Exam Details
Subject | business policy & strategic management | |
Paper | ||
Exam / Course | mba(maketing) | |
Department | ||
Organization | acharya nagarjuna university-distance education | |
Position | ||
Exam Date | May, 2018 | |
City, State | new delhi, new delhi |
Question Paper
Total No. of Questions 08] [Total No. of Pages 02
EXECUTIVE M.B.A. DEGREE EXAMINATION, MAY 2018
First and Second Years
BUSINESS POLICY STRATEGIC MANAGEMENT
Time 3 Hours Maximum Marks :70
SECTION A
Answer any three questions. x 5 15)
Q1) Corporate policy.
Shareholders.
Internal corporate analysis.
Display matrices.
Diversification.
Turn-around management.
SECTION B
Answer any three questions. x 15 45)
Q2) Discuss how shareholders and board of directors become strategists.
Q3) Discuss the role and skills of top management.
Q4) How do you assess competitive strength of an organization?
Q5) How do you evaluate the strategic alternatives using the BCG criteria?
Q6) What is a merger? Explain the circumstances under which the mergers are
appropriate?
Q7) Discuss the process of strategic control in detail.
SECTION C
(Compulsory)
Q8) Case Study:
Mr. Southern, the managing director of a company manufacturing office
machines, was for the last few months toying with the idea of embarking on the
production of computers. One consideration that had deterred him from going
ahead was that, given the present lack of interest for computers among business
houses, there was no immediate prospect of sizable increase in the demand for
the new product.
Another consideration was an enormous investment involved in the manufacture
of computers. Not that the company lacked funds, but he feared that his idea
might not attract many members of the board. He could also guess the reasons.
The company was doing extremely well, both sales-wise and profit-wise. The
research department, on which the company spent a bare five per cent of its
turnover, had been successfully designing new models of the existing line of
products to serve consumer need and desires. Then, as some directors with
socialistic leaning might say, in a country affected with massive unemployment,
a company ought not to product computers that would render thousands of
workers jobless.
Questions:
As a director of the company, would you go along with Mr. Southern?
Are the constraints visualized by Mr. Southern really formidable?
EXECUTIVE M.B.A. DEGREE EXAMINATION, MAY 2018
First and Second Years
BUSINESS POLICY STRATEGIC MANAGEMENT
Time 3 Hours Maximum Marks :70
SECTION A
Answer any three questions. x 5 15)
Q1) Corporate policy.
Shareholders.
Internal corporate analysis.
Display matrices.
Diversification.
Turn-around management.
SECTION B
Answer any three questions. x 15 45)
Q2) Discuss how shareholders and board of directors become strategists.
Q3) Discuss the role and skills of top management.
Q4) How do you assess competitive strength of an organization?
Q5) How do you evaluate the strategic alternatives using the BCG criteria?
Q6) What is a merger? Explain the circumstances under which the mergers are
appropriate?
Q7) Discuss the process of strategic control in detail.
SECTION C
(Compulsory)
Q8) Case Study:
Mr. Southern, the managing director of a company manufacturing office
machines, was for the last few months toying with the idea of embarking on the
production of computers. One consideration that had deterred him from going
ahead was that, given the present lack of interest for computers among business
houses, there was no immediate prospect of sizable increase in the demand for
the new product.
Another consideration was an enormous investment involved in the manufacture
of computers. Not that the company lacked funds, but he feared that his idea
might not attract many members of the board. He could also guess the reasons.
The company was doing extremely well, both sales-wise and profit-wise. The
research department, on which the company spent a bare five per cent of its
turnover, had been successfully designing new models of the existing line of
products to serve consumer need and desires. Then, as some directors with
socialistic leaning might say, in a country affected with massive unemployment,
a company ought not to product computers that would render thousands of
workers jobless.
Questions:
As a director of the company, would you go along with Mr. Southern?
Are the constraints visualized by Mr. Southern really formidable?
Subjects
- accounting for managers
- business environment
- business policy & strategic management
- consumer behaviour and marketing research
- decisions
- financial management
- global marketing
- human resource management
- information management and computer applications
- international business
- management information systems
- managerial economics
- marketing management
- operations management
- perspectives of management
- quantitative techniques for managerial
- rural & retail marketing
- sales & advertising management
- services marketing & crm