BUS 520m

COURSE INTRODUCTIONCOURSE INTRODUCTION

Title, Code, Credit Points and Contact Title, Code, Credit Points and Contact HoursHours

Course Description and Learning Course Description and Learning objectivesobjectives

Course ContentsCourse Contents Required ReadingsRequired Readings Course EvaluationCourse Evaluation Training schedulesTraining schedules

0.1 Title, Code, Semester, Credit 0.1 Title, Code, Semester, Credit Points and Contact Hours Per WeekPoints and Contact Hours Per Week

COURSE CODE AND COURSE CODE AND TITLETITLE

BUS 5021: STRATEGIC BUS 5021: STRATEGIC BUSINESS MANAGEMENTBUSINESS MANAGEMENT

SEMESTERSEMESTER 11

CREDIT POINTSCREDIT POINTS 44

CONTACT HOURS PER CONTACT HOURS PER WEEKWEEK

2828

0.2 Course Description0.2 Course Description

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

0.3 Learning Objectives0.3 Learning Objectives

Explain and evaluate a range of theories Explain and evaluate a range of theories and concepts of strategy and the strategy and concepts of strategy and the strategy processprocess

Critically review the strategy of an Critically review the strategy of an organization, with respect to organization, with respect to environmental and organizational fitsenvironmental and organizational fits

Critically review functional policies and Critically review functional policies and priorities from a strategic perspectivepriorities from a strategic perspective

Cont’dCont’d

Synthesize theory and practice to assess the Synthesize theory and practice to assess the efficacy of strategic models and frameworksefficacy of strategic models and frameworks

Critically evaluate implementation and control Critically evaluate implementation and control mechanisms that minimize problems in strategic mechanisms that minimize problems in strategic changechange

Produce creative solutions to strategic problems Produce creative solutions to strategic problems for organizations facing diverse environmental for organizations facing diverse environmental and organizational constraints, where there is and organizational constraints, where there is incomplete information and ambiguityincomplete information and ambiguity

0.4 Course Contents0.4 Course Contents

1. Introduction to Strategic Business 1. Introduction to Strategic Business Management:Management: Scope, meaning, challenges, the Scope, meaning, challenges, the need of strategic knowledge in business, need of strategic knowledge in business, strategic management models.strategic management models.

2. Setting the Organisational Direction2. Setting the Organisational Direction: : Vision, Mission, Objectives, strategies, tactics, Vision, Mission, Objectives, strategies, tactics, performance control and evaluation, necessary performance control and evaluation, necessary corrective measures.corrective measures.

3. Strategic Situation analysis3. Strategic Situation analysis: SWOT : SWOT (strengths, weaknesses, opportunities, risks and (strengths, weaknesses, opportunities, risks and threats), environmental scanning (PESTEL).threats), environmental scanning (PESTEL).

Cont’dCont’d

4. Developing Strategies4. Developing Strategies: Hierarchy of strategy : Hierarchy of strategy – corporate, business and functional; Porter’s – corporate, business and functional; Porter’s generic strategies, Ansoff’s strategies, reactive generic strategies, Ansoff’s strategies, reactive versus proactive situation of a strategy.versus proactive situation of a strategy.

5. Strategy Implementation5. Strategy Implementation: Business Plan, : Business Plan, strategy and structural design, the fits of a strategy and structural design, the fits of a strategy (organisation structure, budget, culture, strategy (organisation structure, budget, culture, etc).etc).

6. Strategy Control6. Strategy Control: types of control, control : types of control, control process, measuring performance, management process, measuring performance, management control system, MIS.control system, MIS.

Cont’dCont’d

7. Managing a competitive Business 7. Managing a competitive Business EnvironmentEnvironment: nature of competition, : nature of competition, application of Porter’s Five Forces application of Porter’s Five Forces Framework, Generic competitive Framework, Generic competitive strategies.strategies.

0.5 Delivery Modality0.5 Delivery Modality

Lecture Presentation through slidesLecture Presentation through slidesClass Discussion/Group DiscussionClass Discussion/Group DiscussionCase StudiesCase Studies

0.6 0.6 Required ReadingsRequired Readings

1.1. The expected excel text booksThe expected excel text books

2.2. Johnson, Gerry and Kevan Scholes Johnson, Gerry and Kevan Scholes (2003), (2003), Exploring Corporate StrategyExploring Corporate Strategy, , Fifth edition, Prentice-Hall International, Fifth edition, Prentice-Hall International, London. London.

3.3. Ndunguru P.C., (1999), Ndunguru P.C., (1999), Strategic Strategic Business Planning & Policy, Business Planning & Policy, MU MU Press.Press.

0.7 Recommended Readings0.7 Recommended Readings

1.1. Arthur, A. Thompson and A.J. Strickland (1993), Arthur, A. Thompson and A.J. Strickland (1993), Strategic Management: Concepts and CasesStrategic Management: Concepts and Cases, Fifth , Fifth edition, Business Publications Inc./Irwin, Homewood edition, Business Publications Inc./Irwin, Homewood Cliffs, IllinoisCliffs, Illinois

2.2. Ansoff, H. I. (1995), Ansoff, H. I. (1995), The New Corporate StrategyThe New Corporate Strategy, , Revised ed, John Wiley and Sons.Revised ed, John Wiley and Sons.

3.3. Journals on the substantive subject: Journals on the substantive subject: Harvard Harvard Business Review; Journal of business Strategy; Long-Business Review; Journal of business Strategy; Long-Range Planning; Strategic Management Journal; Range Planning; Strategic Management Journal; Planning Review,; SAM Advanced Management Planning Review,; SAM Advanced Management Journal. Ghemawat. P. Strategy and Business Journal. Ghemawat. P. Strategy and Business landscape: Harvard Business reviewlandscape: Harvard Business review

0.8 Course Evaluation0.8 Course Evaluation

Group AssignmentGroup Assignment 10 Marks10 Marks

TestsTests 20 Marks20 Marks

Term PaperTerm Paper 20 Marks20 Marks

Course WorkCourse Work 50 Marks50 Marks

0.9 Course Facilitators0.9 Course Facilitators

1.1. Lecturer: Mnzava, J.A. (0659116666); Lecturer: Mnzava, J.A. (0659116666); [email protected]@yahoo.com

2.2. Class Representative: To be selected by Class Representative: To be selected by the participants, Lets select him/her now. the participants, Lets select him/her now. There should be an assistant.There should be an assistant.

3.3. Even other participantsEven other participants

0.10 Block One Training Schedule: 0.10 Block One Training Schedule: 22ndnd Week (1) Week (1)

DATEDATE TIMETIME TOPICTOPIC

Monday 3Monday 3rdrd

Oct 2011Oct 2011

19.30-21.3019.30-21.30 Nature and Importance of Nature and Importance of Strategic ManagementStrategic Management

Tuesday 4Tuesday 4thth Oct 2011Oct 2011

17.00-19.0017.00-19.00 Environmental AnalysisEnvironmental Analysis

Wednesday Wednesday 55thth Oct 11 Oct 11


22ndnd week (1) week (1)

Thursday Thursday 66thth Oct 11 Oct 11


Providing Group Assigt & Providing Group Assigt & Term Paper Questions Term Paper Questions

Friday 7Friday 7thth

Oct 2011Oct 2011

19.30-21.3019.30-21.30 Setting the organizational Setting the organizational DirectionDirection

Sat 8Sat 8thth Oct Oct 20112011

10.30-12.3010.30-12.30 Strategy Formulation: Strategy Formulation: Corporate StrategiesCorporate Strategies


16.00-18.0016.00-18.00 Participants Working on Participants Working on Group AssignmentGroup Assignment

33rdrd Week (2) Week (2)


Monday 10Monday 10thth

Oct 2011Oct 2011

19.30-21.3019.30-21.30 Dr Tundui: Managerial Dr Tundui: Managerial Economics Economics

Tuesday 11Tuesday 11thth Oct 2011Oct 2011

17.00-19.0017.00-19.00 Dr Tundui: Managerial Dr Tundui: Managerial EconomicsEconomics

Wednesday Wednesday 1212thth Oct 11 Oct 11

19.30-21.3019.30-21.30 Strategy Formulation: Strategy Formulation: Corporate StrategiesCorporate Strategies

33rdrd Week (2) Week (2)

Thursday 13Thursday 13thth Oct 2011Oct 2011

17.00-19.0017.00-19.00 Corporate StrategiesCorporate Strategies

Friday 14Friday 14thth Oct 2011Oct 2011

19.30-21.3019.30-21.30 Competitive StrategiesCompetitive Strategies


8.00-10.008.00-10.00 Competitive StrategiesCompetitive Strategies


10.30-12.3010.30-12.30 Market StrategiesMarket Strategies

THE END OF THE 1THE END OF THE 1STST BLOCKBLOCK

0.11 Block Three Training 0.11 Block Three Training Schedule: 9Schedule: 9thth Week (3) Week (3)


Monday 21Monday 21stst Nov 2011Nov 2011

19.30-21.3019.30-21.30 Functional Functional StrategiesStrategies

Tuesday 22Tuesday 22ndnd Nov 2011Nov 2011

17.00-19.0017.00-19.00 Strategic Strategic Management Management ModelsModels

Wednesday 23Wednesday 23rdrd Nov 11Nov 11

19.30-21.3019.30-21.30 Strategic Managt Strategic Managt ModelsModels

99thth Week (3) Week (3)

Thursday Thursday 2424thth Nov Nov 20112011

17.00-19.0017.00-19.00 Test (20 marks)Test (20 marks)

Submission of Submission of Assignments& Term PapersAssignments& Term Papers

Friday 25Friday 25thth Nov 2011Nov 2011

19.30-21.3019.30-21.30 Strategy ImplementationStrategy Implementation

Saturday Saturday 2626thth Nov 11 Nov 11

10.30-12.3010.30-12.30 Strategy ImplementationStrategy Implementation

Saturday Saturday 2626thth Nov 11 Nov 11

16.00-18.0016.00-18.00 Self PreparationSelf Preparation



Monday 28Monday 28thth Nov 2011Nov 2011

19.30-21.3019.30-21.30 Strategy Strategy ImplementationImplementation

Tuesday 29Tuesday 29thth Nov 2011Nov 2011

17.00-19.0017.00-19.00 Strategy Evaluation Strategy Evaluation and Controland Control

Wednesday 30Wednesday 30thth Nov 11Nov 11

19.30-21,3019.30-21,30 Strategy Evaluation Strategy Evaluation and Controland Control


Thursday 1Thursday 1stst Dec 2011Dec 2011

17.00-19.0017.00-19.00 Management of Management of Competitive Competitive EnvironmentEnvironment

Friday 2Friday 2ndnd Dec Dec 20112011

19.30-21.3019.30-21.30 Review and Course Review and Course EvaluationEvaluation

Saturday 3Saturday 3rdrd Dec 2011Dec 2011

10.30-12.3010.30-12.30 Review Review

Saturday 4Saturday 4thth Dec 2011Dec 2011

16.00-18.0016.00-18.00 Closing and Best Closing and Best WishesWishes

0.12 Block 6: Preparation and Final 0.12 Block 6: Preparation and Final ExaminationsExaminations

DATEDATE ACTIVITYACTIVITY

2121stst Week: From 13 Week: From 13thth to to 1717thth February 2012 February 2012

-Preparation for End of -Preparation for End of Semester One ExaminationsSemester One Examinations

-Receiving the Coursework -Receiving the Coursework from prospective lecturersfrom prospective lecturers

2222ndnd Week: From 20 Week: From 20thth to to 2424thth February 2012 February 2012

Attending and Doing End of Attending and Doing End of Semester One ExaminationsSemester One Examinations

LECTURE ONE: NATURE LECTURE ONE: NATURE AND IMPORTANCE OF AND IMPORTANCE OF

STRATEGIC MANAGEMENTSTRATEGIC MANAGEMENT

1.1. Definition of SBMDefinition of SBM

2.2. Levels of Strategic ManagementLevels of Strategic Management

3.3. Strategic Management ProcessStrategic Management Process

4.4. Importance of Strategic ManagementImportance of Strategic Management

STRATEGIC MANAGEMENT STRATEGIC MANAGEMENT DEFINEDDEFINED

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

LEVELS OF STRATEGIC LEVELS OF STRATEGIC MANAGEMENTMANAGEMENT

Corporate StrategyCorporate Strategy Business StrategyBusiness Strategy Functional StrategyFunctional Strategy

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

BUSINESS STRATEGYBUSINESS STRATEGY

Business strategy occurs at the Business strategy occurs at the divisional level and emphasizes on divisional level and emphasizes on the improvement of the competitive the improvement of the competitive position of a corporation’s products/ position of a corporation’s products/ services in the specific industry or services in the specific industry or markets segment served by the markets segment served by the division.division.

BUSINESS STRATEGY BUSINESS STRATEGY CONTINUEDCONTINUED

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

FUNCTIONAL STRATEGYFUNCTIONAL STRATEGY

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

STRATEGIC MGT LEVELS: THE STRATEGIC MGT LEVELS: THE CASE OF MZUMBE UNIVERSITYCASE OF MZUMBE UNIVERSITY

Corporate Level: VC, Council, DVCs, Corporate Level: VC, Council, DVCs, SenateSenate

Divisional Level: Mbeya Campus, Dar Divisional Level: Mbeya Campus, Dar Campus, Directorates, FacultiesCampus, Directorates, Faculties

Functional Levels: DepartmentsFunctional Levels: Departments

STRATEGIC MANAGEMENT STRATEGIC MANAGEMENT PROCESSPROCESS

Environmental ScanningEnvironmental ScanningStrategy FormulationStrategy FormulationStrategy ImplementationStrategy ImplementationEvaluation and ControlEvaluation and Control

ENVIRONMENTAL SCANNINGENVIRONMENTAL SCANNING

The top management scans both the The top management scans both the external environment for opportunities external environment for opportunities and threats, and the internal and threats, and the internal environment for strengths and environment for strengths and weaknesses. Those factors which are weaknesses. Those factors which are most important to the corporation’s most important to the corporation’s future are referred to as strategic future are referred to as strategic factors. factors.

STRATEGY FORMULATIONSTRATEGY FORMULATION

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

CORPORATE MISSIONCORPORATE MISSION

The corporate mission is the purpose The corporate mission is the purpose or reason for the corporation’s existence. A or reason for the corporation’s existence. A mission may be narrow or broad in scope. A mission may be narrow or broad in scope. A narrow mission clearly limits the scope of narrow mission clearly limits the scope of the corporation’s activities in terms of the corporation’s activities in terms of product or service offered, the technology product or service offered, the technology used, and the market served.used, and the market served.

A broad mission widens the scope of A broad mission widens the scope of the corporation’s activities to include many the corporation’s activities to include many types of products or services, markets and types of products or services, markets and technologies.technologies.

OBJECTIVESOBJECTIVES

The corporate mission determines the The corporate mission determines the parameters of the specific objectives to parameters of the specific objectives to be defined by top management. The be defined by top management. The objectives state what is to be objectives state what is to be accomplished and when.accomplished and when.The term goal is often confused with The term goal is often confused with objective. A goal is an open-ended objective. A goal is an open-ended statement of what one wishes to statement of what one wishes to accomplish without being very specific accomplish without being very specific and with no time criteria for and with no time criteria for completion.completion.

STRATEGIESSTRATEGIES

A strategy of an organization is a A strategy of an organization is a comprehensive master plan stating comprehensive master plan stating how the corporation will achieve how the corporation will achieve its mission and objectives. It its mission and objectives. It maximizes competitive advantage maximizes competitive advantage and minimizes competitive and minimizes competitive disadvantage.disadvantage.

STRATEGY CONTINUEDSTRATEGY CONTINUED

Dictionary definitions tend to emphasize strategy Dictionary definitions tend to emphasize strategy in terms of a military context, such as the in terms of a military context, such as the science of forming and carrying out projects of science of forming and carrying out projects of military operations. military operations.

In management terms Koontz and O’ Donnell In management terms Koontz and O’ Donnell describe strategy as a decision about how to describe strategy as a decision about how to use available resources to secure a major use available resources to secure a major objective in the face of possible obstructions objective in the face of possible obstructions such as competitors, public opinion, legal status, such as competitors, public opinion, legal status, taboos and similar forces.taboos and similar forces.

POLICIESPOLICIES

A policy provides guidelines for A policy provides guidelines for decision making throughout an decision making throughout an organization. It is a broad organization. It is a broad guidelines which links the guidelines which links the formulation of strategy with its formulation of strategy with its implementation.implementation.

STRATEGY IMPLEMENTATIONSTRATEGY IMPLEMENTATION

Strategy implementation is the process Strategy implementation is the process by which strategies and policies are put by which strategies and policies are put into action through the development of into action through the development of programs, budgets, and procedures. programs, budgets, and procedures. The implementation of strategy is The implementation of strategy is carried out by middle and lower-level carried out by middle and lower-level managers but it is reviewed by top managers but it is reviewed by top management. It involves the day-to day management. It involves the day-to day decisions in the allocation of decisions in the allocation of resources. resources.

PROGRAMS, BUDGETS AND PROGRAMS, BUDGETS AND PROCEDURESPROCEDURES

A program is a statement of the activities A program is a statement of the activities needed to accomplish a single-use plan.needed to accomplish a single-use plan.

A budget is a statement of a corporation’s A budget is a statement of a corporation’s programs in monetary terms. For planning programs in monetary terms. For planning and control purposes, it lists in details the and control purposes, it lists in details the cost of each program.cost of each program.

A procedure details the various activities that A procedure details the various activities that must be carried out for the completion of the must be carried out for the completion of the organization’s program. organization’s program.

EVALUATION AND CONTROLEVALUATION AND CONTROL

Evaluation and control is the process in Evaluation and control is the process in which organization’s activities and which organization’s activities and performance results are monitored. It performance results are monitored. It involves comparing actual performance involves comparing actual performance with set/established standards. The with set/established standards. The results are used to take corrective results are used to take corrective measures where there is a deviation. measures where there is a deviation.

IMPORTANCE OF STRATEGIC IMPORTANCE OF STRATEGIC MANAGEMENTMANAGEMENT

ASSIGNMENTASSIGNMENT

Discuss the importance of Strategic Discuss the importance of Strategic Management in any Tanzanian Management in any Tanzanian business organization.business organization.

Importance of SM: EveningImportance of SM: Evening

Group A: ZainGroup A: Zain DefinitionDefinition Identification of Opportunities through Identification of Opportunities through

Environmental ScanningEnvironmental Scanning Strategy Formulation: Towers, Zones, Staffs, Strategy Formulation: Towers, Zones, Staffs,

Structure for communicationStructure for communication Implementation: budgets etcImplementation: budgets etc Controlling: IntegrationControlling: Integration ConclusionConclusion

Importance of SM: EveningImportance of SM: Evening Group B: TRAGroup B: TRA Definitions by Cole and othersDefinitions by Cole and others Environmental Scanning was beneficial to TRA-They Environmental Scanning was beneficial to TRA-They

learned why people do not pay taxlearned why people do not pay tax Strategy formulation: effective ways to collect revenue, Strategy formulation: effective ways to collect revenue,

well organizedwell organized Implementation: there are models, depts have Implementation: there are models, depts have

transactional roles to play, Tax chartertransactional roles to play, Tax charter Controlling: Performance measurements and corrective Controlling: Performance measurements and corrective

measures, Suggestion boxesmeasures, Suggestion boxes ConclusionConclusion

LECTURE 2: LECTURE 2: ENVIRONMENTAL SCANNINGENVIRONMENTAL SCANNING

External: Societal EnvironmentExternal: Societal EnvironmentExternal: Task EnvironmentExternal: Task EnvironmentInternal environmentInternal environmentPortfolio AnalysisPortfolio Analysis

2.1 SOCIETAL ENVIRONMENT2.1 SOCIETAL ENVIRONMENT

The societal environment includes The societal environment includes the more general forces that do not the more general forces that do not directly touch on the short-run directly touch on the short-run activities of the organization but activities of the organization but which often influences its long-run which often influences its long-run decisions. decisions.

MAIN SOCIETAL FACTORSMAIN SOCIETAL FACTORS

Economic, which regulate the exchange of materials, Economic, which regulate the exchange of materials, money, energy and information. money, energy and information.

Socio-cultural, which regulate the values, morals Socio-cultural, which regulate the values, morals and customs of society. You can not sell pork in and customs of society. You can not sell pork in Zanzibar. Tz society value educationZanzibar. Tz society value education

Technological, which generate problem-solving Technological, which generate problem-solving inventions. E.g. internets, the use of LCDs facilitate inventions. E.g. internets, the use of LCDs facilitate trainingtraining

Political-legal, which allocate/give power and Political-legal, which allocate/give power and provide constraining and protection laws and provide constraining and protection laws and regulations. If you support CCM you will be favoredregulations. If you support CCM you will be favored

OPPORTUNITIES AND THREATSOPPORTUNITIES AND THREATS

For a thorough external environmental For a thorough external environmental analysis, one must be aware of the strategic analysis, one must be aware of the strategic factors. An organization’s strategic factors factors. An organization’s strategic factors are those environmental strategic issues that are those environmental strategic issues that are judged to have a high probability of are judged to have a high probability of impact on the organization. These factors impact on the organization. These factors are categorized as opportunities and threats are categorized as opportunities and threats and are included in strategy formulation. MU and are included in strategy formulation. MU is a threat to UDSM, EAC is an opportunity to is a threat to UDSM, EAC is an opportunity to some organizations. It is a threat to otherssome organizations. It is a threat to others

2.2 THE TASK ENVIRONMENT2.2 THE TASK ENVIRONMENT

The task environment of a particular The task environment of a particular organization is referred to as its organization is referred to as its industry. This is why analysis of the industry. This is why analysis of the task environment is called industry task environment is called industry analysis. An industry is a group of analysis. An industry is a group of firms producing a similar product or firms producing a similar product or providing a similar service.providing a similar service.

MAIN COMPONENTS OF THE MAIN COMPONENTS OF THE TASK ENVIRONMENTTASK ENVIRONMENT

SuppliersSuppliersCompetitorsCompetitorsDistributorsDistributorsCost StructureCost StructureCustomersCustomers Interest groupsInterest groups

COMPETITORS ANALYSISCOMPETITORS ANALYSIS

Threats of New EntrantsThreats of New EntrantsRivalry among Existing FirmsRivalry among Existing FirmsThreat of Substitute ProductsThreat of Substitute ProductsBargaining Power of BuyersBargaining Power of BuyersBargaining Power of SuppliersBargaining Power of SuppliersRelative Power of other Stakeholders Relative Power of other Stakeholders

2.3 INTERNAL ENVIRONMENT 2.3 INTERNAL ENVIRONMENT

StructureStructureCultureCultureResourcesResources

2.3.1 STRUCTURE2.3.1 STRUCTURE

SimpleSimpleFunctionalFunctionalDivisionalDivisionalMatrixMatrixConglomerateConglomerate

2.3.2 ORGANIZATIONAL 2.3.2 ORGANIZATIONAL CULTURECULTURE

An organization’s culture is the An organization’s culture is the collection of beliefs, expectations, and collection of beliefs, expectations, and values that are shared by its members values that are shared by its members and are passed from one generation of and are passed from one generation of employees to another. The result is employees to another. The result is norms which are rules or codes of norms which are rules or codes of conduct that define what behavior is conduct that define what behavior is acceptable from top management to the acceptable from top management to the rank and file. rank and file.

2.3.3 RESOURCES2.3.3 RESOURCES

A corporation’s resources are A corporation’s resources are considered in terms of financial, considered in terms of financial, physical, human, organizational physical, human, organizational systems and technological capabilities. systems and technological capabilities. These resources are normally dealt These resources are normally dealt with under functional areas of with under functional areas of marketing, finance, research and marketing, finance, research and development, operations, human development, operations, human resources and information. resources and information.

STRENGHS AND WEAKNESSESSTRENGHS AND WEAKNESSES

Good Financial PositionGood Financial Position

Access to Raw MaterialsAccess to Raw Materials

Credibility: e.g. MU Credibility: e.g. MU

Good Public relationsGood Public relations

Technological Capability etc.Technological Capability etc.

These are strengths. Lack of any of them is These are strengths. Lack of any of them is a weakness.a weakness.

Assessing Competitive AdvantagesAssessing Competitive Advantages

Cost-based advantageCost-based advantageDifferentiation advantageDifferentiation advantageFirst mover advantageFirst mover advantageTime-based advantageTime-based advantageTechnology-based advantageTechnology-based advantageCorporate advantageCorporate advantage

The SWOT diagram summarise the results of environmental Analysis

Strengths Weaknesses

OpportunitiesThreats

InternalAnalyses

InternalAnalyses

ExternalAnalyses

ExternalAnalyses

2.4 PORTFOLIO ANALYSIS2.4 PORTFOLIO ANALYSIS

We will refer to the BCG model which We will refer to the BCG model which categorises business units in four categorises business units in four types based on relative market share types based on relative market share and market growth. The four types of and market growth. The four types of business units are stars, cash cow, business units are stars, cash cow, question marks and dogs. Each type question marks and dogs. Each type of business calls for an appropriate of business calls for an appropriate strategic decision.strategic decision.

BCG ModelBCG Model

Source: Originally Boston Consulting Group. In Widespread use

High Low

High

Low

Market Share

MarketGrowthRate

?

2.5 Tools for Internal Analysis2.5 Tools for Internal Analysis

Single BusinessesResource Audit Analysis of cost and profit BenchmarkingValue Chain Analysis Supply Chain Analysis

Multiple Businesses Assessing Parenting Advantage Portfolio Analysis

Both Single and Multiple BusinessesCore Competencies Shareholder Value Analysis Distinctive Organisational Capabilities

RESERVED QUESTION: WHAT IS THE DIFFERENCE RESERVED QUESTION: WHAT IS THE DIFFERENCE BETWEEN AN ENTERPRISE AND A COMPANY?BETWEEN AN ENTERPRISE AND A COMPANY?

An enterprise is any entity engaged in economic An enterprise is any entity engaged in economic activity irrespective of its legal form.activity irrespective of its legal form.

The word encompasses corporations, small The word encompasses corporations, small businesses, non profit institutions, government businesses, non profit institutions, government bodies etc.bodies etc.

Venture, Operation, Project, Adventure, Venture, Operation, Project, Adventure, Undertaking, Programme, Pursuit and Undertaking, Programme, Pursuit and EndeavourEndeavour

Readiness to embark on bold new venturesReadiness to embark on bold new ventures Thus a company is an enterprise and not all Thus a company is an enterprise and not all

enterprises are companies.enterprises are companies.

QUESTIONS FOR GROUP QUESTIONS FOR GROUP ASSIGNMENTASSIGNMENT

INSTRUCTIONS:INSTRUCTIONS:

1. There are Eleven (11) questions in total. 1. There are Eleven (11) questions in total.

2. One question should be attempted by 2. One question should be attempted by each groupeach group

3. There should be eleven groups. Each 3. There should be eleven groups. Each group should consists of at most five group should consists of at most five members. members.

4. Submission Date: 244. Submission Date: 24thth November 2011. November 2011.

GROUP ONE AND TWOGROUP ONE AND TWO

GROUP ONEGROUP ONEDiscuss the nature and determinants of the Discuss the nature and determinants of the evolution and effectiveness of strategic evolution and effectiveness of strategic management in Tanzania.management in Tanzania.

GROUP TWOGROUP TWOExplain the intricacies of organizational Explain the intricacies of organizational strategies and how they impact strategies and how they impact organizational performance.organizational performance.

GROUP THREEGROUP THREE

What is a strategic plan?What is a strategic plan? Is it the same as corporate plan? If not the Is it the same as corporate plan? If not the

same explain the similarities and same explain the similarities and differences.differences.

Discuss the main components of a good Discuss the main components of a good strategic plan.strategic plan.

GROUP FOUR AND FIVEGROUP FOUR AND FIVE

GROUP FOURGROUP FOURAssess the efficacy of strategic models and frameworks in Assess the efficacy of strategic models and frameworks in Tanzanian business OrganizationsTanzanian business Organizations

GROUP FIVEGROUP FIVEa.) Identify four stages of the life cycle matrixa.) Identify four stages of the life cycle matrixb.) Use the life cycle matrix to recommend organizational b.) Use the life cycle matrix to recommend organizational

strategies for any three Tanzanian organizations which strategies for any three Tanzanian organizations which differ in terms of their competitive positions as well as differ in terms of their competitive positions as well as their life stages.their life stages.

GROUP SIXGROUP SIX

Critically evaluate the effectiveness of Critically evaluate the effectiveness of strategy implementation and control strategy implementation and control mechanisms in any Tanzanian business mechanisms in any Tanzanian business organization organization

GROUP SEVENGROUP SEVEN

Produce creative solutions to strategic Produce creative solutions to strategic problems for organizations facing diverse problems for organizations facing diverse environmental and organizational environmental and organizational constraints, where there is incomplete constraints, where there is incomplete information and ambiguityinformation and ambiguity

GROUP EIGHTGROUP EIGHT

a.) Differentiate between natural and a.) Differentiate between natural and strategic competition based on strategic competition based on comparative analysis of Japan and U.S. comparative analysis of Japan and U.S.

b.) What are the prerequisites of strategic b.) What are the prerequisites of strategic competition? competition?

c.) Briefly discuss the contributions of c.) Briefly discuss the contributions of economists, industrial organization and economists, industrial organization and business people in understanding the business people in understanding the theory of competition? theory of competition?

GROUP NINEGROUP NINE

The study of competition, current strategic The study of competition, current strategic perspectives, past performance, management perspectives, past performance, management

excellence, and organizational environment excellence, and organizational environment provides insights into information necessary for provides insights into information necessary for designating strengths and weaknesses of an designating strengths and weaknesses of an organization in a particular product/market. organization in a particular product/market. a) Define strengths and weaknesses a) Define strengths and weaknesses b.) Why assessment of strengths and weaknesses b.) Why assessment of strengths and weaknesses

is considered to be an essential task in the is considered to be an essential task in the strategic management process? strategic management process?

c.) Identify areas of strength for an organization.c.) Identify areas of strength for an organization.

GROUP TENGROUP TEN

New challenges presented by economic, New challenges presented by economic, competitive, socio-cultural and global competitive, socio-cultural and global environments calls for effective strategic environments calls for effective strategic management decisions and market driven management decisions and market driven business philosophies.business philosophies. Briefly describe the nature and scope of Briefly describe the nature and scope of

strategic management.strategic management. Identify and briefly discuss eight priorities Identify and briefly discuss eight priorities

implied by the adoption of a market driven implied by the adoption of a market driven strategic business philosophy strategic business philosophy

GROUP ELEVENGROUP ELEVEN

Identify any case study on strategic Identify any case study on strategic management field. Critically analyze the management field. Critically analyze the case and consequently suggest some case and consequently suggest some strategic measures.strategic measures.

THE ENDTHE END

LECTURE 3: LECTURE 3: STRATEGY FORMULATIONSTRATEGY FORMULATION

The major concern in strategy formulation The major concern in strategy formulation is the development of alternative courses is the development of alternative courses of action that specify the means by which of action that specify the means by which the corporate mission and objectives are the corporate mission and objectives are to be accomplished. This is followed by to be accomplished. This is followed by the selection of the best strategy. Once the selection of the best strategy. Once the best strategy is selected, appropriate the best strategy is selected, appropriate policies must be established to define the policies must be established to define the rules for implementation.rules for implementation.

3.1 CORPORATE STRATEGIES3.1 CORPORATE STRATEGIES

A corporate level strategy is A corporate level strategy is concerned with the entire firm and concerned with the entire firm and specifies the firm’s mission and specifies the firm’s mission and objectives. It is composed of three objectives. It is composed of three grand strategies – stability, growth grand strategies – stability, growth and retrenchment. Each of these and retrenchment. Each of these strategies is composed of sub-strategies is composed of sub-strategies.strategies.

3.1.1 STABILITY STRATEGIES3.1.1 STABILITY STRATEGIES

No change StabilityNo change StabilityProfit StrategyProfit StrategyPause StrategyPause StrategyProceed with caution StrategyProceed with caution Strategy

3.1.2 GROWTH STRATEGIES3.1.2 GROWTH STRATEGIES

Growth is the most frequently used Growth is the most frequently used corporate strategy. Growth means corporate strategy. Growth means increasing sales and a chance to increasing sales and a chance to take advantage of the experience take advantage of the experience curve to reduce the per unit cost of curve to reduce the per unit cost of products sold and thereby products sold and thereby increase profits.increase profits.

Types of Growth StrategiesTypes of Growth Strategies

Market PenetrationMarket PenetrationProduct DevelopmentProduct DevelopmentMarket DevelopmentMarket DevelopmentDiversificationDiversificationHorizontal growthHorizontal growthVertical growth Vertical growth Merger and AcquisitionMerger and Acquisition

3.1.3 3.1.3 RETRENCHMENT RETRENCHMENT STRATEGIESSTRATEGIES

Retrenchment is a temporary Retrenchment is a temporary retreat and trimming back in the retreat and trimming back in the face of adverse conditions. It is a face of adverse conditions. It is a common short-run defensive common short-run defensive strategy for responding to strategy for responding to conditions of general economic conditions of general economic recession and periods of economic recession and periods of economic uncertainty. uncertainty.

Types of Retrenchment StrategiesTypes of Retrenchment Strategies

Turnaround StrategyTurnaround Strategy Divestment StrategyDivestment Strategy Captive Company StrategyCaptive Company Strategy Liquidation StrategyLiquidation Strategy

Turn Around StrategyTurn Around Strategy

It emphasizes the improvement of It emphasizes the improvement of operations efficiency. It can be appropriate operations efficiency. It can be appropriate when a corporation is in a highly attractive when a corporation is in a highly attractive industry and when the corporations are industry and when the corporations are pervasive but not yet critical. A turnaround pervasive but not yet critical. A turnaround strategy has two phases:strategy has two phases:

Contraction Phase – this involves reducing size Contraction Phase – this involves reducing size and costs which is a general cutback in and costs which is a general cutback in personnel and all non critical expenditurespersonnel and all non critical expenditures

Consolidation – it is the development of a Consolidation – it is the development of a program to stabilize the trimmed corporation. program to stabilize the trimmed corporation.

Divestment StrategyDivestment Strategy

It is appropriate when corporate It is appropriate when corporate problems can be traced to the poor problems can be traced to the poor performance of an SBU or product performance of an SBU or product line, or when a division or SBU is a line, or when a division or SBU is a misfit, unable to synchronize itself misfit, unable to synchronize itself with the rest of the corporation. Dive with the rest of the corporation. Dive stature is used to generate cash in the stature is used to generate cash in the sale which can be used to reduce debt sale which can be used to reduce debt and buy time.and buy time.

Captive StrategyCaptive Strategy

It is similar to divestment, but instead of selling offIt is similar to divestment, but instead of selling off divisions or product lines, the firm reduces thedivisions or product lines, the firm reduces the scope of some of its functional activities andscope of some of its functional activities and becomes captive to another firm. This reducesbecomes captive to another firm. This reduces expenses and achieves some security through itsexpenses and achieves some security through its relationship with the stronger firm. An agreementrelationship with the stronger firm. An agreement is reached with a key customer that in return for ais reached with a key customer that in return for a large number of long-run purchases, the captivelarge number of long-run purchases, the captive firm will guarantee delivery at a favorable price.firm will guarantee delivery at a favorable price.

Liquidation StrategyLiquidation Strategy

It is used when other It is used when other retrenchment strategy have retrenchment strategy have failed. It is the most unpleasant failed. It is the most unpleasant and painful strategy, especially and painful strategy, especially for a single-business firm for a single-business firm because it means terminating the because it means terminating the firm’s existence.firm’s existence.

3.2 BUSINESS STRATEGIES3.2 BUSINESS STRATEGIES

A business strategy focuses on A business strategy focuses on improving the competitive position of improving the competitive position of a corporation’s products or services a corporation’s products or services within the specific industry or market within the specific industry or market segment that the division serves. It is segment that the division serves. It is commonly referred to as division commonly referred to as division strategy. It is a strategy that a strategy. It is a strategy that a division develops to complement the division develops to complement the overall corporation strategy.overall corporation strategy.

3.3 COMPETITIVE STRATEGIES3.3 COMPETITIVE STRATEGIES

Competitive strategies are three Competitive strategies are three generic strategies used to generic strategies used to outperform other firms in a outperform other firms in a particular industry, namely, particular industry, namely, overall cost leadership, overall cost leadership, differentiation and focus.differentiation and focus.

3.3.1 Overall Cost Leadership3.3.1 Overall Cost Leadership

Overall Cost Leadership requires Overall Cost Leadership requires aggressive construction of efficient-scale aggressive construction of efficient-scale facilities, vigorous pursuit of cost facilities, vigorous pursuit of cost reductions, tight cost and overhead control, reductions, tight cost and overhead control, avoidance of marginal customer accounts, avoidance of marginal customer accounts, and cost minimization in areas like R & D, and cost minimization in areas like R & D, services, sales force, and advertising. services, sales force, and advertising. Lower costs allow a firm to earn profits Lower costs allow a firm to earn profits during times of heavy competition.during times of heavy competition.

3.3.2 Differentiation3.3.2 Differentiation

Differentiation involves the Differentiation involves the creation of a product/service that creation of a product/service that is perceived throughout its is perceived throughout its industry as being unique. The industry as being unique. The uniqueness can be accomplished uniqueness can be accomplished through design or brand image, through design or brand image, technology, features, dealers, technology, features, dealers, network or customer service.network or customer service.

3.3.3 Focus3.3.3 Focus

Focus is similar to corporate Focus is similar to corporate strategy of concentration. It strategy of concentration. It focuses on a particular buyer focuses on a particular buyer group, product line segment or group, product line segment or geographic market. There is a geographic market. There is a trade-off between profitability and trade-off between profitability and overall market share. overall market share.

3.4 FUNCTIONAL STRATEGIES3.4 FUNCTIONAL STRATEGIES

The major aim is to maximize The major aim is to maximize corporate and divisional resource corporate and divisional resource productivity. It is developed to full productivity. It is developed to full competencies of each function so competencies of each function so that performance improves. that performance improves.

3.5 DEVELOPING POLICIES3.5 DEVELOPING POLICIES

After selecting the best strategic alternatives, After selecting the best strategic alternatives, policies to define the ground rules for policies to define the ground rules for implementation must be established. implementation must be established. Corporate policies are broad guidelines for Corporate policies are broad guidelines for divisions to follow in compliance with divisions to follow in compliance with corporate strategy. The policies are corporate strategy. The policies are interpreted and implemented through each interpreted and implemented through each division’s own objectives and strategies. division’s own objectives and strategies. The divisions may then develop their own The divisions may then develop their own policies for their functional areas to follow. policies for their functional areas to follow.

DISCUSSION QUESTIONDISCUSSION QUESTION

Explain the intricacies of Explain the intricacies of

organizational strategies and organizational strategies and

how they impact how they impact

organizational performance.organizational performance.

ApproachApproach

Definition: Complications, hindrances, Definition: Complications, hindrances, barriers, environmental determinantsbarriers, environmental determinants

Identification of intricaciesIdentification of intricacies Intricacies from external environmentIntricacies from external environment Intricacies from internal environmentIntricacies from internal environmentEach stage of the strategic management Each stage of the strategic management

process has got its intricaciesprocess has got its intricaciesRelevant examples are to be providedRelevant examples are to be provided

LECTURE 4LECTURE 4STRATEGY IMPLEMENTATIONSTRATEGY IMPLEMENTATIONStrategy implementation is putting the Strategy implementation is putting the strategy into effect and getting the strategy into effect and getting the organization moving in the direction of organization moving in the direction of strategy accomplishment. strategy accomplishment. Implementation primarily focuses on Implementation primarily focuses on the administrative process. It depends the administrative process. It depends on the skills of working through others, on the skills of working through others, motivating, culture-building and motivating, culture-building and creating stronger fits between strategy creating stronger fits between strategy and how the organization operates. and how the organization operates.

IMPORTANCE OF STRATEGY IMPORTANCE OF STRATEGY IMPLEMENTATIONIMPLEMENTATION

According to Macmillan (2001):According to Macmillan (2001):Approximately 70% of chief executives Approximately 70% of chief executives

lose their jobs due to bad execution of lose their jobs due to bad execution of good strategy (charan & Colvin 1999)good strategy (charan & Colvin 1999)

80% of directors believe they have good 80% of directors believe they have good strategies – only 14% believe they strategies – only 14% believe they implement them well (Quest WW survey)implement them well (Quest WW survey)

FIVE ASPECTS OF STRATEGY FIVE ASPECTS OF STRATEGY IMPLEMENTATIONIMPLEMENTATION

1.1. Building an Organization Capable of Building an Organization Capable of Carrying out the Strategic Plan Carrying out the Strategic Plan

2.2. Allocating and Focusing Resources Allocating and Focusing Resources on Strategic Objectiveson Strategic Objectives

3.3. Galvanizing Organizational wide Galvanizing Organizational wide Commitments to the Strategic PlanCommitments to the Strategic Plan

4. Installing internal administrative 4. Installing internal administrative support systemssupport systems

5. 5. Exerting Strategic Leadership Exerting Strategic Leadership

BUILDING AN ORGANISATION CAPABLE OF BUILDING AN ORGANISATION CAPABLE OF CARRYING OUT THE STRATEGIC PLANCARRYING OUT THE STRATEGIC PLAN

Developing an internal organization Developing an internal organization structure that is responsible to the structure that is responsible to the needs of strategy.needs of strategy.

Developing the skills and distinctive Developing the skills and distinctive competencies in which the strategy is competencies in which the strategy is grounded and seeing that the grounded and seeing that the organization has the managerial organization has the managerial talents, technical know-how and talents, technical know-how and competitive capacities it needs. competitive capacities it needs.

ALLOCATING AND FOCUSING RESOURCES ON ALLOCATING AND FOCUSING RESOURCES ON STRATEGIC OBJECTIVESSTRATEGIC OBJECTIVES

Seeing that each organizational unit Seeing that each organizational unit has the budget and programs to has the budget and programs to carry out its part of the strategic carry out its part of the strategic plan.plan.

Getting individuals and organization Getting individuals and organization units to gear their efforts closely to units to gear their efforts closely to achieving the target strategic achieving the target strategic objectives. objectives.

GALVANIZING ORGANIZATIONAL WIDE GALVANIZING ORGANIZATIONAL WIDE COMMITMENTS TO THE STRATEGIC PLANCOMMITMENTS TO THE STRATEGIC PLAN

Motivating organizational units and Motivating organizational units and individuals to accomplish strategy.individuals to accomplish strategy.

Creating a strategy-supportive work Creating a strategy-supportive work environment and corporate culture.environment and corporate culture.

Promoting a results orientation and a Promoting a results orientation and a spirit of high performance.spirit of high performance.

Keeping the reward structure tightly Keeping the reward structure tightly linked to strategic performance and linked to strategic performance and the achievement of target objectives.the achievement of target objectives.

Helping staff improve performanceHelping staff improve performance

Uncertainty of the future cause staff to Uncertainty of the future cause staff to focus more on themselves than the job focus more on themselves than the job they have to dothey have to do

This results in a drop in productivityThis results in a drop in productivityHelping staff maintain high performance Helping staff maintain high performance

increases self-worth and sense of security increases self-worth and sense of security and drives motivated effortand drives motivated effort

INSTALLING INTERNAL ADMINISTRATIVE INSTALLING INTERNAL ADMINISTRATIVE SUPPORT SYSTEMSSUPPORT SYSTEMS

Establishing strategy-facilitating Establishing strategy-facilitating policies and procedures.policies and procedures.

Generating the right strategic Generating the right strategic information on a timely basisinformation on a timely basis

Instructing internal controls to keep Instructing internal controls to keep the organization on its strategic the organization on its strategic course.course.

Creating fits between strategy and the Creating fits between strategy and the various internal ways of doing things.various internal ways of doing things.

EXERTING LEADERSHIPEXERTING LEADERSHIP

Leading the process of shaping Leading the process of shaping values, molding culture, and values, molding culture, and energizing strategy accomplishment.energizing strategy accomplishment.

Keeping the organization innovative, Keeping the organization innovative, responsive, and opportunistic.responsive, and opportunistic.

Dealing with power struggles, and Dealing with power struggles, and building consensus.building consensus.

Initiating corrective actions to Initiating corrective actions to improve strategy execution.improve strategy execution.

DISCUSSION QUESTIONDISCUSSION QUESTION

Discuss the main problems of strategy Discuss the main problems of strategy implementation in Tanzanian business implementation in Tanzanian business organizations.organizations.

LECTURE 5LECTURE 5STRATEGY EVALUATION AND CONTROLSTRATEGY EVALUATION AND CONTROL

OBJECTIVESOBJECTIVES define strategic management define strategic management

evaluation;evaluation; identify suitable types of control identify suitable types of control

systems to use;systems to use; describe the phases of control cycle;describe the phases of control cycle; explain how an effective control explain how an effective control

system can be developed. system can be developed.

DEFINITIONDEFINITION

The strategy evaluation system is The strategy evaluation system is meant to inform top management of meant to inform top management of how the system is performing, by how the system is performing, by relaying what has occurred or what relaying what has occurred or what may occur if action is not taken. An may occur if action is not taken. An evaluation system monitors evaluation system monitors performance to detect departures from performance to detect departures from expected performance when it first expected performance when it first occurs, rather than waiting until occurs, rather than waiting until undesirable results have piled up.undesirable results have piled up.

TYPES OF CONTROL SYSTEMTYPES OF CONTROL SYSTEM

In monitoring an organization’s progress one In monitoring an organization’s progress one can use either steering, yes/no, or post can use either steering, yes/no, or post action control systems. Steering controls action control systems. Steering controls involve making predictions of expected involve making predictions of expected results in the form of a set of standards and results in the form of a set of standards and then comparing performance as it occurs, then comparing performance as it occurs, with standards to detect deviations. Yes/no with standards to detect deviations. Yes/no controls are tests a piece of work must pass controls are tests a piece of work must pass to go to the next process. Post action to go to the next process. Post action controls consist of tests conducted on controls consist of tests conducted on completed processes to determine whether completed processes to determine whether or not results meet a standard. or not results meet a standard.

PHASES OF CONTROL CYCLEPHASES OF CONTROL CYCLE

Select key variables that will become the Select key variables that will become the major evaluative criteria for determining major evaluative criteria for determining whether goals have been achieved and whether goals have been achieved and strategies appropriately carried out. strategies appropriately carried out.

Set standard for key variables that Set standard for key variables that represent levels of satisfactory represent levels of satisfactory performance. performance.

Measure performance against standards to Measure performance against standards to detect deviations. detect deviations.

Take action either to reinforce correct Take action either to reinforce correct performance or to correct substandard performance or to correct substandard performance. performance.

DEVELOPMENT OF A CONTROL DEVELOPMENT OF A CONTROL SYSTEMSYSTEM

Enlist top management support. Enlist top management support. A clear organizational structure. A clear organizational structure. Establish clear control responsibility. Establish clear control responsibility. Do not permit control to become an end in itself. Do not permit control to become an end in itself. The control system should be simple with few The control system should be simple with few

controls in number.controls in number. Communicate the purpose and limitations of control.Communicate the purpose and limitations of control. Encourage employees to participate in the standard-Encourage employees to participate in the standard-

setting process setting process Make controls meaningful, andMake controls meaningful, and Customize the control system.Customize the control system.

QUESTIONS FOR TERM PAPERQUESTIONS FOR TERM PAPER

INSTRUCTIONS:INSTRUCTIONS:

1. There are Twelve (12) questions in total. 1. There are Twelve (12) questions in total.

2. Attempt any One(1) Question as a term 2. Attempt any One(1) Question as a term

paper. paper.

3. Submission Date: 243. Submission Date: 24thth November 2011. November 2011.

QUESTIONS ONE AND TWOQUESTIONS ONE AND TWO

1. What are the main considerations in 1. What are the main considerations in development of an effective Strategic development of an effective Strategic Management Control System? Discuss the main Management Control System? Discuss the main phases of control cycle in Strategic phases of control cycle in Strategic Management.Management.

2. 2. Explain the major patterns and drivers of Explain the major patterns and drivers of strategy development within Tanzanian strategy development within Tanzanian organizations. organizations. [For non Tanzanian candidates they may consider [For non Tanzanian candidates they may consider organizations in their own country]organizations in their own country]

QUESTION THREEQUESTION THREE

A strategic plan is considered by many business A strategic plan is considered by many business

experts as a foundation upon which the experts as a foundation upon which the

organizational success’ hinges. The plan further organizational success’ hinges. The plan further

serves as a source of reference, a guide and a serves as a source of reference, a guide and a

bargaining tool. bargaining tool.

Examine the major components of a strategic plan, Examine the major components of a strategic plan,

and explain the importance of each component to and explain the importance of each component to

the success of a business. the success of a business.

QUESTION FOUR QUESTION FOUR

The current competition in the The current competition in the telecommunication industry has prompted telecommunication industry has prompted the management of Tanzania the management of Tanzania Telecommunication Service Ltd to consult Telecommunication Service Ltd to consult you as an expert in strategic management to you as an expert in strategic management to assist in carrying out competitor and market assist in carrying out competitor and market analyses and then recommend some analyses and then recommend some strategic alternatives. Discuss your work strategic alternatives. Discuss your work modalities, the main issues and possible modalities, the main issues and possible strategic alternatives for attainment of strategic alternatives for attainment of sustainable competitive advantage. sustainable competitive advantage.

QUESTION FIVEQUESTION FIVE

Use the internet to find any current article or Use the internet to find any current article or paper on Strategic Management. Discuss paper on Strategic Management. Discuss the paper or the article critically with the paper or the article critically with reference to its contribution to knowledge on reference to its contribution to knowledge on strategic business management as well as strategic business management as well as its usefulness in current Tanzanian business its usefulness in current Tanzanian business environment.environment.[For non Tanzanian candidates they may refer to [For non Tanzanian candidates they may refer to

their own country]their own country]

QUESTION SIXQUESTION SIX

a.a. Identify any three authors on Strategic Identify any three authors on Strategic Management.Management.

b. b. Compare and contrast the three Compare and contrast the three identified authors on how they approach identified authors on how they approach the main strategic management issuesthe main strategic management issues

QUESTIONS SEVEN AND EIGHTQUESTIONS SEVEN AND EIGHT

Question 7Question 7 With relevant Tanzanian examples discuss how With relevant Tanzanian examples discuss how

the life cycle matrix can be used in identifying the life cycle matrix can be used in identifying and selection of organizational strategies.and selection of organizational strategies.

Question 8Question 8 What is Value Chain Analysis?What is Value Chain Analysis? Discuss the relevance of Value Chain Analysis Discuss the relevance of Value Chain Analysis

in Strategic Management. (Use relevant in Strategic Management. (Use relevant Tanzanian examples)Tanzanian examples)

QUESTION NINEQUESTION NINE

Total quality management, Service Quality and Total quality management, Service Quality and Quality Assurance are now days emphasized as Quality Assurance are now days emphasized as important strategic issues. The experience of the important strategic issues. The experience of the Japanese shows that high product quality Japanese shows that high product quality creates a sustainable competitive advantage. creates a sustainable competitive advantage.

What are the differences between traditional and What are the differences between traditional and Total Quality Management views of quality? Total Quality Management views of quality?

Identify three requirements for quality Identify three requirements for quality improvement strategy.improvement strategy.

QUESTION TEN AND ELEVENQUESTION TEN AND ELEVEN

Question 10Question 10Explain the major patterns and drivers of Explain the major patterns and drivers of

strategy development within Tanzanian strategy development within Tanzanian organizations. organizations.

Question 11Question 11With relevant examples discuss the role With relevant examples discuss the role

and applicability of strategic management and applicability of strategic management models in developing and selecting models in developing and selecting organizational strategies.organizational strategies.

QUESTION TWELVE QUESTION TWELVE

Write on any strategic management Write on any strategic management aspect in which you are interested.aspect in which you are interested.

BUS 520m

Documents

life cycle

sustainable

harvard business

impact organizational

strategic

strategic

strategic

tanzanian