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business
strategic management 5th
Strategic Management 4th Edition Adela Kazmi Azhar Kazmi - Solutions
LO 1 Explain the basic types of corporate strategies
Prepare a strategic advantage profile for HelpAge India. (LO 2, LO 5)
Identify a convenient scheme of identifying the categories of organisational capability factors for Helpage India and identify two or three major factors in each of the cat- egories you created. (LO 2)
In your opinion, what is the distinctive competence of HelpAge India? (LO 1)
How is a strategic advantages profile prepared?
How is an organisational capability profile pre- pared? (LO 5) (LO 5)
How can the technique of business intelligence be used to perform organisational appraisal? (LO 4)
Explain the manner in which the technique of bal- anced scorecard can be used to perform organisa- tional appraisal. used for organisational appraisal? (LO 4)
How does the key factors rating method work for organisational appraisal? (LO 4)
How can industry norms and benchmarking be (LO 4)
What pitfalls have to be avoided while using finan- cial analysis for organisational appraisal? (LO 4)
What is value-chain analysis? (LO 4) (LO 4)
Explain briefly the four components of the VRIO framework.
What sources of information can be used for ap- praising an organisation? (LO 3)
What different approaches can be adopted by strat- egists to appraise their organisations? (LO 3)
What are the factors that affect organisational ap- praisal? (LO 3)
Mention the important factors that influence the capability of an organisation in each of the follow- ing functional areas: (a) finance (b) marketing (c) operations (d) personnel (e) information manage- ment (f) general management. (LO 2)
Trace the path taken from organisational resources and organisational behaviour to the development of strategic advantage. (LO 1)
Why are strategists interested in determining or- ganisational capability? (LO 1)
What is a distinctive competence and how is it im- portant to strategy formulation? (LO 1)
With the help of a few examples, illustrate how strengths or weaknesses create synergistic effects. organisation? (LO 1)
What impact do organisational resources and be- haviour have on the internal environment of an (LO 1)
What is meant by organisational appraisal? (LO 3)
LO 5 Prepare Strategic Advantages Profile (SAP) for an organisation?
LO 4 Review the major methods and techniques used for organisational appraisal
LO 3 Discuss the process of conducting organisational appraisal
LO 2 Describe and give examples of the organisational capability factors
LO 1 Explain the manner in which strategic and competitive advantage is developed in an organisation
Prepare an ETOP for a company interested in entering the retailing industry in India. (LO 4)
Identify, at least, five opportunities and five threats for domestic and foreign companies from this review case of the retailing indus- try in India. (LO 2, 3)
What information does an ETOP contain? (LO 4)
How is a summary ETOP prepared? (LO 4)
Suggest an approach through which strategists could narrow down the range of environmental factors they have to focus upon. (LO 3)
What strategists-related factors affect environmental appraisal? (LO 3)
What are the pitfalls in using environmental scan- ning? (LO 3)
What points need to be considered while using a particular method or technique for environmental scanning? (LO 3)
How can internet be used as a source of information for environmental scanning? (LO 3)
Name some important institutional publications in India which could serve as a source of environmen- tal information. (LO 3)
What points need to be kept in mind while using a particular source of environmental information? (LO 3)
How does the systematic approach to environmental scanning differ from the processed-form approach? (LO 3)
Explain these terms clearly in the context of envi- ronmental scanning: (a) events (b) trends (c) issues (d) expectations. tion? (LO 3)
For each of the eight sectors of environment identi- fied in the chapter, answer the following questions. (a) What does a particular environment (social, po- litical, etc.) consist of? (b) Mention the important factors and influences operating in that environment (c) How does that particular
Differentiate clearly between the external and inter- nal components of environment. (LO 1)
Distinguish between general and relevant environ- ment. (LO 1)
Mention some of the important characteristics of environment. (LO 1)
What aspects does environmental appraisal deal with? (LO 1)
What is the concept of environment in strategic management? (LO 1)
LO 4 Prepare environmental threats and opportunities profile (ETOP) for an organisation?
LO 3 Elaborate the process of environmental scanning
LO 2 Name, describe, and demonstrate understanding of eight environmental sectors
LO 1 Describe the concept of environment in the context of strategic management
How would you respond to a critic who says that the Tata group engages in CSR activities to enhance the reputation of the Tata brand and thereby benefit economically from its social responsibility initiatives? (LO 1)
Collect evidence from the case to support the argument that social responsiveness at the Tata group is closely aligned with its stra- tegic management. (LO 4)
What is meant by aligning strategic management to social responsiveness? (LO 4)
What is the predominant thinking presently regard- ing the social responsibility of business? (LO 4)
Why is social responsibility a contentious issue? (LO 4)
List some of the major roles that CEOs are called upon to play in strategic management. (LO 3)
How is the development of strategists done through career planning and development programmes by the Indian companies? (LO 3)
How can the choice of future strategists through succession planning help in their development? (LO 3)
What is meant by the phrase 'appropriate style of leadership?
Enumerate the major insights developed by leader- ship theory to help strategists in leadership imple- mentation. (LO 3) (LO 3)
State the five more important tasks that strategic leaders perform.
What are the typical functions that the board of di- rectors perform? (LO 3) (LO 3)
Relate corporate governance to strategy formulation and strategy implementation. (LO 3) (LO 3)
Mention the corporate governance mechanisms used in India.
Differentiate between the agency theory and stew- ardship theory of stakeholder relationship. (LO 2)
Mention a few stakeholder engagement tactics used by organisations. (LO 2)
Why is stakeholders' analysis done? (LO 2)
Explain the nature of the two-way stakeholder-or- ganisation relationship. (LO 2)
Who are the stakeholders of an organisation? What are the two types of stakeholders? (LO 2)
How can strategic management be made sustain- able? (LO 1)
Which types of capital can be considered from the sustainability viewpoint? (LO 1)
What are the components of triple bottom line?
What is the inherent contradiction between profit maximisation and sustainability? (LO 1) (LO 1)
Express the idea of corporate sustainability in your own words. (LO 1)
LO 4 Identify the contribution of social responsiveness to strategic management?
LO 3 Examine the role of corporate governance in strategic management
LO 2 Describe the association between stakeholders' management and strategic management
LO 1 Express the relationship of sustainability and strategic management
Should the RBI go for a systematic and com- prehensive strategic plan in place of its earlier pragmatic approach of responding to environ- mental events as and when they occur? Why? (LO 2, LO 5)
Comment on the possibility of RBI achieving its agenda of transforming the financial sector in the light of its organisation structure, capa- bilities, and strengths and weaknesses. (LO 1, LO 5)
Consider the vision and mission statements of the Reserve Bank of India. Comment on the quality of both these statements. (LO 2)
How can the technique of balanced scorecard help in objective-setting? (LO 6)
Why can parameters such as shareholder value, eco- nomic value added or market value added be better for objective setting? (LO 6)
Propose the factors to be taken into account while setting objectives. (LO 6)
In what terms can a power corporation set its ob- jectives? A business school? A graduate aspiring for MBA admission? (LO 5, 6)
State any two objectives, which, in your opinion are of bad quality. Now alter them in such a way that their quality improves? (LO 5, 6)
Name some important constraints under which ob- jectives are set. (LO 5, 6)
Only verifiable objectives can be meaningfully used in strategic management. Why? (LO 5, 6)
Mention the characteristics of objectives. (LO 5)
State the issues of importance to objective setting.
Identify the roles that objectives play in strategic management. (LO 5) (LO 5)
How is business model related to the strategy of an organisation? (LO 4)
Relate product/service concept to the strategic in- tent of an organisation. (LO 2,3)
Explain the three dimensions of business definition. (LO 3)
What problems can an imprecise and unclear mis- sion create for an organisation? (LO 2)
Mention the characteristics of a good mission state- ment. (LO 2)
Define 'mission' in your own words. (LO 2) (LO 2)
What are the possible pitfalls in not having a vision for an organisation?
Give brief explanation of each of these concepts: (a) stretch (b) leverage (c) fit. (LO 1)
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