MBA - Business Strategy - 2021

Title of the Program: MBA/AIM/FIN/MKT/HRM 2019/2021
Trimester: IV
Title of the Course: MBA 5211 – Business strategy
Name of Lecturer: Prof. P. Dharmadasa, and Dr W.P. Gamage
Course Status: Compulsory
No. of Credits: 02
Contact Hours: 30
What this course is about
Strategic Management is concerned with making a company perform well in a dynamic and
competitive business environment. Successfully crafting and implementing corporate strategies is a
key responsibility for business managers, especially those in the upper echelon. Strategic
Management can be hard to pin down and define at times, complex to implement, and
challenging. Strategic Management is integrating the foresightedness skills of the people and core
capabilities of the firm.
Course Description
The course of Strategic Management is a capstone course of any Business Administration program.
This course will integrate all the economic, finance, marketing, accounting, and other disciplinary
knowledge to analyze, formulate, and implement corporate strategies.
The course will examine the central problems of the business and the application of strategic
management in both developing and executing corporate goals and strategies. This course explores
the issues of defining corporate vision, mission, objectives, and strategies. The course focuses on
analyzing the firm’s external and internal environment to identify strategically valuable
capabilities and formulate value-creating strategies for sustainable, above-average return.
Developing conceptual skills and analytical skills are the main aims of this course.
Pedagogical Methods:
To effectively reach the goals of this practical-oriented course, the transformative pedagogy will be
used to maximize participants’ contributions. Different teaching methods will be used to develop an
active learning environment in the class and create student-centered learning and positive relationships
between fellow students and the facilitator. Lecture methods, class discussion, group discussion,
presentations, debriefing previous class proceedings by students and discussion about the students’
perceptions, summarizing required readings, case discussion, and workshops will be used as
teaching methods.
Learning Outcomes
This course uses the transformative education pedagogy to enhance the conceptual skills,
knowledge, values, and abilities to formulate and implement strategies in the new environment.
Therefore, at the end of this course, participants will be able to develop skills to analyze corporate
issues and formulate solutions efficiently and effectively. At the end of this course, participants will
have sound knowledge about:
Understand the fundamental concepts of Strategic Management and the elements in

the strategic management process.
Identified how a firm may achieve sustained competitive advantage.

Understand how to conduct external and internal Strategic Management audits.
Recognized the significance of having vision and mission statements of the firm be
familiar with the key strategy concepts as well as recent research regarding corporate
and competitive advantage.
Understand the alternative strategic approaches at different levels of the firm, an

integrative view on business strategy, and understand the merits and limitations of
different strategy perspectives.
Developed skills in implementing strategy and managing strategic changes.
Recognized the effective and efficient tools and methods to strategic evaluation and
control.
Contents of Course:
Due dates for

Learning case
Session Topic Lecturer
Materials presentations, and
group assignment
Introduction to the Course
(Course objectives,
1 background and requirements)
 Defining and discussed basic Handouts Prof Dharmadasa
terms of SM
 Understand the nature and
steps of SM
Strategic endeavor of an Prof
2 organization Prof Dharmadasa 4
Vision
Mission
Goals and objectives
Internal environmental analysis Handouts

3 Understand the resource- & Prof Dharmadasa
based approach, strategic case
capability, core competency,
and first-mover advantage
Value chain analysis
External environmental
4 analysis Handouts Prof Dharmadasa
 Macro-environment &
 Industry analysis case
 Competitive assessment
Handouts
5 Strategic hierarchy & Prof Dharmadasa
Corporate level strategies case

Handouts
6 Business and international Dr. Premartahne
&
strategies
case
Handouts
7 Dr. Premartahne
Strategy Analysis and Choice &
case
Handouts
8
Strategy Analysis and Choice & Dr. Premartahne
case
9 Handouts
Strategy implementation, review,
& Dr. Premartahne
evaluation, and control
case
Strategy implementation, review,

10 Model paper Dr. Premartahne
evaluation, and control and
discussion
Reflective discussion
Evaluation:
End-of-Semester Examination 50%
Continuous Assessment 50%
Assignment
Case development and Analysis – Instructions will be given in the class
End-of-Semester Examination:
The duration of end-of-semester examination will be three hours. Students need to answer 5 essay
type questions and will have a choice to select from. Students will be assessed for their theoretical
knowledge and their ability to link theory with practice.
Recommended Text(s):
Gerry Johnson, Kevan Scholes, & Richard Whittington, (2017), Exploring Strategy,
FT Prentice Hall, 11th New edition
Additional Readings:
 Fred R. David (2015) Strategic Management: Concepts, 14/E , Pearson Education
 Hill W.L. Charles & Jones R. Gareth (2008), An Integrated Approach to Strategic
Management, Cengage Learning
 Course manual

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Title of the Program: MBA/AIM/FIN/MKT/HRM 2019/2021

What this course is about

Understand the fundamental concepts of Strategic Management and the elements in

Identified how a firm may achieve sustained competitive advantage.

Understand the alternative strategic approaches at different levels of the firm, an

Developed skills in implementing strategy and managing strategic changes.

Due dates for

2 organization Prof Dharmadasa 4

Internal environmental analysis Handouts

Corporate level strategies case

Strategy implementation, review,

 Fred R. David (2015) Strategic Management: Concepts, 14/E , Pearson Education

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