• OMBA Business Policy and Strategy

OMBA Business Policy and Strategy

  • Trainers
  • Micheale Birhane |

This course is devoted to identifying and describing the various strategies a company can pursue to achieve superior performance. Many of these strategies are generic – that is, they apply to all organizations, large or small, manufacturing or service, and profit seeking or not for profit. The central aim of this course is to give a thorough understanding of the analytical techniques and skills necessary to identify and exploit strategies successfully. Specifically, the course covers; the meaning & role of strategic management, nature of strategic management, strategy formulation & implementation, environmental scanning, understanding of corporate, competitive functional and operating level strategies, strategy implementation, evaluation and control and also social and ethical responsibilities of corporate management.

Course Information

Objectives

At the end of this course students will be able to:

  • Understand meaning of strategy, levels at which strategy operates & strategic management process.
  • Know how to incorporate the claims of stakeholders in strategy formation, implementation evaluation and control.
  • Explain environment factors that affect strategy formation, implementation evaluation & control.
  • Know their responsibilities and ethical requirements in corporate management etc.
  • Have exposure to various strategic management models.
  • Obtain skills in the management of corporate and enterprise strategy.
  • Design policy and strategy in light of the poverty alleviation in Ethiopia

Course Content

PART ONE: OVERVIEW OF STRATEGIC MANAGEMENT

Chapter One: The Nature of Strategic Management                   

    1. Defining strategic management
    2. Stages of strategic management
    3. Key terms in strategic management
    4. The strategic management model
    5. Benefits of strategic management
    6. Business ethics and strategic management

Chapter Two: Strategies in Action                                               

                 2.1 Types of strategies

                 2.2 Guidelines for pursuing strategies

                 2.3 Michael Porter’s generic strategies

PART TWO:  STRATEGY FORMULATION

Chapter Three:  The Business Mission                                          

                3.1 The importance of a clear mission

                 3.2 The nature of business mission

                 3.3 Components of a mission statement

Chapter Four: Environmental    Analysis                                   

               4.1 The nature of external audit

               4.2 Sources of external information

               4.3 Forecasting tools and techniques

               4.4 Competitive analysis: Porter’s five forces model

Chapter Five:  The Internal Assessment                                        

              5.1 The nature of an internal audit

               5.2 Relationship among the functional areas of business

Chapter Six: Strategy Analysis and Choice/Strategy Formulation

    1. The nature of strategy  analysis and choice
    2. Long term objectives
    3. A comprehensive strategy formulation
    4. The decision stage
    5. BSC model
    6. The 7’S model  

 

PART THREE: STRATEGY IMPLIMENTATION

Chapter Seven: Implementing Strategies Management Issues     

            7.1 The nature of strategy implementation

              7.2 Key concepts in strategy implementation

PART FOUR: STRATEGY EVALUATION

Chapter Eight: Strategy Review, Evaluation and Control         

              8.1 The nature of strategy evaluation

               8.2 A strategy evaluation framework

               8.3 Published sources of strategy evaluation information

               8.4 Characteristics of An effective evaluation system

               8.5 The contingency model

               8.6. Strategic Control: Control Process

References

  • Fred R. David, strategic management, sixth edition, Prentice Hall, New York, 1997
  • MCCarthy, Minichello & Curran Business policy and strategy, concepts and readings; Richard D. Irwin Inc.
  • Thompson, Jr & Strickland III; Strategic management, concepts and cases, Irwin McGraw- Hill.
  • Pearce II& Robinson Jr. Strategic management, strategy formulation and implementation; AITBS Publishers and distributors, Delhi.
  • Azhar Kazmi; Business policy and Strategic Management Tata McGraw- Hill publishing Co. Ltd.
  • George Luffman, Edward Lea, Stuart Sanseron & Barin Kenny; Strategic management, an analytical introduction; Blackwell Publishers Ltd.
  • Franis Cheruilam; Business policy and strategic management; Himalaya publishing Houses.
  • David Asch & Cliff Bowman; Readings in Strategic management; The Macmillan press Lts.
  • Fred R. David Strategy Management Prentice Hall, New Jersey six edition.
  • Wendy Robson strategic Management and information system, Pitman Publishing 1997.
  • Cliff Bowmen and David Asch Managing strategy Macmillan Business 1996.
  • Peers/Robinson, strategic management and any other business policy and Strategy book can be used as a reference.
  • Robert N.Lussier, Management: concepts, Applications, and skil development, “South western college publishing, 1997.
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Coaches

Micheale Birhane

Micheale Birhane