MB0052 - Strategic Management and Business Policy

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ASSIGNMENT

DRIVE	SUMME 2015
PROGRAM	MBADS/ MBAFLEX/ MBAHCSN3/ MBA – SEM 4 PGDBMN/ PGDENMN/ PGDFMN/ PGDHRMN/ PGDHSMN/ PGDIB/ PGDISMN/ PGDMMN/ PGDOMN/ PGDPMN/ PGDROMN/ PGDSCMN/ PGDTQMN – SEM 2
SUBJECT CODE & NAME	MB0052 - Strategic Management and Business Policy
BK ID	B1699
Credit and Max. Marks	4 credits; 60 marks

Note: Answer all questions. Kindly note that answers for 10 marks questions should be approximately of 400 words. Each question is followed by evaluation scheme.

Q. 1. Describe the role of five major participants in the Strategic Management Process (SMP) of a company.

Answer:The fact that the strategic management process involves strategy making at the corporate level, SBU level and functional level also implies that managers at different levels—top, senior and middle—participate in the strategic planning and management process. In addition to the managers, the board of directors also play a definite role. Many times, management consultants also play important roles in the strategic planning and management of a company. So,

Q. 2. Differentiate between mission and vision of a company? Explain with examples.

Answer:The mission statement guides the day-to-day operations and decision-making of the organization. It helps in tactical planning and "rallying the troops" around a common near- to medium-term goal. The mission statement helps members of the organization get on the same page on what they should do and how they should do it.The vision statement is, in a sense, loftier. It outlines the worldview of the organization and why it exists. It attracts people — not just employees but also customers and vendors — who believe in the vision

Q. 3. Explain in detail Porter’s four generic strategies.

Answer: If the primary determinant of a firm's profitability is the attractiveness of the industry in which it operates, an important secondary determinant is its position within that industry. Even though an industry may have below-average profitability, a firm that is optimally positioned can generate superior returns.

Cost Leadership Strategy: This generic strategy calls for being the low cost producer in an industry for a given level of quality. The firm sells its products either at average industry prices to earn a profit higher than that of rivals, or below the average industry prices to gain market share. In the event of a price war, the firm can maintain some profitability while the

Q. 4.Differentiate between core competence and distinctive competence.

Answer: Competency refers to the ability of a firm to carry out an activity well. It is built and developed by firms consciously through experience and learning. A competency reside in people in the firm and not in physical assets.A Core competency is an activity central to a firm's profitability and competitiveness that is performed well by the firm. Core competencies create and sustain firm's ability to meet the critical success factors of particular customer groups.A distinctive competency is a competitively valuable activity that a firm performs better than

Q. 5.Define the term ‘industry’. List the types of industries. How do you conduct an industry analysis?

Answer: A classification that refers to a group of companies that are related in terms of their primary business activities. In modern economies, there are dozens of different industry classifications, which are typically grouped into larger categories called sectors.Individual companies are generally classified into industries based on their largest sources of revenue. For example, an automobile manufacturer might have a small financing division that contributes 10

Q. 6. What is meant by ‘structure of an organisation’? Describe the five major structural types or forms of an organisation.

Answer: The organizational structure is typically a hierarchical arrangement of lines of authority, communications, rights and duties of an organization. Organizational structure determines how the roles, power and responsibilities are assigned, controlled, and coordinated, and how information flows between the different levels of management.A structure depends on the organization's objectives and strategy. In a centralized structure, the top layer of

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