Transcript
Corporate Policies and Practices
Instant Downloadable Solution from AiDLo.com PART A (Descriptive Type) = 16 PART B (Case Study) = 2 PART C (Objective Type) = 80
PART A Descriptive Type Question
Question 1: Explain through appropriate illustration the following terms in the context of corporate Policy. a) Strategy & tactics b) Policies, Plans & rules c) Plans and programs Question 2: Diversification to new markets can be a risky proposition. The risk can be minimised if the companies can identify their strengths and evaluate market opportunities accordingly. Discuss the various types of diversification strategies in light of the statement. Question 3: Assuming yourself to be the CEO of an organization relate the difficulties you would face in choosing and setting the objectives of your origination? Question 4: Write a comprehensive note detailing the different types of grand strategies & the dimensions along which they may be defined. Question 5: A business that did not previously bother with corporate strategy has decided to formulate a strategy. Write a report to the CEO of this business suggesting. Write a report to the CEO of this business suggesting the main factor that need to be considered during the formulation of its strategy statement. Question 6a): Describe the evaluation Process for operational control Question 6b): Distinguish between operational control and strategic control Question 7: There is no such thing as "The Learning Organisation" per se because all the characteristics of the so called Learning Organisation are nothing more than examples of conventional good management practice. Discuss the statement. Question 8a): What Problem might emerge from inadequacies in a firm's organizational structure? Question 8b): In what sense does "Structure follow strategy"? Question 9a): Explain the concept of Corporate Social Responsibility? Question 9B): What is meant by aligning social responsibility to strategic manager? Question 10: Has globalisation made it easier for MNCs entering India now? How liberalisation in Economic reforms has smoothened the path for them?
Question 11: Trusting your organisation to grow and develop in a haphazard fashion is taking a large chance on the future. This is the fundamental reason for doing strategic planning. Discuss the role of SWOT analysis in strategic planning. Question 12: How has the Internet helped in the evaluation of Worls as a Global Village? Question 13: Discuss the startegic initiative by Mr Ratan Tata of launching "Nano" which suggests the cost leadership approach adopted by TATA. Do you think this step may snatch leadership position of Maruti Suzuki in the small car segment? Question 14: Mergers and acquisitions can be desirable expansion strategy for banks in India? Comment with suitable examples. Question 15: Indian Companies at the forfront of technological innovation face several challanges. The chief challange is increasing complexity. Discuss. Question 16: The PESTLE analysis is a perfect tool for managers and policy makers; helping them in analyzing the forces that are driving their industry and how these factors will influence their buisnesses and the whole industry in general. Conduct PESTLE analysis for retail sector of India.
PART B CASE STUDY -1 Question 1: What issues should the top management of TLC consider whilst assessing the four options recommended by consultants? Indicate the merits and demerits of each option. Question 2: In your opinion, which subjective factors are likely to affect the decision asking process? Question 3: Do you agree with the statement “Structure always follow Strategy” CASE STUDY - 2 Question 1: How do you associate the values and ethics of the organization with the execution of Corporate Social Responsibility? Question 2: Do you suggest that CSR should be included as one of the important elements in the Mission statement of the Company?
PART C OBJECTIVE TYPE SET -1 Q1. Objectives when stated in specific terms become Q2. A good mission statement invariable includes the firm's Q3. A board term which includes goals, Procedures, rules and steps to be taken in putting a plan into action is Q4. An executive Assistant has a generalist orientation and excellent communications skills. He assist the Q5. Good strategies give rise to good Q6. Strategy operates at three levels: Corporate divisional/SBU and Q7. The term long range planning, corporate planning and - are used synonymously Q8. Contingency planning comes into operation due to changes in a firm's Q9. The implementation of functional policies is the main role of Q10. The definition of business along the three dimensions of customer groups, customer function and alternate technologies was given by Q11. Planning covering a period of 3 to 5 years is referred to as Q12. Strategy mostly follows structure in firms which Q13. The functional structure promotes Q14. A matrix structure violates the principle of Q15. The definition of strategy as a "unified, comprehensive and integrated plan designed to assure that the basic objectives of the firm are achieved" was given by Q16. The adaptive form of structure is referred to as Q17. Business form of SWOT analysis to assess the Q18. Concentric diversification involves taking up activity that is Q19. Merger and acquisition strategies basically involve Q20. Firms adopt stability strategy because Q21. The experience curve is a commonly used concept in Q22. The PLC curve exhibits the relationship of sales with respect to one as the product passes through Q23. The BCG matrix enables assessment of individual businesses on the basis of industry growth rate and Q24. 'Stars' operate in a high-growth industry and have Q25. In terms of product life cycle (PLC), products in the late maturity or declining stage are referred to as Q26. The five forces model of competition which helps to determine the intensity of industry competition and profitability was developed by Q27. The only responsibility of business is to perform its economic functions efficiently and provide goods and services for society and earn maximum profits. The above view has been propounded by which of the following luminaries. Q28. Capital budgeting is used by firms to allocate resources forQ29. A leader ensures effective and smooth implementation of strategy by overcomingQ30. In the strategic evaluation and control process, operational control is exercised through-
Q31. Albert S. King traces the historical development of leadership theories and identifies nine revolutionary eras. The focus on traits and qualities refers to which of the following areas. Q32. Historical perspective of evolution of business policy is viewed in terms of four paradigm shifts. The last paradigm which emerged in the 1980s isQ33. Mckinsey's seven "S" frameworks denote seven policy areas that affect long term organisational success. Of these "skills" refers toQ34. The price of a product is determined byQ35. In a firm the most important strategist responsiblefor formulation and evaluation of strategy is theQ36. The marketing mix is said to consist of 4 Ps i.e; product, pricing, promotion and place. The term 'place' is also referred to asQ37. The management function of directing is performed through exercise of leadership function ofQ38. The term 'organisational culture' impliesQ39. The term 'strategy' is derived from the greek word 'strategos' which meansQ40. A joint venture involves a combination of two or more companies into one company through-
OBJECTIVE TYPE – SET 2 1. A firm can acknowledge the critical importance of its_______, by having explicit goals that state its intention to improve work conditions by adding more lighting and providing the workers with more and better safety equipment. a) Employee welfare b) market share c) Sales revenue d) satisfaction 2. A firm shares its offices with another firm in a foreign location to reduce costs. This is an example of: a) Economies of scope b) Economies of Scale c) Integration d) consolidation 3. A key change in the decision-making process for new-ventures as contrasted with the decision-making process for established companies is the addition of a) The implementation step. b) The development of the basic business idea, c) The scanning of the internal environment. d) The analysis of strategic factors. 4. A survey of 93 Fortune 500 firms found ten major problems that over half of the group experienced when they attempted to implement a strategic change. Which of the following is not one of the implementation problems? a) poor definition of key implementation tasks and activities b) uncontrollable external environmental factors c) time allocated for implementation was adequate, but was used inappropriately d) crises that distracted attention away from implementation 5. from a) b) c) d) According to Collins and Poras, what separates visionary organizations merely good organizations is that: They are not prepared to change their core values They are prepared to change their core values They are not prepared to change their culture They are prepared to change their culture
6. Aggregating prospective buyers into groups is called: a) market segmentation b) BCG matrix analysis c) grouping
d) market categorization 7. Alfred Chandler produced classic work on the study of organizational structures. He was of the view that: a) Structure determines strategy b) A centralized structure is superior c) Strategy determines structure d) A divisionalised structure is superior 8. a) c) An effective short-hand summary of the situation analysis Is a: SWOT analysis b) SBU analysis BCG analysisd) Competition analysis
9. An organization's reputation Is an example of: a) An Intangible resource b) A tangible resource c) A knowledge-based resource d) A threshold resource 10. a) b) c) d) An organization's structure is the physical building of the organization. often represented by an organizational chart. the raw material assets of an organization. the patterns of beliefs of the employees.
11. Ansoff had four market-product strategies to expand sales. They Included (1) market penetration, (2) product development, (3) market development and: a) diversification b) current customer retention c) distribution enhancement d) product simplification 12. Bartlett and Ghoshal (1990) distinguish between an organization's anatomy, physiology and psychology. The anatomy is the organization's: a) Structure b) Culture c) Motives d) Values 13. Conglomerate diversification is another name for: a) Related diversification b) Unrelated diversification c) Acquisition diversification d) Portfolio diversification 14. a) b) c) d) Core Competencies can be defined as: A cluster of attributes that confer competitive advantage Capabilities Attributes that a firm requires to be able to compete Ways of doing things
15. For a resource to provide the potential for sustainable competitive advantage It must be: a) Valuable, rare, difficult to Imitate, no strategic substitutes b) Valuable, rare, patented, no strategic substitutes c) Valuable, tacit, easy to imitate, no strategic substitutes d) Valuable, embedded, rare, no strategic substitutes 16. The_____________ for PepsiCo is "We believe our commercial success depends upon offering quality and value to our consumers and customers; providing products that are safe, wholesome, economically .efficient and environmentally sound; and providing a fair return to our Investors while adhering to the highest standards of quality.” a) mission b) organizational code of conduct c) functional code d) benefits statement 17. Horizontal integration is where: a) A firm takes over a distributor b) A firm takes over a competitor c) A firm takes over a manufacturer d) A firm takes over a supplier 18. In the strategic marketing process, once you get results you go into the; a) control phase b) marketing plan c) planning phase d) marketing program 19. Knowing where the organization is at the present time enables managers to set a direction for the firm and start to allocate resources to move toward that direction. Two techniques to aid in these decisions are: a) Market-product analyses and portfolio analysis. b) Contribution margin analysis and market-product analyses. c) Industry forecasting and situational analyses. d) Break-even analysis and sales forecasting. 20. Multidivisional corporations tend to* use what type of responsibility center? a) revenue center b) profit center c) investment center d) standard cost center 21. Once an organization has determined how each of its business units should be labeled in terms of the BCG portfolio analysis, it is time to decide what strategy should be used with each. Which of the following is NOT one of the strategies available for use with each SBU? a) Build b) Harvest
c) Divest
d) Milk
22. One key to effective implementation is setting: a) schedule of events b) milestones c) good managers in motion d) goals 23. One of the strengths inherent in the use of the BCG portfolio analysis is that it a) forces firms to assess their SBUs in terms of relative marker share and industry growth rate b) acts as a strong motivational tool for employees in SBUs that have been labeled dogs or problem children c) considers all factors that might impact an SBU's value to an organization d) is remarkably easy to locate an SBU on the BCG matrix 24. Railroads may have let other forms of transportation take business away from them because their vision included only the railroad business, rather than the broader vision of a) transportation b) wholesaling c) entertainment d) aerospace 25. the a) b) c) d) Strategic planning is often distinguished from operational planning by number of executives involved in the formulation complexity of the planning forms use of outside consultants length of time in the planning period
26. Substantial changes to the range of offerings or the markets served or both are known as: a) Differentiation b) Diversification c) Relocation d) Repositioning 27. a) c) 'Synergy' can best be explained by which of the sums below? 2-2=1 b) 2+2=5 1+1=2 d) 2+1=3
28. The calculation of ratios from financial data is referred to as a) Receivables analysis. b) Ratio analysis. c) Diversification analysis. d) S.W.O.T analysis.
29. The first functional areas to be heavily outsourced were a) R&D and customer service. b) Customer services and information systems, c) Finance and manufacturing. d) Manufacturing and marketing. 30. The leadership style of the person leading an organization would come under which support activity? a) Human resource management b) Technology development c) Operations Management d) Customer Relations 31. The 'operation' ace to value chain in a passenger airline service would be: a) Getting passengers and baggage from A to B by means of flying in an aircraft b) The design of the price structure and yield plan c) Selling the tickets to passengersd) The manufacture of the aircraft 32. The primary activities in Porter's Value Chain are: a) Inbound logistics, operations, outbound logistics, marketing and sales, service b) procurement, operations, distribution, marketing and sales, service c) Inbound logistics, operations, distribution, marketing and sales, service d) Procurement, operations, outbound logistics, marketing and sales, service 33. a) b) c) The resources of an organization can be defined as: Inputs to enable the organization to carry out its activities The activities of the organization Tangible assets d) Capabilities of the organization
34. The sale of government owned business to private investors in known as a) Capitalization b) divestiture c) Merger d) Acquisition 35. The strategic marketing process is how an organization allocates its marketing mix resources to reach its: a) target markets b) area of expertise c) competition d) stated business ideas
36. The theory that structure follows strategy was developed by (B) a) Peter Chandler. b) Alfred Chandler, c) Michael Chandler. d) Alfred Porter. 37. The value chain is subdivided into two main headings. These are primary activities and: a) Support activities b) Peripheral activities c) Outsourced activities d) Chain Activities 38. Toyota has excellent materials handling and inventory control. In terms of the value chain, this is the activity of a) Procurement b) Firm infrastructure c) Technology development d) marketing program 39. Value for shareholders of a firm is measured by: a) stock performance and profitability b) sales revenue c) satisfactory employee targets d) profitable year-end balance sheet 40. When actual performance results are better than what the plan called for, managers should: a) Increase prices. b) Find creative ways to exploit the situation, c) Ignore it. d) Issue more stock options to employees.
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