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Parul University: Seat No: - Enrollment No

This document appears to be an exam for a strategic management course, containing multiple choice and short answer questions. The exam covers topics such as Porter's Five Forces model, the definition of terms like distinctive competence and value chain analysis, comparing mergers and acquisitions as expansion strategies and factors influencing their success, identifying an organization's core competencies, types of corporate strategies, the strategic management process, diversification strategies, environmental analysis, controlling functions in management, strategy evaluation techniques, Michael Porter's model and SWOT analysis, types of power and politics in organizational culture, structures for business and corporate strategies, strategy implementation challenges, and organizational structure, systems, styles, culture, power and politics during strategic implementation.

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Krutika Chandlani
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112 views2 pages

Parul University: Seat No: - Enrollment No

This document appears to be an exam for a strategic management course, containing multiple choice and short answer questions. The exam covers topics such as Porter's Five Forces model, the definition of terms like distinctive competence and value chain analysis, comparing mergers and acquisitions as expansion strategies and factors influencing their success, identifying an organization's core competencies, types of corporate strategies, the strategic management process, diversification strategies, environmental analysis, controlling functions in management, strategy evaluation techniques, Michael Porter's model and SWOT analysis, types of power and politics in organizational culture, structures for business and corporate strategies, strategy implementation challenges, and organizational structure, systems, styles, culture, power and politics during strategic implementation.

Uploaded by

Krutika Chandlani
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Seat No:______________ Enrollment No:______________

PARUL UNIVERSITY
FACULTY OF MANAGEMENT
MBA, Winter 2016 -17 Examination
Semester: III Date: 14/12/2016
Subject Code: 06200202 Time: 2:00 pm to 5:00 pm
Subject Name: Strategic Management Total Marks: 60
Instructions:
1. Attempt all questions from each section.
2. Figures to the right indicate full marks.
3. Make suitable assumptions wherever necessary.
4. Write section-A, section-B on separate answer sheets.
SECTION: A
Q.1(a) Answer the following MCQ’s. (One Mark Each) (03)
1. Which one of the following is NOT included in the Porter's Five Forces model:
a) Potential development of substitute products
b) Bargaining power of suppliers
c) Rivalry among stockholders
d) Rivalry among competing firms
2. What is meant by the term 'Stakeholder'?
a) A person who is not related with a business.
b) A person who is related with a business.
c) A person who owns a business.
d) A person who purchases the shares of a business.
3. Easy-to-copy differentiating features
a) Cannot produce sustainable competitive advantage
b) Seldom are perceived by buyers as having much value
c) Tend to give buyers a high degree of power in bargaining for a lower price
d) Can produce the core competency

Q.1(b) Define the terms. (One Mark Each) (03)


1. Distinctive Competence
2. Vision & Mission
3. Value chain Analysis

Q.2 Strategic Mergers and Acquisitions are two different methods of Strategic Corporate Expansion. (08)
Compare and Contrast the motives of these two Expansion strategies. Discuss factors that can
influence the success of Mergers and acquisitions.

Q.3(a) Describe four criteria of an organization’s core competence. Explain how core competence can be (04)
identified and leverage to develop strategies. Give Example(s) to support your arguments.

Q.3(b) Give the overview of different types of Corporate level Strategies with diagram. (03)

OR

Q.3(a) Explain the process of strategic Management in any organization. What are the various steps of (04)
Strategic Management process? Describe the significance of each step.

Q.3(b) Explain the implications of diversification strategies. (03)

Q.4 How Environmental analysis helps in deciding strategies of Business Organization? What are the (09)
steps involved in such analysis? Explain with a suitable illustrative example.
SECTION: B

Q.1(a) Answer the following MCQ’s.(One Mark Each) (03)


1. Which of the following is the first step in the controlling function of management?
a) Take corrective actions
b) Restrict breaks employees take
c) Evaluate expense reports
d) Establish performance standards
2. In which of the following phase of strategic management, annual objectives are especially
important?
a) Formulation
b) Evaluation
c) Implementation
d) Management
3. What is the cornerstone of effective strategy evaluation?
a) Adequate and timely feedback
b) Quality and quantity of managers
c) Smaller ratio of top- to lower-level management
d) Evaluation preceding implementation stage

Q.1(b) Define the terms. (One Mark Each) (03)


1. Strategic Leadership style
2. Operational Control
3. Corporate Culture

Q.2 Explain how Michael Porte’s Five forces model is helpful in forth coming SWOT-analysis (08)
carried out in formation of Business strategy.

Q.3(a) Discuss the types of power in Organizational culture. How different types of power and politics (04)
influence the strategies of Organization?

Q.3(b) Describe the different structure for business strategies and corporate strategies in the business (03)
organization with supportive examples.

OR

Q.3(a) Discuss the different types of Evaluation techniques used for operational control in the Business (04)
Organization.

Q.3(b) Define strategy implementation. Describe the essential characteristics of Strategy Implementation (03)
for success of organization.

Q.4 Strategic Implementation is challenging task in business organization dealing with the problem of (09)
Organizational structure, system, styles, culture, power and politics. Explain with appropriate
Example.

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