1s
Total !00 Mar1s
Session Plan
A. Content
1. Introduction and overview;
9trategic Management as a 1e, .usiness conce%t#
Its e/olution 2rom its ince%tion in the science o2 0ar2are
Its crucial signi2icance in .usiness organi:ation#
The 2lo0 o2 strateg, 2rom organi:ational /ision and core /alues through 1e, 2ocus
areas7 setting and achie/ement o2 targets to ensure attainment o2 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, 2unctional
result areas7 targets7 action %lans7 results and 2eed.ac1# De2initions o2 each o2
these terms and their lin1ages 0ith the other elements o2 the model# Relating the
strategic management model to the .asic model o2 s,stems %ro/iding conce%tual
clarit, and an eas, to 2ollo0 re2erence 2or .etter strategic %lanning#
9ession !-2
Competitive Advantage:
)3%loring the 2actors that contri.ute to com%etiti/e ad/antage and result in
sustained le/els o2 %er2ormance in the 2irm<s .usiness en/ironment# De/elo%ment
o2 uni6ue ca%a.ilities# The challenge o2 de2ending against imitation# Di22usion-the
co%,ing o2 inno/ati/e %ractices ., com%etitor 2irms and the time to di22usion as a
contri.utor to sustenance o2 industr, leadershi%# Internal %rocess as su%erior casual
2actors to sustaina.le com%etiti/e ad/antage# The need 2or antici%ator,
de/elo%ment o2 com%etiti/e ad/antage to sustain industr, leadershi%#
9ession (-4
. !usiness "efinition:
)la.oration o2 the term =.usiness de2inition=- di22erentiation 2rom com%etitors-
%ro/ision a theor, o2 the .usiness# 5reati/e e3%loration o2 de/elo%ments in the
2irms .usiness en/ironment# 5haracteristics o2 good .usiness de2initions# Ho0
.usiness de2initions contri.ute to the de/elo%ment o2 com%etiti/e ad/antage#
>eed 2or continuous re2inement - and 0here necessar, rede2inition# 5hallenges
%osed ., rede2inition-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# 4d/antages and disad/antages o2 using 9B-T
anal,sis 2or stud,ing industr, en/ironments# The 2i/e 2orces model 2or anal,sis o2
industr, structure# 5orrelation o2 2orce intensit, to industr, %ro2ita.ilit,#
Cimitations o2 9B-T and the 2i/e 2orces model in %ro*ecting =long= term
de/elo%ments#
9ession &-!!
Mid Term )3am
%. Change as a &ey driver of Strategic 'anagement:
Cac1 o2 res%onsi/eness to change the greatest .usiness %ro.lem# The 2actors
res%onsi.le 2or lac1 o2 res%onsi/eness-managerial cognition7 lac1 o2 em%hasis on
higher-le/el learning7 homogeneit, in managerial thin1ing# Cimiting in2luence o2
industr, norms# Thin1ing and acting li1e industr, outsiders# Role %la,ed .,
general mangers in managing change#
India<s %olitical and economic leaders# The 2ailure o2 /ision-Cicense and its role
in limiting the de/elo%ment o2 com%etiti/e ca%a.ilities in India<s %olitical and
economic leaders#
9ession !2-!4
(. Corporate strategy and diversification:
Bhat is 5or%orate 9trateg, - concern 0ith scale and sco%e o2 .usiness 2irms# Bh,
2irms di/ersi2,# Integration /ertical and hori:ontal# Related di/ersi2ications#
DnrelatedAconglomerate di/ersi2ication# 4d/antages and disad/antages o2 each# Desired
out outcome o2 cor%orate strateg,-s,nerg,-Bh, to achie/e s,nerg,-%it2alls to .e
a/oided# ;e, role o2 manager<s .elie2s and understanding in creating a %ositi/e
relationshi% .et0een di/ersi2ication and %er2ormance# De/elo%ing s1ills in managing
di/ersi2ications7 learning 2rom e3%erience#
9ession !'- !?

). Analysis of the Indian !usiness $nvironment:
!! a 0atershed# 4nal,sis o2 the .usiness en/ironment %rior to and %ost this di/iding
line# 4d/antages and gains 2rom the %olicies 2ollo0ed ., India<s %olitical and
economic leaders# The 2ailure o2 /ision-Cicencing and its role in limiting the
de/elo%ment o2 com%etiti/e ca%a.ilities in Indian 2irms# Current $nvironment: India
9B-T# The road ahead# 4reas o2 o%%ortunit,# 4reas o2 ris1# 5om%arison 0ith other
emerging economies# Human resources the /ital 2actor# The need 2or national consensus on
the 0a, 2or0ard#
9ession !&
# 4nal,sis o2 signi2icant recent Managerial 5once%ts and Techni6ues# Their
rele/ance 2or strategic %lanning# 5ore 5om%etence# Process re-engineering#
)nter%rise resource management# $a%anese contri.utions including T@M#
Managing these conce%ts to im%act su%erior %er2ormance and ensure com%etiti/e
ad/antage# 9ome interesting conce%ts including creati/it, and intuition#
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 (
th
edition Pearson 211%
*eference *eading Strategic 'anagement -y Ale, 'iller
!. +eaching Approach
The 2ocus 0ill .e on %artici%ati/e learning# The course 0ill ha/e a *udicious mi3 o2
theoretical conce%ts including models and %ractical illustrations# 4ttem%ts to lin1 real
li2e situations (not necessaril, 2rom con/entional .usiness) 0ith the theoretical
2rame0or1s# There 0ill .e ma*or em%hasis on continuous interacti/e and shared
learning# 5ase studies and %resentations 0ill .e used to rein2orce the learning
5riti6uing o2 theories7 models relating to real 0orld e3%erience 0ill also .e encouraged#
5ase anal,sis and criti6uing 0ill ser/e as a .asis 2or e/aluation o2 student %er2ormance#
+e,t !oo& *ecommended Strategic 'anagement2 Strategy formulation and
Implementation
Pearce 3 *o-inson Pu-lished -y AI+!S Price *s. 2#1
*eference for *eading. Strategic 'anagement -y Ale, 'iller
Strategy and !usiness 4andscape -y Pan&a5 /hemawat Pearson $ducation
.