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SUPERIOR UNIVERSITY

M. Phil-1st Semester. Course. SUPERIOR UNIVERSITY . Strategic Management. Faculty. Prof. Dr. Khawaja Amjad Saeed.

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SUPERIOR UNIVERSITY

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  1. M. Phil-1st Semester Course SUPERIOR UNIVERSITY Strategic Management Faculty Prof. Dr. Khawaja Amjad Saeed Founder Principal, Hailey College of Banking & Finance, University of the Punjab, Lahore Pakistan (2003----), Member Governing Council, International Federation of Accountants (IFAC), New York (1997-2000), President, South Asian Federation of Accountants (SAFA) (1997), President, Institute of Cost and Management Accountants of Pakistan (1997-2000), President, Association of Management Development Institutions of South Asia (AMDISA) (1993-96), Pro Vice-Chancellor University of the Punjab, Lahore (1994-1996), Founder Director, Institute of Business Administration (IBA), University of the Punjab, Lahore (1973-1996). Target Audience Starting Date October, 2009

  2. WELCOME TO OUR PROGRAM 1. GENERAL - Group Learning - CPE/MDP - Interaction 2. STRATEGY - Faculty - Scholars 3. LEARNING STRATEGY - Lectures-Interactive - Text Book - Cases - Assignments - Project PRESENTATION

  3. 4. SELF EVALUATION - Daily - Learning Log - Application Orientation - Development - Implementation

  4. GROUP LEARNING • The Faculty • Course Material • Participants Experience • CPE-MDP • KASH Model • SAVE Model • Fresh Arrival “Enthusiasm” • INTERACTION • Early Questions • Attentive Listening • Contributions from Floor • Assimilation

  5. 1. IMPORTANCE 2. RATIONALE 3. STRATEGIC MANAGEMENT - KBE - Environment - Strategy - Concept - Types PRESENTATION FRAMEWORK

  6. STRATEGIC MANAGEMENT CONCEPT It consists of Managerial Decisions and actions that help to ensure that the organization formulates and maintains a beneficial fit with its environment.

  7. CHAPTER: 1 (KBE) Rise of 1. KBE - BPO - KPO - EPO 2. KNOWLEDGE - Sources - Location 3. INVENTIONS 4. PROCESS OF KNOWLEDGE MANAGEMENT - Motivation Dimensions - Primary Knowledge Management Tasks - Knowledge Base

  8. CHAPTER: 1 (KBE) 5. KASH - Knowledge - Attitudes - Skills - Habits 6. CODE OF ETHICS - Illustration 7. MIND OF A MANAGER - Reflective - Analytical - Worldly - Collaborative - Action

  9. CHAPTER: 1 (KBE) • MANAGEMENT • Egyptians • - Decentralization • - Staff Advice • - Formal Systems • 1. Organization • 2. Leadership • 3. Control • Chinese • - Unity of Command • - MBE • - Delegation

  10. CHAPTER: 1 (KBE) • MANAGEMENT • Military • 1. Staff Advice • 2. Uniform Methods • 3. Discipline • 4. Leadership • 5. Authority • 6. Conflict Mind of a Manager

  11. CHAPTER: 1 (KBE) KASH MODEL SAVE MODEL

  12. CHAPTER: 2 (UNDERSTANDING STRATEGY) 1. HISTORY - Ford Foundation - Carnegie Corporation - Gorden & Havel Report 2. TRADITIONAL APPROACH - Functional - New 3. RISE OF MANAGEMENT - Egyptian - Chinese - Industrial & Commercial Revolution - 1750-21st Century

  13. CHAPTER: 2 (UNDERSTANDING STRATEGY) 3. RISE OF MANAGEMENT - Henri Fayol 6X5 - Deming 14 points - McKinsey's Seven - Confucianism - Buddha 4. STAKEHOLDERS - Types

  14. CHAPTER: 2 (UNDERSTANDING STRATEGY) 5. VISION & MISSION - Framework - Examples - at home - abroad 6. OBJECTIVE - Stated - Hidden - Hierarchy 7. STRATEGIES - General Strategies - Specific - Framework - Corporate

  15. CHAPTER: 2 (UNDERSTANDING STRATEGY) 7. STRATEGIES - SBU - Functional - Others? Entrepreneurial 8. Directors Powers - Managerial - Legal

  16. CHAPTER: 2 (UNDERSTANDING STRATEGY) 9. SUPERVISORS ROLE 10. PYRAMID - Normal - Inverted 11. PATTERNS OF STRATEGIC MANAGEMENT 12. A JOURNEY TOWARDS OPERATIONAL EXCELLENCE - 12 Points

  17. CHAPTER: 2 (UNDERSTANDING STRATEGY) TRADITIONAL APPROACH • MODERN APPROACH • 1. Broaden the Format • 2. Capstone Course • 3. Integrated Approach

  18. CHAPTER: 2 (UNDERSTANDING STRATEGY) Henry Fayol Job of Management

  19. CHAPTER: 2 (UNDERSTANDING STRATEGY) Henry Fayol Management

  20. CHAPTER: 2 (UNDERSTANDING STRATEGY) McKinsey Seven “S”

  21. CHAPTER: 2 (UNDERSTANDING STRATEGY) Environment Internal Objectives

  22. CHAPTER: 2 (UNDERSTANDING STRATEGY) Task Environment Strategies

  23. CHAPTER: 2 (UNDERSTANDING STRATEGY) Strategies Strategies

  24. Top Middle Lower Operators CHAPTER: 2 (UNDERSTANDING STRATEGY) APPROACHES A: Pyramid

  25. Top Middle Lower Operators CHAPTER: 2 (UNDERSTANDING STRATEGY) APPROACHES B: Inverted Pyramid

  26. CHAPTER: 2 (UNDERSTANDING STRATEGY) APPROACHES C: Flat APPROACHES D: Lop Sided

  27. CHAPTER: 3 (SCANNING ENVIRONMENT) 1. EXTERNAL - PEST - Other Approaches 2. INTERNAL - Five Points - Profit - Growth - Market Penetration - Leadership - Productivity - Other Approaches - 6 Points - Market Forces

  28. CHAPTER: 3 (SCANNING ENVIRONMENT) 3. TASK ENVIRONMENT - Competition - Customers - Suppliers - Channels of Distribution 4. FORECASTING ENVIRONMENT - Judgmental - Statistical Time Series - Composite Scenario - Special Statistical Technique - Others

  29. CHAPTER: 3 (SCANNING ENVIRONMENT) 5. INTERNAL STRENGTHS - Human Resources - Physical Resources - Internal Organization Resources 6. OTHER ISSUES - 12

  30. CHAPTER: 3 (SCANNING ENVIRONMENT) PEST

  31. CHAPTER: 3 (SCANNING ENVIRONMENT) OTHER APPROACH

  32. CHAPTER: 3 (SCANNING ENVIRONMENT) PORTER: 5 FORCE MODEL

  33. CHAPTER: 3 (SCANNING ENVIRONMENT) INTERNAL STRENGTHS

  34. CHAPTER: 3 (SCANNING ENVIRONMENT) INTERNAL STRENGTHS

  35. CHAPTER: 3 (SCANNING ENVIRONMENT) INTERNAL STRENGTHS

  36. CHAPTER: 4 (DEVELOPING STRATEGIES) 1. CORPORATE LEVEL - Internal Growth - Horizontal Dimension - Restructuring - Stability - Financial Restructuring - Portfolio Restructuring - Illustrations - Cost Review - “Turned On” 2. SBUs - 11 Points - Generic SBUs Strategic - 6

  37. CHAPTER: 4 (DEVELOPING STRATEGIES) 3. FUNCTIONAL - Personnel - Production - Procurement - Marketing - Finance - Innovation 4. REVIEW - The Instructor will review in comprehensive detail each of the above functional strategies.

  38. CHAPTER: 4 (DEVELOPING STRATEGIES) Types A: Corporate Level B: SBU C: Functional D: Guess: What else Turn-on Organizations

  39. CHAPTER: 4 (DEVELOPING STRATEGIES) FUNCTIONAL STRATEGIES Procurement Personnel

  40. CHAPTER: 4 (DEVELOPING STRATEGIES) FUNCTIONAL STRATEGIES Personnel

  41. CHAPTER: 4 (DEVELOPING STRATEGIES) FUNCTIONAL STRATEGIES

  42. CHAPTER: 4 (DEVELOPING STRATEGIES) FUNCTIONAL STRATEGIES

  43. CHAPTER: 4 (DEVELOPING STRATEGIES) FUNCTIONAL STRATEGIES

  44. CHAPTER: 4 (DEVELOPING STRATEGIES) FUNCTIONAL STRATEGIES D: Three Cs 1. Company 2. Customers 3. Competitors

  45. CHAPTER: 4 (DEVELOPING STRATEGIES) FUNCTIONAL STRATEGIES E: Customers Oriented Note: Follow nine(9) points of the book. FUNCTIONAL STRATEGIES G: Relationship Marketing - Japan - China - Now India - How about us?

  46. CHAPTER: 4 (DEVELOPING STRATEGIES) • EXPORT STRATEGY • Priority • Global Share • Regional Setting • Niche • Exportable Surplus • Diversification • Product Focus • Approach • Exporters-New breed • Export Culture • Institutional Approach • Slogan “Exports” way of life

  47. CHAPTER: 4 (DEVELOPING STRATEGIES) • PRODUCTION • Read POM Standard Text Book • Major Issues –See Book FINANCIAL

  48. CHAPTER: 4 (DEVELOPING STRATEGIES) • RISK MANAGEMENT • Concept • Peter Drucker • Characteristics • - Uncertainty • - Loss • Categories • (a) General • - Known • - Predictable • - Unpredictable • (b) Specific • - Project • - Technical

  49. CHAPTER: 4 (DEVELOPING STRATEGIES) • RISK MANAGEMENT • 5. Types • - Pure • - Speculative • - Demand • - Input • - Financial • - Property • - Personnel • - Environmental • - Liability

  50. CHAPTER: 4 (DEVELOPING STRATEGIES) • MANAGEMENT RISK PROCESS • Identification • Impact Quantification • Handling

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