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Strategic Management - ADL-17-Ver1

Assignment - A
Question 1. How do you differentiate between Strategy and Strategic Management?
What is your understanding of ‘Policy'? What are the characteristics of
Strategic decision? Write down some definitions of Strategic Management?

Answer: Strategy is defined as the unified plan designed to achieve goals and objectives.
This plan is conducted after understanding the environment and system. Strategy is the
process of providing a trick so as to reach the destination with saving in time, cost, resources
and energy. Strategy is all about providing a course of action and every strategy is how to
beat the competition. Strategy is all about providing a right set of tools and techniques to
make sure that the process of success is well defined. Strategy is a tool in every initiative we
take up with. It starts with proper understanding o environments and creating a strategy
requires providing a option for understanding the decision and providing solutions for each of
the type. Strategies are done at corporate, business and functional level.

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Question 2. What is Vision and Mission? Enumerate its elements. Write down your
company's vision and mission statements and discuss whether these fit in your
definitions. What are goals and Objectives? What are the main features of
objectives? State factors affecting objectives. Distinguish between official
objectives and operative objectives.

Question 3. What are the basic social obligations of a business organization? Do these
conflicts with the profit objective of the business? What is social audit?
Analyse the mission and objectives of your own organization. Evaluate and
write down to what extent does the organization follows social responsibility
and its objectives?

Question 4. What is the concept of environment? Search the library and other sources
of information to predict the type of environment managers are likely to face
ten years hence. Analyse the environment scanning process in your own
organization and evaluate how it will face the environment which is fast
developing as per your analysis above?

Question 5. Explain the role of SWOT analysis as a tool of facilitating strategic choice at
the business level. How is it similar / dissimilar to the grand strategy clusters?

Assignment - B
Question 1. What is core competence? Explain with some examples? Can you list your
company's core competencies? What is organizational culture? Why is it
important?
Question 2. Explain the role of three behavioral considerations in strategy examination
and choice. What are the advantages of Centralisation and Decentralisation?
How does having exceptionally competent people at lower levels in the
organization facilitate decentralization?

Question 3. Explain the relationship between resource commitments to strategy


activation? It is said, ‘People are not like other resources'. Take a position and
defend it. Distinguish between ‘Power’ and ‘Politics'?

Case Study
WS INDUSTRIES

Question Please analyse the enclosed case - WS Industries and answer the following
question.
You should not only refer to the facts and the situation in the case, but also explain and
elaborate your understanding of the issues.

Question: It has been observed that “WS industries strat egic success has been the
synergy it was able to establish with its competencies to supply core
components and its competitive advantage in terms of price'.

Note:

A case is written description of an organization covering a certain period of time. It is a


simulation of almost close to real life. There is no such thing a complete case. In real life too,
we never have complete facts while taking a decision. Therefore in analyzing a case you must
keep in mind that there are no rights or wrong answers.

The purpose is to allow the participants to demonstrate their understanding of the concepts
and their ability to apply the same to the issues of the case. The analysis should be realistic
and feasible. It is important to identify issues and develop sound reasoning to support your
recommendations.

Assignment - C
1. Can objectives be arranges in hiera rchy? Yes/No

2. Companies do not have a conscience? Yes/No

3. Does environment a ffect the organization? Yes/No

4. Environment has six main facets Yes/No

5. Are they important? Can you name them? Yes/No

6. Do internal environment. Factors effect strategy formulation? Yes/No

7. Domestic level analysis does not differ from multinational analysis? Yes/No
8. Do you agree that soon all industries will have to evaluate global environment?
Yes/No

9. Skills and Abilities of the individual you would like to hire as the environmental forecaster
for your Rs. 500 corers sales organization. Would be same for a smaller and larger group?
Can you list some Skills and abilities
Yes/No

10. Do you know what is an SBU?


Yes/No

11. SBU's do not have to pursue economic goals? Yes/No

12. ROI, Payback Period, IRR and NPV are tools of decision making? Yes/No

13. Does Vertical integration result in improved product quality? Can you explain?
Yes/No

14. Does a product, service or industry have life life-cycle? Yes/No

15. Can you draw life cycle curve and label the phases it depicts? Yes/No

16. A company does not need a contingency Strat egy? Yes/No

17. Do you understand why is it required? Yes/No

18. Is centralized organization more responsive to dynamic environment Yes/No

19. Is it true that top management policies should be broad, general, and flexible while that of
the lower level policies should be explicit, narrow, and rigid?
Yes/No

20 Do you know what are the policies which might exist in finance, marketing, personnel,
and production called?
Yes/No

21 They are nor-functional?


Yes/No

22 Is corporate culture, in your view, a strategic tool?


Yes/No

23 Or is it a strategic constraint?
Yes/No

24 Do you know the steps of strategy implementation? Can you list them?
Yes/No

25 Policies and strategy implementation?


Yes/No
26 Annual objectives are not needed when there are long term objectives already available?
Yes/No

27 Strategy formulation and implementation are often taken separately?


Yes/No

28 Do you know the reasons for the unsuccessful implementation of strategy?


Yes/No

29 Personal factors are not important in strategic choice?


Yes/No

30 Are you aware of Strategic Control? Can you explain?


Yes/No

31 Do you understand what is Operational Control? Can you elaborate?


Yes/No

32 Can you define Strategy Review and Control?


Yes/No

33 Is it necessary as a final stage of strategic management? Do you know why?


Yes/No

34 There are various qualitative and quantitative criteria for strategy review and control? Do
you know these?
Yes/No

35 Are you familiar with the term Performance Gap in strategic management?
Yes/No

36 Performance needs to be increased?


Yes/No

37 Implementation Controls, Strategic Surveillance, and Special Alerts, signify same


activities?
Yes/No

38 Operation Control has no logical steps?


Yes/No

39 Standards need not be as concrete and specific as possible?


Yes/No

40 Net profit is accurate indicator of success for a foreign subsidiary?


Yes/No

41 Strategy follows structure for successful strategy implementation?


Yes/No
42 Structure follows Strategy for successful strategy implementation?
Yes/No

43 Structural change often lags a change in strategy?


Yes/No

44 Leadership goes not play any important role in strategy implementation?


Yes/No

45 “Good personal leadership is humane, far-sighted, inspired and confident?”


Yes/No