by | Unit 1 [Book] | |
| Nature and Scope of Strategic Management | VIEW |
| Concept of Core Competence | VIEW |
| Capability and Organisational Learning | VIEW |
| Management of Strategic Change | VIEW |
| Process of Strategic Planning and Implementation | VIEW |
| Activating Strategies, Strategy and Structure | VIEW |
| Unit 2 [Book] | |
| Behavioral Implementation: | VIEW |
| An Overview of Leadership | VIEW |
| VIEW | |
| Corporate Culture | VIEW |
| Corporate Politics and Use of Power | VIEW |
| Functional / Operational Implementation | VIEW |
| An Overview of Functional Strategies | VIEW |
| Unit 3 [Book] | ||
| Strategy Evaluation and Control | VIEW | |
| VIEW | VIEW | |
| McKinsey’s 7’s Framework | VIEW | |
| Balance Scorecard | VIEW | |
| Triple Bottom Line, Strategic drift | VIEW | |
| Mergers and Acquisitions | VIEW | |
| Takeover and Defence Tactics | VIEW | |
| Laws for Mergers and Acquisitions in India | VIEW | |
| Regulatory Framework of Takeovers in India | VIEW | |
| Cross Border Mergers and Acquisitions | VIEW | |
| Unit 4 Tailoring Strategy to Fit Specific Industry and Company Situations: [Book] | |
| Strategies for Competing in Emerging Industries | VIEW |
| Strategies for Competing in Turbulent, High-Velocity Markets | VIEW |
| Strategies for Competing in Maturing Industries | VIEW |
| Strategies for Competing in Fragmented Industries | VIEW |
| Strategies for Firms in Stagnant or Declining Industries | VIEW |
| Strategies for Sustaining Rapid Company Growth | VIEW |
| Strategies for Industry Leaders | VIEW |
| Strategies for Runner-up Firms | VIEW |
| Strategies for Weak and Crisis Ridden Businesses | VIEW |
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