Ws 5

APRIL 2015 77364/PMD3R

Time : Three hours Maximum : 75 marks

PART A — (10 × 1 = 10 marks)

Answer any TEN questions.

Write short notes on the following :

1. Operational management.

2. Group decision-making.

3. Qualitative analysis.

4. Value-chain method.

5. Environmental scanning.

6. Vision.

7. Mission.

8. Industrial legislation.

9. Divisional structure.
10. Matrix organisational structure.

11. Strategy evaluation.

12. Strategic control.

Ws 5

PART B — (5 × 5 = 25 marks)

Answer any FIVE questions.

13. Describe the characteristics of strategic decisions.

14. Describe the four determinants for the formation of strategy.

15. Explain the tools of social responsibility of business.

16. Briefly explain the ethical environment.

17. Describe the characteristics of environmental analysis.

18. Explain the merits and demerits of generic strategy.

19. Explain how structure and control match at the business level strategies.

PART C — (4 × 10 = 40 marks)

Answer Q. No. 20 compulsory and answer any THREE

questions from Q. No. 21 to 24.
20. Discuss in detail about the Mckinsey 7-S framework.

21. Discuss the factors that influence corporate governance.

2 77364/PMD3R

Ws 5

22. Discuss the foundations of business level strategy.

23. What is mean by strategic planning? How does it differ from project planning, tactical
planning and operational planning?

24. Explain in detail about the evaluation techniques for strategic control.
 Ws 5

APRIL 2016 77364/PMD3R

Time : Three hours Maximum : 75 marks

PART A — (10 × 1 = 10 marks)

Answer any TEN questions.

1. Give the meaning of strategy.

2. Differentiate strategies with objectives.

3. What is corporate governance?

4. What do you mean by business ethics?

5. Give the meaning of competitor function.

6. What is regulatory environment?

7. Explain strategic choice.

8. Expand BCG matrix.

9. What is the purpose of balanced score card?

10. Define strategic evaluation.

11. Define corporate culture.

12. Name the types of strategic control.

PART B — (5 × 5 = 25 marks)

Answer any FIVE questions.

13. How are convential and strategic decision-making similar

and dissimilar?

14. Point out the similarities, between the Critical Success

Factors (CSF) approach and the management by
exception. What are the different uses of CSFs in strategic
management?

15. What is social audit and what are the benefits of social
audit?

16. What points need to be considered while using a

particular method or technique for environmental
scanning?

17. How is performance evaluation done in public enterprises

in India?

18. What do the financial plans and policies relate to?

Why are they important for strategy
implementation?
19. How is a product-based structure different from a
customer-based structure?
PART C — (4 × 10 = 40 marks) Q.
No. 20 is compulsory.

Answer any THREE from the remaining Four questions.

20. Lehman Brothers, an international consultancy

organisation, conducted a study on the critical success
factors operating in the Indian Pharmaceutical industry,
according to Lehman, are :

(a) Product range and pipeline

(b) Brand recognition

(c) Distribution capabilities and the network of medical representatives

(d) Internationalities in order to access foreign markets and source new products

(e) Access to raw materials and in-house

research and development

(f) Track record with regulatory agencies

It stands tenth position in the industry

Give your opinion about the critical factors identified by

Lehman Brothers. The ranking was 10 years
back. Can you depend on the ranking today?
21. Discuss the different types of techniques used for
operational control.

22. Describe the major considerations before a strategies for

the integration of functional plans and policies.

23. Critically comment on the use of corporate portfolio

analysis for examining the objective factors involved in
exercising a strategic choice.
24. ‘‘A vision is too abstract to be of any practical value’’. Do
you agree with this statement? Discuss.