BACHELOR OF SCIENCE IN MANAGEMENT ACCOUNTING

Course Name: STRATEGIC MANAGEMENT

Course Description:
This course deals with the standards in the preparation of current and up-to-date concepts in strategic management. It includes
strategic leadership, implementation, and entrepreneurship. It would enhance the capability of the students to adopt strategic management
and strategic competitiveness as applied and practiced in the corporate world. This course will put emphasis on methods such as case studies
and experiential learning in delivering instruction to students, thereby allowing them to think critically and develop informed judgment that is
double and practical in a business setting.

Credit: 3 units
Pre-requisite: Governance, Business Ethics, Risk Management, and Internal Control
Detailed Course Outline

TIME FRAME TOPICS/CONTENT OBJECTIVES/COMPETENCIES LEARNING STRATEGIES ASSESSMENT/ EXPECTED OUTCOMES

ACTIVITIES
Week 1 1 ½ hr. ORIENTATION  To produce employable  Reciting the MPCI  Students to submit  Memorized and
1. MPCI Vision/Mission graduates with honor, Vision/Mission. reflection paper on understood the
2. MPCI Hymn dignity and integrity. Elaborating the true their realization from Mission/Vision of the
3. Classroom Rules and  To enhance capabilities to essence/meaning of the initial discussion institution as well as
Regulations employers through the MPCI  Essay on advocacy appreciate its
4. Course professional development Vision/Mission and commitment meaning and context
Requirement/Grading program. Lecture/ discussion fully and be proud of
System  To render quality services  Apply online how the institute
for the satisfaction of classroom rules and molds students to
stakeholders. regulations with become upright
 To undertake research to appropriate conduct citizens
address national and global and behavior  Familiarized with the
concerns. classrooms rules and
 Know the school policies regulations as well as
pertaining to the conduct the grading system.
and discipline of the
students and school grading
system.
Week 2 4 ½ hrs. THE NATURE OF  Describe the strategic-  Power Point  Student to submit  Learned the
STRATEGIC management process. Presentation homework relating to strategic-
MANAGEMENT  Explain the need for  Lecture the nature of management
 Overview of integrating analysis and  Interaction strategic process.
Strategic intuition in strategic  Question and Answer management  Discussed the need
management management.  Students to submit a for integrating
 Stages of  Define and give examples of journal on their analysis and intuition
Strategic key terms in strategic learning relating to in strategic
Management management. the topic management.
 Integrating  Discuss the nature of  Quiz on the topic  Described and listed
intuition and strategy formulation,  Rubrics for class key terms in strategic
analysis implementation, and participation management.
 Adapting to evaluation activities.  Discussed the nature
change  Describe the benefits of of strategy
 Key terms in good strategic formulation,
strategic management. implementation, and
management  Explain why good ethics is evaluation activities.
 Competitive good business in strategic  Discussed the
advantage management. benefits of good
 Strategies  Explain the advantages and strategic
 Vision and disadvantages of entering management.
mission global markets.  Discussed why good
statements  Discuss the relevance of Sun ethics is good
 External Tzu’s The Art of War to business in strategic
opportunities and strategic management. management.
threats  Discuss how a firm may  Discussed the
 Internal Strengths achieve sustained advantages and
and weaknesses competitive advantage. disadvantages of
 Long-term entering global
objectives markets.
 Annual objectives  Discussed the
 Policies relevance of Sun
 The Strategic- Tzu’s The Art of War
Management to strategic
Model management.
 Benefits of  Discussed how a firm
strategic may achieve
management sustained
 Financial and competitive
non-financial advantage.
benefits
 Why some firms
do no strategic
planning
 Pitfalls in
strategic planning
 Guidelines for
effective strategic
management
 Business ethics
and strategic
management
 Comparing
business and
military strategy
 The nature of
global
competition
  Excerpts from
Sun Tzu’s The Art
of War Writings
Week 3 6 hrs. FORMULATING THE  Describe the nature and role  Power Point  Student to submit  Learned the nature
to 4 BUSINESS VISION AND of vision and mission Presentation homework relating to and role of vision and
MISSION statements in strategic  Lecture formulating the mission statements
 Overview of management.  Interaction business vision and in strategic
business  Discuss why the process of  Question and Answer mission management.
 The process of developing a mission  Students to submit a  Explained why the
developing vision statement is as important as journal on their process of developing
and mission the resulting document. learning relating to a mission statement
statements  Identifying the components the topic is as important as the
 Importance of mission statements.  Quiz on the topic resulting document.
(benefits) of  Discuss how clear vision and  Rubrics for class  Identified the
vision and mission statements can participation components of
mission benefit other strategic mission statements.
statements management activities.  Explained how clear
 Characteristics of  Evaluate mission statements vision and mission
a mission of different organizations. statements can
statement  Write good vision and benefit other
 Mission mission statements. strategic
statement management
components activities.
 Evaluated mission
statements of
different
organizations.
 Listed good vision
and mission
statements.
Week 5 4 ½ hrs. MAKING AN EXTERNAL  Describe how to conduct an  Power Point  Student to submit  Explained how to
to 6 ASSESSMENT external strategic Presentation homework relating to conduct an external
 The nature of an management audit.  Lecture making an external strategic
external audit  Discuss 10 major external  Interaction assessment management audit.
 The process of forces that affect  Question and Answer  Students to submit a  Discussed 10 major
performing an organizations: economic, journal on their external forces that
external audit social, cultural, and learning relating to affect organizations:
 The industrial demographic the topic economic, social,
organization view environmental, political,  Quiz on the topic cultural, and
 Economic forces governmental, legal,  Rubrics for class demographic
 Social, cultural, technological, and participation environmental,
 demographic, and competitive. political,
environmental  Identify key sources of governmental, legal,
forces external information technological, and
 Political, including the internet. competitive.
governmental,  Discuss important  Identified key sources
and legal forces forecasting tools used in of external
 Technological strategic management. information including
forces  Discuss the importance of the internet.
 Competitive monitoring external trends  Discussed important
forces and events. forecasting tools
 Competitive  Explain how to develop an used in strategic
intelligence EFE Matrix. management.
programs  Explain how to develop a  Explained the
 Cooperation competitive profile matrix. importance of
among  Discuss the importance of monitoring external
competitors gathering competitive trends and events.
 Market intelligence.  Explained how to
commonality and  Describe the trend toward develop an EFE
resource cooperation among Matrix.
similarity competitors.  Explained how to
 Competitive  Discuss the economic develop a
analysis: Porter’s environment in Russia. competitive profile
Five-Forces  Discuss the global challenge matrix.
Model facing American firms.  Discussed the
 Rivalry among  Discuss market commonality importance of
competing rims and resource similarity in gathering
 Potential entry of relation to competitive competitive
new competitors analysis. intelligence.
 Potential  Described the trend
development of toward cooperation
substitute among competitors.
products  Discussed the
 Bargaining power economic
of suppliers environment in
 Bargaining power Russia.
of consumers  Discussed the global
 Sources of challenge facing
external American firms.
information  Discussed market
 Forecasting tools commonality and
and techniques resource similarity in
  Making relation to
assumptions competitive analysis.
 The global
challenge
 Multinational
corporations
 Globalization
 Industry analysis:
The external
factor evaluation
(EFE) Matrix
 The competitive
profile matrix
(CPM)
Week 6 1 ½ hr.  PRELIMINARY EXAMINATION
Week 7 6 hrs. MAKING AN INTERNAL  Describe how to perform an  Power Point  Student to submit  Discussed how to
to 8 ASSESSMENT internal strategic Presentation homework relating to perform an internal
 The nature of an management audit.  Lecture making an external strategic
internal audit  Discuss the resource-based  Interaction assessment management audit.
 Key internal view (RBV) in strategic  Question and Answer  Students to submit a  Discussed the
forces management. journal on their resource-based view
 The process of  Discuss key learning relating to (RBV) in strategic
performing an interrelationships among the topic management.
internal audit the functional areas of  Quiz on the topic  Explained key
 The resource- business.  Rubrics for class interrelationships
based view (RBV)  Compare and contrast participation among the functional
 Integrating culture in the United States areas of business.
strategy and with other countries.  Differentiated and
culture  Identify the basic functions contrasted culture in
 Domestic vs. or activities that make up the United States
foreign cultures management, marketing, with other countries.
 Overview of finance/accounting,  Stated the basic
Management production/operations, functions or activities
 Planning research and development, that make up
 Organizing and management management,
 Motivating information systems. marketing,
 Staffing  Explain how to determine finance/accounting,
 Controlling and prioritize a firm’s production/operation
 Management internal strengths and s, research and
audit checklist of weaknesses. development, and
 questions  Explain the importance of management
 Marketing financial ratio analysis. information systems.
 Customer analysis  Discuss the nature and role  Explained how to
 Selling of management information determine and
products/services systems in strategic prioritize a firm’s
 Product and management. internal strengths
service planning  Develop an internal factor and weaknesses.
 Pricing evaluation (IFE) matrix.  Explained the
 Distribution  Explain benchmarking as a importance of
 Marketing strategic management tool. financial ratio
Research analysis.
 Opportunity  Discussed the nature
Analysis and role of
 Marketing Audit management
Checklist of information systems
Questions in strategic
 Finance/accounti management.
ng  Developed an
 Basic types of internal factor
financial ratios evaluation (IFE)
 Finance/ matrix.
accounting audit  Explained
checklist benchmarking as a
 Production/ strategic
operations management tool.
 Research and
development
 Internal and
external r & d
 Research and
development
audit
 Management
information
systems
 Strategic-
planning software
 Management
information
systems audit
 Value chain
 analysis (VCA)
 Benchmarking
 The internal
factor evaluation
(IFE) Matrix
Week 12 1 ½ hr.  MIDTERM EXAMINATION
Week 13 6 hrs. PLACING STRATEGIES  Discuss the value of  Power Point  Student to submit  Explained the value
to 14 INTO ACTION establishing long-term Presentation homework relating to of establishing long-
 Overview of objectives.  Lecture placing strategies term objectives.
Long-term  Identify 16 types of business  Interaction into action  Stated 16 types of
objective strategies.  Question and Answer  Students to submit a business strategies.
 The nature of  Identify numerous examples journal on their  Identified numerous
long-term of organizations pursuing learning relating to examples of
objectives different types of strategies. the topic organizations
 Financial versus  Discuss guidelines when  Quiz on the topic pursuing different
strategic particular strategies are  Rubrics for class types of strategies.
objectives most appropriate to pursue. participation  Explained guidelines
 Not managing by  Discuss Porter’s five generic when particular
objectives strategies. strategies are most
 The balanced  Describe strategic appropriate to
scorecard management in non-profit, pursue.
 Types of governmental, and small  Discussed Porter’s
strategies organizations. five generic
 Levels of  Discuss joint ventures as a strategies.
strategies way to enter the Russian  Described strategic
 Integration market. management in non-
strategies  Discuss the balanced profit, governmental,
 Forward scoreboard. and small
integration  Compare and contrast organizations.
 Backward financial with strategic  Discussed joint
integration objectives. ventures as a way to
 Horizontal  Discuss the levels of enter the Russian
integration strategies in large versus market.
 Intensive small firms.  Discussed the
strategies  Explain the first mover balanced scoreboard.
 Market advantages concept.  Compared and
penetration  Discuss recent trends in contrasted financial
 Market outsourcing. with strategic
development  Discuss strategies for objectives.
 Product competing in turbulent,  Discussed the levels
 development high-velocity markets. of strategies in large
 Diversification versus small firms.
strategies  Explained the first
 Related mover advantages
diversification concept.
 Unrelated  Discussed recent
diversification trends in
 Defensive outsourcing.
strategies  Discussed strategies
 Retrenchment for competing in
 Divestiture turbulent, high-
 Liquidation velocity markets.
 Michael Porter’s
Five Generic
Strategies
 Cost Leadership
Strategies
 Differentiation
strategies
 Focus strategies
 Strategies for
competing in
turbulent, high-
velocity markets
 Means for
achieving
strategies
 Joint venture/
partnering
 Merger/
acquisition
 Private-equity
acquisitions
 First move
advantages
 Strategic
management in
non-profit and
governmental
organization
 Strategic
 management in
small firms
Week 15 6 hrs. UNDERSTANDING  Describe a three-stage  Power Point  Student to submit  Explained a three-
to 16 STRATEGY ANALYSIS AND framework for choosing Presentation homework relating to stage framework for
CHOICE among alternative  Lecture understanding choosing among
 The nature of strategies.  Interaction strategy analysis and alternative strategies.
strategy analysis  Explain how to develop a  Question and Answer choice  Discussed how to
and choice SWOT Matrix, SPACE Matrix,  Students to submit a develop a SWOT
 The process of BCG Matrix, IE Matrix, and journal on their Matrix, SPACE
generating and QSPM. learning relating to Matrix, BCG Matrix,
selecting  Identify important the topic IE Matrix, and QSPM.
strategies behavioral, political, ethical,  Quiz on the topic  Stated important
 A comprehensive and social responsibility  Rubrics for class behavioral, political,
strategy- considerations in strategy participation ethical, and social
formulation analysis and choice. responsibility
framework  Discuss the role of intuition considerations in
 The input stage in strategic analysis and strategy analysis and
 The matching choice. choice.
stage  Discuss the role of  Discussed the role of
 The strategic organizational culture in intuition in strategic
position and strategic analysis and analysis and choice.
action evaluation choice.  Discussed the role of
(SPACE) matrix  Discuss the role of a board organizational
 The Boston of directors in choosing culture in strategic
consulting group among alternative analysis and choice.
(BCG) Matrix strategies.  Discussed the role of
 The internal- a board of directors
external (IE) in choosing among
Matrix alternative strategies.
 The grand
strategy matrix
 The decision
stage
 The quantitative
strategic
planning matrix
(QSPM)
 Cultural aspects
of strategy
choice
 The politics of
 strategy choice
 Governance
issues
Week 12 3 hrs. DEALING WITH  Explain why strategy  Power Point  Student to submit  Discussed why
MANAGEMENT AND implementation is more Presentation homework relating to strategy
OPERATION ISSUES difficult than strategy  Lecture dealing with implementation is
 The nature of formulation  Interaction management and more difficult than
strategy  Discuss the importance of  Question and Answer operation issues strategy formulation
implementation annual objectives and  Students to submit a  Explained the
 Management policies in achieving journal on their importance of annual
perspectives organizational commitment learning relating to objectives and
 Annual objectives for strategies to be the topic policies in achieving
 Policies implemented.  Quiz on the topic organizational
 Resource  Explain why organizational  Rubrics for class commitment for
allocation structure is so important in participation strategies to be
 Managing conflict strategy implementation. implemented.
 Matching  Compare and contrast  Explained why
structure with restructuring and organizational
strategy reengineering. structure is so
 The functional  Describe the relationships important in strategy
structure between production/ implementation.
 The divisional operations and strategy  Compared and
structure implementation. contrasted
 The strategic  Explain how a firm can restructuring and
business unit effectively link performance reengineering.
(SBU) structure and pay to strategies.  Explained the
 The matrix  Discuss employee stock, relationships
structure ownership plans (ESOPs) between production/
 Some do’s and  As a strategic-management operations and
don’ts in concept. strategy
developing  Describe how to modify an implementation.
organizational organizational culture to  Explained how a firm
charts support new strategies. can effectively link
 Restructuring,  Discuss the culture in performance and pay
reengineering, Mexico and Japan. to strategies.
and e-  Describe the glass ceiling in  Explained employee
engineering the United States. stock, ownership
 Linking plans (ESOPs)
performance and  Described how to
pay to strategies modify an
 Managing organizational
 resistance to culture to support
change new strategies.
 Managing the  Discussed the culture
natural in Mexico and Japan.
environment  Described the glass
 Creating a ceiling in the United
strategy- States.
supportive
culture
 Production/
operations
concerns when
implementing
strategies
 Human resource
concerns when
implementing
strategies
Week 17 4 ½ hrs. DEALING WITH  Explain market  Power Point  Student to submit  Discussed market
to 18 MARKETING, FINANCE/ segmentation and product Presentation homework relating to segmentation and
ACCOUNTING, R&D, AND positioning as strategy  Lecture dealing with product positioning
MIS ISSUES implementation tools.  Interaction marketing, finance/ as strategy
 The nature of  Discuss procedures for  Question and Answer accounting, R&D, and implementation
strategy determining the worth of a MIS issues tools.
implementation business.  Students to submit a  Discussed procedures
 Marketing issues  Explain why projected journal on their for determining the
 Market financial statement analysis learning relating to worth of a business.
segmentation is a central strategy- the topic  Explained why
 Product implementation tool.  Quiz on the topic projected financial
positioning  Explain how to evaluate the  Rubrics for class statement analysis is
 Acquiring capital attractiveness of debt participation a central strategy-
 Implement versus stock as a source of implementation tool.
strategies capital to implement  Discussed how to
 Projected strategies. evaluate the
Financial  Discuss the nature and role attractiveness of debt
Statements of research and versus stock as a
 Financial budgets development in strategy source of capital to
 Evaluating the implementation. implement
worth of a  6. Explain how management strategies.
business information systems can  Discussed the nature
 Deciding whether determine the success of and role of research
 to go public strategy-implementation and development in
 Research and efforts. strategy
development implementation.
(R&D) Issues  Discussed how
 Management management
Information information systems
Systems (MIS) can determine the
Issues success of strategy-
implementation
efforts.
Week 14 3 hrs. REVIEWING, EVALUATING  Describe a practical  Power Point  Student to submit  Explained a practical
to 15 AND CONTROLLING framework for evaluating Presentation homework relating to framework for
STRATEGY strategies.  Lecture reviewing, evaluating evaluating strategies.
 The nature of  Explain why strategy  Interaction and controlling  Discussed why
strategy evaluation is complex,  Question and Answer strategy strategy evaluation is
evaluation sensitive, and yet essential  Students to submit a complex, sensitive,
 A strategy- for organizational success. journal on their and yet essential for
evaluation  Discuss the importance of learning relating to organizational
framework contingency planning in the topic success.
 Reviewing bases strategy evaluation.  Quiz on the topic  Discussed the
of strategy  Discuss the role of auditing  Rubrics for class importance of
 Measuring in strategy evaluation. participation contingency planning
organizational  Explain how computers can in strategy
performance aid in evaluating strategies. evaluation.
 Taking corrective  Discuss the balanced  Explained the role of
actions scorecard. auditing in strategy
 The balanced  Discuss three twenty-first- evaluation.
scorecard century challenges in  Explained how
 Published sources strategic management. computers can aid in
of strategy- evaluating strategies.
evaluation  Discussed the
information. balanced scorecard.
 Characteristics of  Discussed three
an Effective twenty-first-century
Evaluation challenges in
System strategic
 Contingency management.
Planning
 Auditing
 The
environmental
 Audit
 Twenty-first
century
challenges in
strategic
management
Week 18 1 ½ hr.  FINAL EXAMINATION
18 54 hrs.
Weeks

Materials/References:
David, Strategic Management Concepts and Cases (2009), Philippines: Pearson Education South Asia PTE.LTD
Strategic Management http://assets.vmou.ac.in/BBA16.pdf