Silibus

No.	Information on Course
1.	Course Name :            Strategic Management
2.	Course Code:  BPMN 3023
3.	Name(s) of Academic Staff:   Dr. Haim Hilman Abdullah, Dr. Sri Shanmugan, Dr. Cheng Wei Hin, PM Dr. Hamzah Abdul Rahman, Badruddin A. Rahman, Shahmir Abdullah, Khaw Yew Bin, Mustafa Zakaria, Mohd. Zainuddin Othman, Kadzrina Abdul  Kadir, Dzulhilmi Ahmad Fawzi , Chong Yen Wen, dan Darwina Arshad.
4.	Rationale for the inclusion of the course in the programme:  This is a capstone program that inter-relates other business courses that students have previously undertaken and is one of the compulsory core course for all business students.
5.	Semester/Year Offered:  Semester Seven /Year Four
6.	Total Student Learning Time (SLT)		Face to face											SL				TLT
	L = Lecture T = Tutorial P = Practical O = Others		L			T			P				O
			28			10							4	60				120.8
7.	Credit Value:  3 Credit Hours
8.	Pre-requisite (if any):    After Accumulating 80 Credit Hours or above
9.	Objective(s) of Course : Students are expected to:                    i.        Apply the acquired knowledge in the work environment in line with the firm’s practice                    ii.        Understand the rudiments of strategic decision making and the process it entails                 iii.         Contribute towards the strategic management process effectively and exhibit ability to analyze any given situation.
10.	Course Learning Outcomes:                 i.         Identify and define strategic management theories and strategies (C1, A1,P1).                ii.        Apply theory to practise and be able to absorb the different techniques and tools towards the problems faced as well as to identify the weaknesses/limitations of the tools employed (C2,A1,P2)               iii.          Discuss problems and the main issues in a given business situation (C1,A2,P3)         iv.        Establish the evaluation criteria for organizational strengths/weaknesses and opportunities/threats in order to perform a management audit of strategy formulation, implementation and control (C4,A3,P4)
11.	Transferable Skills:  Analysis, team work, problem solving, leadership and communication (written and presentation skills).
12.	Teaching-learning and assessment strategy: Mixed method between teacher centred and student centred with a continuous assessment strategy
13.	Synopsis:        Strategic management provides the basis for adapting the organization to the vagaries of an unpredictable, turbulent environment and for more effectively and efficiently achieving the firm's objectives. Strategic management is the continuous process of analysis, planning, and action to keep a firm is aligned with its external environment. It aims to capitalize on organizational strengths and environmental opportunities while minimizing or avoiding organizational weaknesses and environmental threats. Strategic management is a multidisciplinary course that integrates the knowledge learned from other courses that were concerned with a specific functional area (e.g. production, marketing, finance, accounting, human resources), and/or well-defined and specialized body of knowledge (e.g. economics, statistics, business law, information systems). In contrast, the problems and issues of strategic management cover the whole spectrum of business and management.
14.	Mode of Delivery: Lectures, discussions and problem-based learning
15.	Assessment Methods and Types: Group Project:                              20% Case Study:                                  10% Presentation:                                 10% Mid Semester Exam:                      20% Final Exam:                                   40%
16.	Mapping of the course/module to the Programme Aims
	Programme Aims				Course Learning Outcomes
					1					2					3				4
	The aim of the BBA program is to produce graduates in business administration who are both capable and ethical and at the same time able to apply knowledge and skills attained critically within the context of business and general society.				3					3					3				3
17.	Mapping of the course/module to the Programme Learning Outcomes
	Programme Learning Outcomes			Course Learning Outcomes
				1							2				3				4
	Application of knowledge on all functional areas of business administration			3							3				3				3
	Apply high quality skills in service provision within the business context			2							2				3				2
	Demonstrate scientific and critical problem solving skills by using relevant business instruments and techniques			3							2				3				2
	Demonstrate effective communication skills in dealing with business administration matters.			3							3				2				2
	Apply teamwork skills in managing business administration issues and problems in the context of corporate social responsibilities.			3							3				3				3
	Exhibit ethical values and professional attitudes in managing organisational and business issues.			2							2				3				3
	Update and integrate knowledge on business administration on a continual basis through the use of information technology.			3							3				2				3
	Identify current and future opportunity and threats in managing an organisation by using managerial and entrepreneurial skills.			3							2				2				3
	Project leadership skills in addressing issues related to business administration in an organizational context			2							2				3				3
18.	Content outline of the course/module and the SLT per topic
Topic		Learning Outcome						Face to Face									SL			TLT
								L				T				P/O
Introduction To Strategic Management i.  Definition of Strategic Management. ii  Phases of Strategic Management. iii Strategic Management Model. iv. Strategic Decision Making v.  The Impact of Globalization on Strategic Management		1						4				1					6			12
Corporate Governance i Definition of Corporate Governance. ii Role of The Board of Directors (BOD). iii BOD Role in Strategic Management. iv. BOD Structure  v. Trends in Corporate Governance. vi. Role of Top Management.		1,2						2				1					3			6
External Environmental Scanning i.  Definition of Environmental Scanning. ii  Environmental Scanning Process . iii  External Environmental  Variables iv  External Strategic Factors. v  Porter’s Approach in Industry Analysis. vi  Information Gathering Activities about Competitors. vii Opportunities and Threats		2,3,4						4				1				1	6			12
Internal Environmental Scanning i   Resources  Based Approach. ii   Business Models. iii  Value Chain Analysis. iv  Scanning of Functional Resources and Organizational Capabilities. v  Strengths and Weaknesses		2,3,4						4				1				1	6			12
Strategy Formulation i  Strategy Formulation. ii  SWOT Analysis. iii  TOWS Matrix. iv  Business Strategies. v  Types of Corporate Level Strategies. vi  Types of Business Level Strategies. vii  Types of Functional Level Strategies. viii Portfolio Analysis		2,3,4						4				1				2	6			12
Strategy Implementation i  Definition of Strategy Implementation. ii  Program  Establishment . iii  Budget  Formation. iv  Procedure Formation v   Organizing for Action. vi  International Issues in Strategy Implementation		2,3,4						2				1					3			6
Staffing and Leading i   Staffing Issues. ii  Relationship between Staffing and Strategies. iii  International Staffing Issues. iv  Issues in Leadership. v   Corporate Culture. vi  Action Planning.		2,3						2				1					3			6
Evaluation And Control i   Evaluation and Control Processes. ii  Evaluation and Control in Strategic Management. iii  Measurement of Performance. iv  Issues in Performance Measurement. v  Guidelines  for  Control. vi  Strategic Information System		2,3,4						2				1					3			6
Strategic Management Issues: Managing Technology And Innovation i  Innovation and Technology Issues affecting Environmental Scanning. ii  R & D Issues in Strategy  Implementation. iii Technology and Innovation Issues   in  Evaluation and Control.		3						2				1					3			6
Ethics and Corporate Social Responsibility In Strategic Management i  Strategic Decision Makers and Social Responsibility. ii  Ethical  Decision Making. iii  Corporate Stakeholders. iv  The Responsibility of a firm.		2,3						2				1					3			6
								28				10				4	42			84
Assessment							Face to Face										SL			TLT
Course work							55.8										51.5			107.3
Final examination							2.5										11			13.5
Total Notional Hours							58.3										62.5			120.8
Credit Hours							3
Main Reference: Wheelen, T. & Hunger, J. (2010). Strategic management and business policy (12th ed.). New  Jersey: Prentice Hall. Additional References: Barney, H., & Hesterley, W. S. (2008). Strategic management and competitive advantage:    Concepts and cases (2nd ed.). New Jersey: Pearson International. Dess, G., Lumpkin, G. T., & Eisner, B. A. (2008).  Strategic management: Text and cases  (4th ed.). USA: McGraw Hill. David,  F. R. (2007). Strategic management: Concepts and cases  (11th ed.). New Jersey: Prentice Hall. Haim, H. A. (2006).  Pengurusan strategik (3rd. ed.).  Kuala Lumpur:  McGraw Hill. Hill, W. L. C. & Jones, G. R. (2009) Theory of strategic management with cases (8th ed). USA:South-Western. Hitt, I., & Hoskisson, P. (2005). Strategic management, competitiveness and  globalization: Concepts and cases (6th ed.). USA: Thomson Corporation. Khairuddin,  H. (2005). Strategic management  (1st ed.). Kuala Lumpur: Thomson Learning. Thompson, Jr., Gamble, J. E., Strickland, A.J. (2004). Strategy: Winning in the marketplace: Core concepts, analytical tools, cases. 1st Edition. USA: McGraw-Hill. Thompson, R. Jr. & Strickland, A.J. (2004). Strategic management: Concepts and cases. 14th Edition. New York: McGraw-Hill.