Download GTU (Gujarat Technological University) MBA (Master of Business Administration) 2018 Summer 3rd Sem 830001 Strategic Management Previous Question Paper
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER (3) ? EXAMINATION ? SUMMER 2018
Subject Code: 830001 Date: 30/04/2018
Subject Name: Strategic Management
Time: 02:30 PM To 05:30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q. No. Question Text and Option 6
Q.1 (a) 1. Strategic controls allow corporate-level managers to
A. evaluate business-
level performance
on objective criteria.
B. concentrate on day-to-day corporate
operations.
C. assess performance
of employees and
managers in each
business unit.
D. examine the fit between what the firm
might do and what it can do.
2. A primary objective of corporate governance is to
A. determine and
control the strategic
direction of an
organization, so that
the top executives
are focused on
maximizing
corporate profits.
B. ensure that the interests of top-level
managers are aligned with the interests of
shareholders.
C. lobby legislators to
pass laws that are
aligned with the
organization's
interests.
D resolve conflicts among corporate
employees.
3. Firms participate in strategic alliances for all
the following reasons except to
A. enter markets more
quickly.
B. acquire technology.
C. create values they
could not develop
acting
independently.
D. retain tight control over intangible core
competencies.
4. All of the following are international corporate-level strategies except the
___ strategy.
A. multidomestic B. universal
C. global D. transnational
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Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER (3) ? EXAMINATION ? SUMMER 2018
Subject Code: 830001 Date: 30/04/2018
Subject Name: Strategic Management
Time: 02:30 PM To 05:30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q. No. Question Text and Option 6
Q.1 (a) 1. Strategic controls allow corporate-level managers to
A. evaluate business-
level performance
on objective criteria.
B. concentrate on day-to-day corporate
operations.
C. assess performance
of employees and
managers in each
business unit.
D. examine the fit between what the firm
might do and what it can do.
2. A primary objective of corporate governance is to
A. determine and
control the strategic
direction of an
organization, so that
the top executives
are focused on
maximizing
corporate profits.
B. ensure that the interests of top-level
managers are aligned with the interests of
shareholders.
C. lobby legislators to
pass laws that are
aligned with the
organization's
interests.
D resolve conflicts among corporate
employees.
3. Firms participate in strategic alliances for all
the following reasons except to
A. enter markets more
quickly.
B. acquire technology.
C. create values they
could not develop
acting
independently.
D. retain tight control over intangible core
competencies.
4. All of the following are international corporate-level strategies except the
___ strategy.
A. multidomestic B. universal
C. global D. transnational
2
5. Conglomerates follow the ____ diversification strategy
A. unrelated B. related constrained
C. related linked D. global
6. Multipoint competition occurs when
A. firms have multiple
retail outlets.
B. firms have multiple products in their
primary industry.
C. diversified firms
compete against
each other in several
markets.
D. firms have diversified portfolios of
companies.
Q.1 (b) Define : a. Leveraged Buyouts b.Strategic Management Process
c. Resources d. Strategic Group
04
Q.1 (c) Describe the differences between tangible and intangible resources;
Distinctive Competencies and Core Competencies.
04
Q.2 (a) Explain the four criteria to determine which of a firm?s capabilities are
core competencies with relevant examples.
07
(b) What are stakeholders? How do the three primary stakeholder groups
influence organizations?
07
OR
(b) For a firm of your choice, explain how value chain analysis is used to
identify and evaluate resources and capabilities.
07
Q.3 (a) Discuss the specific risks associated with using each of the business
level strategies.
07
(b) Describe and differentiate with suitable examples the three
international corporate-level strategies. What factors lead to their
development.
07
OR
Q.3 (a) What are the main reasons firms choose to diversify their operations?
What motives might encourage managers to over diversify their firm?
07
(b) Why are merger and acquisition strategies popular in many firms
competing on the global economy? Are the reasons same in the case of
India?
07
Q.4 (a)
Describe what strategic leaders can do to establish and
emphasize ethical practices. Describe organizational controls
and discuss their use and importance.
07
(b)
Define the three major dimensions of organizational structure:
specialization, centralization, and formalization. Explain with examples
how these dimensions vary in organizations implementing the cost-
leadership and/or differentiation strategies.
07
OR
Q.4 (a)
Define organizational culture and discuss the ways in which a
firm's culture can be changed. What is strategic leadership and how important
are top-level managers as an organizational resource?
07
(b) What is a strategic network? What is a strategic center firm? How is a
strategic center used in business-level, corporate-level, and
international cooperative strategies?
07
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1
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA ? SEMESTER (3) ? EXAMINATION ? SUMMER 2018
Subject Code: 830001 Date: 30/04/2018
Subject Name: Strategic Management
Time: 02:30 PM To 05:30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q. No. Question Text and Option 6
Q.1 (a) 1. Strategic controls allow corporate-level managers to
A. evaluate business-
level performance
on objective criteria.
B. concentrate on day-to-day corporate
operations.
C. assess performance
of employees and
managers in each
business unit.
D. examine the fit between what the firm
might do and what it can do.
2. A primary objective of corporate governance is to
A. determine and
control the strategic
direction of an
organization, so that
the top executives
are focused on
maximizing
corporate profits.
B. ensure that the interests of top-level
managers are aligned with the interests of
shareholders.
C. lobby legislators to
pass laws that are
aligned with the
organization's
interests.
D resolve conflicts among corporate
employees.
3. Firms participate in strategic alliances for all
the following reasons except to
A. enter markets more
quickly.
B. acquire technology.
C. create values they
could not develop
acting
independently.
D. retain tight control over intangible core
competencies.
4. All of the following are international corporate-level strategies except the
___ strategy.
A. multidomestic B. universal
C. global D. transnational
2
5. Conglomerates follow the ____ diversification strategy
A. unrelated B. related constrained
C. related linked D. global
6. Multipoint competition occurs when
A. firms have multiple
retail outlets.
B. firms have multiple products in their
primary industry.
C. diversified firms
compete against
each other in several
markets.
D. firms have diversified portfolios of
companies.
Q.1 (b) Define : a. Leveraged Buyouts b.Strategic Management Process
c. Resources d. Strategic Group
04
Q.1 (c) Describe the differences between tangible and intangible resources;
Distinctive Competencies and Core Competencies.
04
Q.2 (a) Explain the four criteria to determine which of a firm?s capabilities are
core competencies with relevant examples.
07
(b) What are stakeholders? How do the three primary stakeholder groups
influence organizations?
07
OR
(b) For a firm of your choice, explain how value chain analysis is used to
identify and evaluate resources and capabilities.
07
Q.3 (a) Discuss the specific risks associated with using each of the business
level strategies.
07
(b) Describe and differentiate with suitable examples the three
international corporate-level strategies. What factors lead to their
development.
07
OR
Q.3 (a) What are the main reasons firms choose to diversify their operations?
What motives might encourage managers to over diversify their firm?
07
(b) Why are merger and acquisition strategies popular in many firms
competing on the global economy? Are the reasons same in the case of
India?
07
Q.4 (a)
Describe what strategic leaders can do to establish and
emphasize ethical practices. Describe organizational controls
and discuss their use and importance.
07
(b)
Define the three major dimensions of organizational structure:
specialization, centralization, and formalization. Explain with examples
how these dimensions vary in organizations implementing the cost-
leadership and/or differentiation strategies.
07
OR
Q.4 (a)
Define organizational culture and discuss the ways in which a
firm's culture can be changed. What is strategic leadership and how important
are top-level managers as an organizational resource?
07
(b) What is a strategic network? What is a strategic center firm? How is a
strategic center used in business-level, corporate-level, and
international cooperative strategies?
07
3
Q.5
Compliance, Inc., (CI) conducts clinical human and animal trials for the
pharmaceutical and biotechnology industries. Revenues are split evenly
between early and late drug development services. While the bulk of its
business is conducted in Europe and the U.S. (10 and 17 subsidiaries,
respectively), CI also has subsidiaries in Africa, Latin America, Asia, and
Australia. Historically CI operated under a multidomestic strategy, owing to
the fact that the clinical testing industry was geographically fragmented to
meet the diverse needs of the many strong local pharmaceutical companies
and distinct regulatory environments. CI's organizational structure truly
reflected the autonomous character of each country's businesses. Many of the
country managers have been with CI for over a decade, and have a great deal
of discretion over the activities of their home-market businesses. However,
globalization of the regulatory environment (both global and local standards),
globalization of the biotechnology firms (increasing the geographic scope of
their operations), and tremendous consolidation in the pharmaceutical
industry (reducing the number of pharmaceutical industry participants to only
a handful of major global companies) caused CI to question its multidomestic
strategy. Consequently, the firm has begun its transition to a transnational
strategy.
a.What type of organizational structure was likely to have
been in place under CI's multidomestic strategy? What type of
organizational structure will likely be needed for
its transnational strategy?
b. What obstacles is CI likely to encounter as it attempts to
change its structure to support the transnational strategy?
14
OR
Q.5
Norning International (NI) states that both its past successes and future
growth strategies are based on an evolving network of wholly owned
businesses and joint ventures around its core competency in glass making.
Through their alliances and owned divisions they compete in four global
business sectors: Specialty Glass and Materials (including materials for
HDTV and LCD displays), Consumer Housewares (including microwavable
dishware), Laboratory Sciences Products and Services (test tubes, testing
equipment, and drug trials testing), and Communications (fiber optics and
related technologies). Per the company's annual report, "binding all four
sectors together is the glue of a commitment to leading edge glass making
technologies, shared resources, and dedication to total quality." Each sector
is composed of divisions, subsidiaries and alliances. However, the central
role played by alliances is demonstrated by the fact that the combined
revenue of its 30-some alliances is more than double that of NI on its own.
Most of the alliances provide NI with access to particular geographic
markets, industries, or channels, although an increasing number of alliances
involve both market access and technological development.
a. Why would a company like NI place such emphasis on alliances as a
growth vehicle? What risks arise from a strategy based on such a
"network of alliances"?
b. NI appears to be managing a large number of alliances. What
criteria should it use to exit particular alliances?
14
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This post was last modified on 19 February 2020