INSTITUTE OF COST AND MANAGEMENT ACCOUNTANTS OF PAKISTAN

To be the Preference in Value Optimization for Business.

Vision

To develop strategic leaders through imparting quality education and training in Management Accounting, to continually set and upgrade professional standards and to conduct research, bringing value-addition to the economy.

Mission Statement

Assignment Questions (Spring - 2013 Session) Strategic Management Semester 6

INSTRUCTIONS: 1. A student who takes admission in Distance Learning Program shall be required to complete all assignments of his/her respective subjects within the same academic session. If he/she fails to complete 60% assignments within that session, he/she shall be required to re-enrol himself/herself in the next session after making payment of 100% Distance Learning Program fee. Each assignment is allocated a total of 100 marks. Assignments of all subjects must be submitted in the session in which the examination is to be taken. The last date for submission of 100% assignments is July 20, 2013 for Spring-2013 Examination. You are required to pay Annual Subscription of Rs.1,500/- during July December each year to avoid payment of Restoration Fee of Rs.1500/-. Examination Fee is payable from June 1 to 20, 2013 [with normal fee], June 21 to 30, 2013 [with 100% late fee] and July 1 to 15, 2013 [with 200% late fee] for Spring-2013 Examination. Examination forms can be collected from any ICMAP Centre or website: www.icmap.com.pk. Assignments would not be acceptable after due date.

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Examination Eligibility: The students, who are enrolled under the Distance Learning Program, must have submitted 60% assignments of each subject in which they are enrolled to become eligible to appear in the examination.

ASSIGNMENT NO. 1 Q.1. (a) When did the term Strategy originate? What is strategic management? (b) Is an organization s mission the same as its objective? Marks-04 Marks-04

(c) Explain the time frame used to differentiate short range, intermediate range and long-range objectives? Marks-12 Q.2. (a) Would the use of standardized terminology improve the implementation of strategic management by business? Explain why or why not? Marks-04 (c) Define policy? How procedures and rules differ from policies? Q.3. (b) Explain level and types of strategies? Marks-12 Marks-04

(a) Discuss long Range planning vs short range planning, formal planning vs informal planning and strategic planning vs tactical planning? Marks-10 (b) What are the benefits of practicing strategic management? Marks-10 Marks-10 (a) Name and explain each of the four phases in evolution of strategic management process?

Q.4.

(b) What are Mintzbergs three modes for making strategy? Identify by size the types of organization that are most likely to use each mode? Marks-10 (a) What are the roles of the chief executive officer, the corporate planner, line managers and the board of directors in the strategic management process? Marks-10

Q.5.

(b) According to the strategic management model, what are major factors that must be evaluated in examining the prospects for the future? In what order should these factors be evaluated? Marks-10 ASSIGNMENT NO. 2 Q.1. (a) Describe the environmental characteristics which influence the environmental analysis process? Marks-06 (c) Contrast the inside-out approach with the outside-in approach to environmental scanning. When would you recommend that each be used? Marks-08 Q.2. (a) What are the major components of the competitive environmental and how does each affect the average level of profitability in the industry all other things being equal? Marks-10 (b) Discuss broad environments sectors/components in detail? Q.3. Marks-10 (a) Define Organizational Mission. In what ways can stake holders in the organizations use the mission? (b) Under What Circumstances organizations require the change it mission? (b) What are the major steps of environmental analysis? Marks-06

(c) Defend or refute: Mission is just a PR tort; it has no real significance for organizational operations? Marks-05 Q.4. (a) What is the purpose of writing a strategy statement? (b) How corporate strategy statement differs from business strategy statement? Marks-05 Marks-05

Marks-05

Marks-10

(c) Forth mission and strategy statements begin with products markets and processes or technology why? What is the difference between these statements? Marks-10 Q.5. (a) Explain the process for strategy identification? (b) How would you determine how many levels of strategy are present in an organization? ASSIGNMENT NO. 3 Q.1. (a) How can managerial values influence the decision making process? Name the six categories of values established by Guth and Taguiri? Marks-10 (b) Discuss the role policies and power relationships? Marks-10 (a) Explain why it is good management practice to involve lower-level managers in the objective formation process? Marks-04 Marks-10 Marks-10

Q.2.

(b) Discuss ethical considerations as an integral part of decision making? Marks-12 (c) List and briefly discuss four possible actions a manager can take to important power effectively. Marks-04 Q.3. (a) What two hierarchies of objectives exist within the strategic management process? Are they mutually exclusive? Why or why not? Marks-08 (b) What steps are involved in the formation of long-range objectives? Outline each step in detail? Q.4. Marks-12 (a) Differentiate an objective from a subjective when are subjective used? Provide examples of subjective? Marks-08 (b) Define social responsibility? Discuss its role in todays business world? Summarize the major arrangements for and against it? Marks-12 (a) How does the organizations mission influence the selection of key result areas? (b) What internal sources of environmental information are available? (c) What are the environmental assumptions? Why are explicit assumptions necessary? ASSIGNMENT NO. 4 Q.1. (a) What is the relationship of internal analysis to environmental analysis and to the strategic management process? Marks-05 (b) How is an internal audit conducted? What is the purpose of such an audit? Marks-05 (c) What are the standards for functional audit? Marks-10 (a) (b) (c) (d) What capabilities have strategic significance on the corporate strategy level? How can the existence of synergy be determined? How does a competitive advantage differ from a business requirement? What makes a weakness a key vulnerability? Marks-05 Marks-05 Marks-0 5 Marks-05 Marks-10 Marks-10 Marks-08 Marks-12 Marks-08 Marks-12 Marks-06 Marks-06 Marks-08

Q.5.

Q.2.

Q.3. Q.4. Q.5.

(a) Draw a flowchart for determination of strategic significance of strengths & weakness? (b) How is corporate culture developed and maintained? (a) Explain the origins of culture? (b) What is cultural audit? What cautions should be employed when conducting a cultural audit? (a) Under what circumstances would you advise a change in corporate culture? (b) What types of actions can change culture? Explain six steps process for changing culture? ASSIGNMENT NO. 5

Q.1.

(a) Why are growth strategies such popular strategies choices? Name and define the different types of growth strategies? Marks-08 (b) Differentiate between the market development concentration strategies and the product development concentration strategies, when would most likely be used? Marks-04 (C) Give the conditions under which a firm might adopt a vertical integration strategy. What determine which vertical integration is backward or forward? Marks-08 (a) How does concentric diversification differ from concentration? What advantages does the concentric diversification alternative offer? Marks-10 (b) Under what circumstance will an organization use an internal growth strategy? Why might an external growth strategy be used? Marks-10 (a) Would it be correct to say that a stability strategy is a do-nothing strategy? Why or why not? (b) Under what conditions harvesting strategy should be considered? (a) Discuss the Corporate Defensive Strategy Alternative in detail? (b) What are combination strategies? What are the goals and uses of combination strategy? Marks-10 Marks-10 Marks-15 Marks-05

Q.2.

Q.3. Q.4. Q.5.

(a) Define and distinguish between the three basic types of business level strategies? Marks-10 (b) Could a firm simultaneously purpose focus, differentiation and cost leadership? Should firm do that? Discuss. Marks-10

ASSIGNMENT NO. 6 Q.1. (a) What assumption must be in order to properly use the GE planning Grid and the BCG growth share matrix? Marks-12 (b) What are the ways that competitive advantages can be gained at the corporate level? Marks-08 (a) How does the product life cycle help generate strategy alternatives for an organization? (b) Compare and contrast technology curves and the product life cycle curve? Marks-10 Marks-10

Q.2. Q.3.

(a) How does the idea of industry evolution differ from the product life cycle curve? Marks-04 (b) List the generic technology types and the characteristics of each which are most relevant for generating strategic alternatives? Marks-10 (C) What is a contingency strategy? How would you implement one effectively? Marks-06 (a) What are the three stages of a comprehensive strategy formulation frame work? (b) Discuss the tools and techniques applicable in each stage? Marks-04 Marks-16

Q.4. Q.5.

(a) Explain why cultural factor should be an important consideration in analyzing and choosing among alternative strategies? Marks-08 (b) Discuss the politics of strategy choice. List down the political tactics used by successful strategies? Marks-12 ASSIGNMENT NO. 7

Q.1.

(a) What are the components of strategy implementation? (b) How does the process of strategy implementation and consistent strategy implementation?

Marks-04

Marks-08 (c) Distinguish between comprehensive strategy implementation and consistent strategy implementation? Why is each important? Marks-08 (a) Discuss the pros and cons of announcing a new comprehensive strategy to the entire organization? Marks-10 (b) How can cross functional conflicts be identified and resolved? Marks-10 (a) Compare and contrast the Research and Opportunistic approaches to the evolution of merger candidates? Marks-12 (b) What are the major elements of a transition plan for a merger? Marks-08 (a) Explain the issues related to: a. Marketing b. Operations c. Finance d. Research and development and e. Personnel Would be raised by the choice of a strategic alternative that is significantly different from the current strategy? Marks-20

Q.2.

Q.3.

Q.4.

Q.5.

(a) What are the new principles of marketing? Marks-06 (b) Discuss the Management Information System issues? Marks-08 (c) Explain why projected financial statement analysis is considered both a strategy-formulation and strategyimplementation tool? Marks-06 ASSIGNMENT NO. 8

Q.1.

(a) Explain Strategy-Evaluation Frame Work? (b) Highlight the characteristic of an effective evolution system? (c) Evolution strategies on a continuous rather than a periodic basis is desired, Disuss. (a) What are the four criteria given by Richard Rumelt that could be used to evaluate a strategy? (b) Explain the balance scorecard and auditing as important strategy evaluation tool? (a) Discuss in details the challenges in strategic management?

Marks-10 Marks-06 Marks-04 Marks-08 Marks-12 Marks-15

Q.2. Q.3.

(b) Strategy evaluation is becoming increasingly difficult with the passage of time? Discuss. Q.4. Q.5. (a) Describe the Mc Kinsey 7S framework. How is it used to evaluate strategy? (B) Benjamin Tregoe has listed seven assumptions that kill strategic thinking?

Marks-05 Marks-12 Marks-08

(a) What kind of pitfalls might result becomes of unexpected changes in the strategic management process? Marks-15 (b) Why is it more difficult to evaluate a strategys feasibility in terms of human skills? Marks-05 ASSIGNMENT NO. 9

Q.1.

(a) What is the purpose of strategic control? Where does it fit in the strategic management process? Marks-10 (b) Describe the steps used in setting up a strategic control system. Be specific about the variables that should be monitored, and explain why they should be monitored. Marks-10 (a) Define budget. List down the several types of budgets use in case of a Strategic Control System. How is a budget used in a good strategic control system? Marks-10 (b) Many non financial controls are important in an efficient strategic control system. When are some of those, and how would you use them effectively? Marks-10 (a) Why contingency planning is important? (b) Define contingency plans. What contingencies are covered by these plans? (c) Describe seven steps process for effective contingency planning? (a) (b) (c) (d) What are the components of management control system? Explain control-oriented behaviour? What are the factors to be considered in designing key control systems in the organization? Highlight contrasts in organizational control emphasis by business strategies. Marks-03 Marks-07 Marks-10 Marks-03 Marks-06 Marks-06 Marks-05 Marks-02 Marks-08 Marks-10

Q.2.

Q.3.

Q.4.

Q.5.

(a) Define Conflict? (b) What are the potential reasons of conflict? (c) Discuss various approaches for managing and resolving conflicts? ASSIGNMENT NO. 10

Q.1.

(a) In order of importance in your opinion, list techniques or activities widely used to after an organization s culture? Marks-10 (b) Describe resistance to change strategies? Give an example when would use each method or approach? Marks-10 (a) Explain why organizational structure is so important in strategy implementation? (b) What are the symptoms of an ineffective organizational structure? (a) Explain the functional structure. Give its merits and demerits? (b) Explain in detail the divisional structure. Mention its advantage and disadvantage? Marks-12 Marks-08 Marks-08 Marks-12

Q.2. Q.3. Q.4.

(a) Explain Restructuring and Reengineering? Is six sigma more a restructuring or reengineering management technique? Why? Marks-12 (b) List seven guidelines to follow in developing and organizational chat? Marks-08 (a) Why strategic management is more complex in a multinational firm. List down reasons? Marks-08 (b) Why is globalization of industries a common factor today? Why are some industries more global than others? Discuss. Marks-12

Q.5.