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Title, Code, Credit Points and Contact Hours Course Description and Learning objectives Course Contents Required Readings Course Evaluation Training schedules


1 4


0.2 Course Description

This course is designed for practising managers. It is a course that presents a comprehensive and holistic approach to business management; focuses on the interface between a firm and its environment. The course presents key conceptual, and methodological strategic management issues that are associated with modern corporate management.

0.3 Learning ObjectivesExplain and evaluate a range of theories and concepts of strategy and the strategy process Critically review the strategy of an organization, with respect to environmental and organizational fits Critically review functional policies and priorities from a strategic perspective


Synthesize theory and practice to assess the efficacy of strategic models and frameworks Critically evaluate implementation and control mechanisms that minimize problems in strategic change Produce creative solutions to strategic problems for organizations facing diverse environmental and organizational constraints, where there is incomplete information and ambiguity

0.4 Course Contents

1. Introduction to Strategic Business Management: Scope, meaning, challenges, the need of strategic knowledge in business, strategic management models. 2. Setting the Organisational Direction: Vision, Mission, Objectives, strategies, tactics, performance control and evaluation, necessary corrective measures. 3. Strategic Situation analysis: SWOT (strengths, weaknesses, opportunities, risks and threats), environmental scanning (PESTEL).


4. Developing Strategies: Hierarchy of strategy corporate, business and functional; Porters generic strategies, Ansoffs strategies, reactive versus proactive situation of a strategy. 5. Strategy Implementation: Business Plan, strategy and structural design, the fits of a strategy (organisation structure, budget, culture, etc). 6. Strategy Control: types of control, control process, measuring performance, management control system, MIS.


7. Managing a competitive Business Environment: nature of competition, application of Porters Five Forces Framework, Generic competitive strategies.

0.5 Delivery ModalityLecture Presentation through slides Class Discussion/Group Discussion Case Studies

0.6 Required Readings1.



The expected excel text books Johnson, Gerry and Kevan Scholes (2003), Exploring Corporate Strategy, Fifth edition, Prentice-Hall International, London. Ndunguru P.C., (1999), Strategic Business Planning & Policy, MU Press.

0.7 Recommended Readings1.

2. 3.

Arthur, A. Thompson and A.J. Strickland (1993), Strategic Management: Concepts and Cases, Fifth edition, Business Publications Inc./Irwin, Homewood Cliffs, Illinois Ansoff, H. I. (1995), The New Corporate Strategy, Revised ed, John Wiley and Sons. Journals on the substantive subject: Harvard Business Review; Journal of business Strategy; LongRange Planning; Strategic Management Journal; Planning Review,; SAM Advanced Management Journal. Ghemawat. P. Strategy and Business landscape: Harvard Business review

0.8 Course EvaluationGroup Assignment Tests Term Paper Course Work 10 Marks 20 Marks 20 Marks 50 Marks

0.9 Course Facilitators1.



Lecturer: Mnzava, J.A. (0659116666); jamnzava@yahoo.com Class Representative: To be selected by the participants, Lets select him/her now. There should be an assistant. Even other participants

0.10 Block One Training Schedule: 2nd Week (1)DATE Monday 3rd Oct 2011 TIME TOPIC

19.30-21.30 Nature and Importance of Strategic Management

Tuesday 4th 17.00-19.00 Environmental Analysis Oct 2011 Wednesday 19.30-21.30 Environmental Analysis 5th Oct 11

2nd week (1)Thursday 6th Oct 11 Friday 7th Oct 2011 Sat 8th Oct 2011 Sat 8th Oct 2011 17.00-19.00 Environmental Analysis Providing Group Assigt & Term Paper Questions Setting the organizational Direction Strategy Formulation: Corporate Strategies Participants Working on Group Assignment


10.30-12.30 16.00-18.00

3rd Week (2)DATE Monday 10th Oct 2011 Tuesday 11th Oct 2011 Wednesday 12th Oct 11 TIME 19.30-21.30 17.00-19.00 19.30-21.30 TOPIC Dr Tundui: Managerial Economics Dr Tundui: Managerial Economics Strategy Formulation: Corporate Strategies

3rd Week (2)Thursday 13th 17.00-19.00 Oct 2011 Friday 14th Oct 2011 Sat 15th Oct 2011 Sat 15th Oct 2011 19.30-21.30 8.00-10.00 10.30-12.30 Corporate Strategies Competitive Strategies Competitive Strategies Market Strategies THE END OF THE 1ST BLOCK

0.11 Block Three Training Schedule: 9th Week (3)DATE Monday 21st Nov 2011 Tuesday 22nd Nov 2011 Wednesday 23rd Nov 11 TIME 19.30-21.30 17.00-19.00 TOPIC Functional Strategies Strategic Management Models Strategic Managt Models


9th Week (3)Thursday 24th Nov 2011 Friday 25th Nov 2011 17.00-19.00

Test (20 marks) Submission of Assignments& Term Papers Strategy Implementation


Saturday 10.30-12.30 26th Nov 11Saturday 16.00-18.00 26th Nov 11

Strategy ImplementationSelf Preparation

10th Week (4)DATE Monday 28th Nov 2011 Tuesday 29th Nov 2011 Wednesday 30th Nov 11 TIME 19.30-21.30 17.00-19.00 19.30-21,30 TOPIC Strategy Implementation Strategy Evaluation and Control Strategy Evaluation and Control

10th Week (4)Thursday 1st Dec 2011 17.00-19.00 Management of Competitive Environment Review and Course Evaluation

Friday 2nd Dec 19.30-21.30 2011

Saturday 3rd Dec 2011Saturday 4th Dec 2011


ReviewClosing and Best Wishes

0.12 Block 6: Preparation and Final ExaminationsDATE ACTIVITY

21st Week: From 13th to 17th February 2012

-Preparation for End of Semester One Examinations -Receiving the Coursework from prospective lecturers 22nd Week: From 20th to Attending and Doing End of 24th February 2012 Semester One Examinations


Definition of SBM Levels of Strategic Management Strategic Management Process Importance of Strategic Management

STRATEGIC MANAGEMENT DEFINEDStrategic management is a set of managerial decisions and actions that determine the long-run performance of a corporation. It includes strategy formulation, strategy implementation, and evaluation and control. Strategic management is concerned with monitoring and evaluating environmental opportunities and constraints in light of a corporations strengths and weaknesses.


Corporate Strategy Business Strategy Functional Strategy

CORPORATE STRATEGYCorporate Strategy explores the ways in which a business can develop its activities favorably. It establishes an approach of making decisions about the type of business in which a firm should be involved, the flow of financial and other resources to and from its activities, the relationship of the corporation to key groups in its environment and the ways in which a corporation can increase its return on investment.

BUSINESS STRATEGYBusiness strategy occurs at the divisional level and emphasizes on the improvement of the competitive position of a corporations products/ services in the specific industry or markets segment served by the division.

BUSINESS STRATEGY CONTINUEDA division may be organized as a Strategic Business Unit (SBU) around a group of similar products. Top management usually treats an SBU as a semi-autonomous unit with the authority to develop its own strategies also integrate various functional activities so that divisional objectives are achieved. A business strategy which is sometimes called competitive strategy may be one of overall cost leadership, differentiation or focus.

FUNCTIONAL STRATEGYFunctional strategy focuses on the maximization of resource productivity. Functional departments develop strategies in which their various activities and competencies are pulled together for the improvement of performance.

STRATEGIC MGT LEVELS: THE CASE OF MZUMBE UNIVERSITYCorporate Level: VC, Council, DVCs, Senate Divisional Level: Mbeya Campus, Dar Campus, Directorates, Faculties Functional Levels: Departments

STRATEGIC MANAGEMENT PROCESSEnvironmental Scanning Strategy Formulation Strategy Implementation Evaluation and Control

ENVIRONMENTAL SCANNINGThe top management scans both the external environment for opportunities and threats, and the internal environment for strengths and weaknesses. Those factors which are most important to the corporations future are referred to as strategic factors.

STRATEGY FORMULATIONStrategy formulation is the development of long-range plans for the effective management of environmental opportunities and threats in light of the corporate strengths and weaknesses. It includes defining the corporate mission, specifying achievable objectives, developing strategies and setting policy guidelines.

CORPORATE MISSIONThe corporate mission is the purpose or reason for the corporations existence. A mission may be narrow or broad in scope. A narrow mission clearly limits the scope of the corporations activities in terms of product or service offered, the technology used, and the market served. A broad mission widens the scope of the corporations activities to include many types of products or services, markets and technologies.

OBJECTIVESThe corporate mi