403.    Strategic Management and Organizational Behavior – 100

Course Objectives

This course is designed to achieve some specific objective. These are to

a.   understand the nature and models of organizational behavior and its implications

b.   explain the concepts of authority, power, responsibility and delegation

c.   analyze the courses of inter-group and interpersonal conflict in an organization and recommend ways in which such conflict might be managed

d.   evaluate ways in which change can be managed successfully

e.   analyse how the culture affects the way in which organizations conduct business

f.    explain the formation of groups and the way in which groups and their members behave

g.   evaluate individual behavior, job satisfaction and its impact on business

h.   identify the principles and concepts in the theories and practices of strategic management

i.    evaluate different approaches to strategy formation

j.    prepare and evaluate competitive strategy analysis and its matching and implementation

k.   outline how formal corporate structure functions

l.    assess the importance of human resources development to organizations and identify methods of managing people effectively.


Strategic Management (Marks-60)

A: Strategic Mission and Vision

403.01 Introduction

Define Strategy; Define Strategic Management, Tasks of Strategic Management, Strategic Management a Process, Role of members for Strategy formulation, the Tasks of Strategy. Benefits of “Thinking and Managing Strategically”




403.02 Strategic Mission and Vision

 Developing a Strategic Vision/Mission, Establishing Financial and Strategic Objectives, Crafting a Strategy, Factors Shaping a Company’s Strategy Linking Strategy With Ethics.

Identifies and explains the role that a given organization's management incentives play in maintaining organizational compliance.


B: Analysis of Situation and Resources to form Strategy

403.03   Role of Situation Analysis in Strategy-Making

Methods of industry and Competitive Analysis, Conducting an Industry and Competitive Analysis.


403.04 Evaluation of Company’s Strategy

Present Strategy Is Working, SWOT Analysis: Resource Strengths and Weaknesses, Opportunities and Threats, Strategic Cost Analysis and Value Chains, Assess a Firm’s Competitive Position, Identify Strategic Issues.


C:  Competitive & Globalization Strategies

403.05 Competitive Strategies

 Low-Cost Leadership Strategy, Broad Differentiation Strategies, Best-Cost Provider Strategies, Focused Low-Cost Strategies, Focused Differentiation Strategies, Vertical Integration Strategies, Merger and Acquisition Strategies, Cooperative Strategies, Offensive and Defensive Strategies, First-Mover Advantages and Disadvantages.


403.06  Globalization Strategy

Expanding into Foreign Markets, Cross-Country Differences, The Competitive Environment: Multi-country or Global Competition: Strategy Options for Entering and Competing in Foreign Markets, Pursuing Competitive Advantage by Competing Multinationally, Profit Sanctuaries, Cross-Market Subsidization, and Global Offensives, Strategic Alliances and Joint Ventures with Foreign Partners, Competing in Emerging Foreign Markets, Strategies for Local Companies in Emerging Markets.


403.07             E-strategy

The Internet, Technology and Participants, How Internet Technology Impacts Company and Industry Value Chains, How the Internet Reshapes the Competitive Environment, Strategic Mistakes Made by Early Internet Entrepreneurs, E-commerce Business Models and Strategies for the Future.


D: Entrepreneurial Strategy

403.08 Entrepreneurial Strategy

Entrepreneurship types, roles in economic development, entrepreneurial start ups, and growth strategies. Small entrepreneurship, importance, entrepreneurial support services. Formal and informal supports.


Organizational Behavior (Marks - 40)


E: Behavior and Leadership

403.01 Introduction

Organizational behavior (OB), comprehensive OB, Contributing disciplines to OB fields, challenges and opportunities for OB. Importance of OB for the management accountants, Characteristics and elements of OB, OB models. Foundations of individual behavior, Ability, learning, values, attitudes, Job satisfaction, personality, emotion, perception and their influences in decision making,


403.02  Employee Motivation and Leadership

Theories of motivation and leadership, power and politics, conflict negotiation, organizational structure, new design options, work design and technology, OB in e-world,


403.03 Organizational Culture

Concepts and functions, creating sustainable culture, how employee learn culture, creating customer responsive culture, spiritual organizational culture.




F. Organizational Development

403.04 Organizational Change and Stress Management

Forces for change, managing planned changes, resistance to change, Approaches to managing organizational change. Work stress and its management: concept, sources of stresses, consequences of stresses, managing stress. Role of management accountants in managing changes and stresses.


403.05   Team and Group Behavior

Foundation of group behavior, defining classifying group, group development, group members resources, structure, process and decision making. Work team, types of teams, creating effective team and management of groups and teams. Role of management accountants in managing group and teams.


403.06             Organizational Goal

i.          Recognizes and personally acts on opportunities that are consistent with organizational goals.

ii.         Constructive personal contributions to team performance.

a.       Listens well to other team members’ input.

b.      Participates actively in team discussions.

c.       Communicates ideas effectively at team meetings.

d.      Prepares for team meetings.

e.       Takes direction form the team leader.

f.       Recognizes team norms and operates within them when appropriate.

403.07             Coursework in Groups

a.         Meets commitments and deadlines.

b.         Maintains trust and honesty.

c.         Exhibits self-confidence.


403.07 Other Professional Manner.

a.         Maintains appropriate conduct and demean our.

b.         Maintains trust and honesty.

c.         Respects the opinions of others


Text Books

1.                  Strategic Management: Text and Cases, 13th Edition -Thomson and Strickland.

2.                  Entrepreneurship, 5th Edition - Robert Hisrich & Petters.

3.                  Organizational Behavior, 10th Edition - Stephen P. Robbins.

Reference books

1.      Concepts and Cases Strategic Management- Competitiveness and Globalization, 3rd Edition, - Hitt, Ireland, R. D. and Hoskisson, R.E. (South Western).

2.      Organization Behavior at Work, 11th Edition - Keith Davis.

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