| ST. JOSEPH’S COLLEGE OF COMMERCE (AUTONOMOUS)
End Semester examination – APRIL 2015 |
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| B.B.M. – VI SEMESTER | ||
| M111 604: STRATEGIC MANAGEMENT | ||
| Duration: 3 Hours Max. Marks: 100 | ||
| SECTION – A | ||
| I) | Answer ALL the questions. Each carries 2 marks. (10×2=20) | |
| 1. | Name any four benefits of having a Vision. | |
| 2. | Define ‘Strategic Management’. | |
| 3. | How can you conclude that there is a Vertical Integration taken place? | |
| 4. | Name the Components of Competitor Analysis. | |
| 5. | What are the levels of Strategic Planning in a Multi-business Structure? | |
| 6. | Explain the term ‘Power’. | |
| 7. | Define ‘Strategic Choice’. | |
| 8. | Give the meaning of ‘Environmental Scanning’. | |
| 9. | What are the different types of Strategic Alliances? | |
| 10. | What are the advantages and disadvantages of Entrepreneurial structure? | |
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SECTION – B |
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| II) | Answer any FOUR questions. Each carries 5 marks. (4×5=20) | |
| 11. | Enumerate the steps involved in Inculcating Values and Ethics in Corporate. | |
| 12. | Analyze the various International Entry Modes available to a firm opting Internationalization Strategy. | |
| 13. | Discuss the issues in Strategic Decision Making. | |
| 14. | Most of the firms, find it convenient to stay in their comfort zone and expand. In this regards, discuss the different types of Concentration Strategies. | |
| 15. | Evaluate the subjective factors influencing Strategic Choice. | |
| 16. | Explain the various activities and requirements of Value-chain Analysis. | |
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SECTION – C |
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| III) | Answer any THREE questions. Each carries 15 marks. (3×15=45) | |
| 17. | Elucidate the role of Strategists involved in Strategic Management Process. | |
| 18. | Evaluate the Process of Strategic Choice and discuss the contents of Strategic Plan. | |
| 19. | “Strategic Evaluation and Control lies at the heart of knowing the effectiveness of any Strategy.” With regards to the above statement, requirements of and effective evaluation and also throw light on the process of Strategic Evaluation. | |
| 20. | ABX Co. Ltd. is proposing a change in the Organizational Structure, before this exercise, they are consulting you to help them with McKinsey’s 7s model. Help them with the concept and factors pertaining to the same. Also, explain the process to use this tool. | |
| 21. | For any organization understanding its environment is very crucial to implement a strategy or even take a decision, in line with this explain the characteristics and components of an environment. Also discuss the factors to be considered while scanning an environment. | |
| SECTION – D | ||
| IV) | Case Study (1×15=15) | |
| 22. | Business today makes an interesting analysis of the chronological evolution of the organization structure within Indian firms. The structures analyzed show the firms responding to the environmental situation prevailing during a particular time period. Here is an account of how structures have evolved from the pre – 1940s to the post – 1990s:
– One-man organization (Pre – 1940) CEO is the hub around which there are workers – The classic triangle (1940-50) the functions of sales, finance and production are designed below the direct control of the CEO – The managing agency (1950 – 60) the foreign company provides the licence to the local partner who acts as the managing agent. The functional areas are directly looked after by the managing agent, who act as the CEO – The functional structure (1960 – 70) the traditional and popular structure of various functional areas directly under the control of the CEO – The cross-holding structure (1970 – 80) the promoter (most often a family group or a powerful industrialist) has equity holding in several companies and exercises organizational control on the same proportion. – The conglomerate (1980 – 90) the business/family group emerges as the focal point of structure with businesses vested in subsidiaries, joint ventures and equity alliances. The organizational control is exercised through a flagship company. The emerging forms of organization in the 21st century – India could be radically different from those in the past. New technologies and changing market conditions enable segmentation of customer groups and differentiation of products and services. Declining transaction costs and the managing and leveraging of knowledge is likely to alter organizational boundaries. Disaggregation of strategic decision within organizations may be reflected in disaggregated structures. Network structures that rely on linkages to other organizations based on knowledge sharing is another likely development. This might already be taking place internally where intensive coordination and linkages between internal knowledge centres exist in organizations.
In a positive way, organization structure may have to accommodate humane concerns such as providing growth opportunities to employees including women and trends such as working away from work-place to be respected.
Questions:
(5+10) |
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