Business policy is the study of the roles and responsibilities of top level management, the significant issues affecting organizational success and the decisions affecting organization in long-run.
Mgt. Problems & Polices
Time allowed: 3 hours Date: 11/2/2010
Answer four questions only
Differentiate between rational-analytical and political-behavioral decision maker.
a. Why do firms have objectives, and why are they important to strategic management
b. Why do enterprises pursue a stability strategy?
Analysis and diagnosis of the different sectors of the industry environment is of great imponance to strategists. Discuss the supplier and the competitor sectors.
Many firms now operate in what has been termed "the global village". What are the implications of this term on those firms and the way they should accomplish their strategic planning.
To fill the gaps matching the two profiles (ETOP & SAP) and the firm's objectives, strategists can consider four generic strategic alternatives. Discuss expansion and retrenchment strategies.
Mgt. Problems & Policies
Time allowed: 3 hours Date: 5/12/2010
Answer four questions only
(All Question carry Equal Marks)
1. Choices of strategists concerning mission and objectives formulation are affected by a number of factors. Discuss
2. Answer the following question:
(A) Managers must systematically analyze and diagnose the environment. Why?
(B) Firms tend toward stablity, yet missions and objectives change over time. Discuss.
3. "Effective strategists are concerned about supplier and competitor changes in the environment". Comment.
4. In their attempt to fill the gaps matching the environmental threat and opportunity profile with the strategic advantage profile. Strategists should generate a number of strategic alternatives. Elaborate on stability and retrenchment alternatives.
5. Strategic choice process is influenced by certain managerial selection factors. Discuss.
6. "A good strategy ""ithout effective implementation is not likely to succeed". Discuss
Mid- Term Examination Mgt. Problems & Policies.
Time allowed: 2 hours 2009
Answer two questions only (All questions carry equal marks)
Differentiate between rational-analytical and intuitive-emotional decision maker.
a. Describe the role of corporate planners and strategic management consultants as strategists.
b. Why do enterprises have objectives?
Formulation of mission and objectives is affected by a number of factors. Discuss.
Mgt. problems & Policies.
Time allowed: 3 hours Date: 13/12/2008
Answer Four Questions Only (The questions carry equal weight)
1. It is asserted that the" board of directors" had gone through specific developmental stages. What are the implications of these developments?
2. What are the main variables which must be scanned when the internal environment is analyzed?
3. What are the main steps / activities involved in strategy formulation?
4. Describe SNYDER'S strategic choice model.
5. What are the main subjective factors which influence the actual selection decision?
6. How is a strategy to be implemented?
Final Examination 2007/2008
Mgt. Problems & Policies
Time allowed: 3 hours Date: 5/1/2008
(Answer Four Questions Only) (All questions carry equal marks)
1. Explain & demonstrate the influence of sources of revenue on strategic decision-making.
2. Explain the relationship between strategic audit & the strategic management process.
3. How does the future look for the boards of directors in terms of their responsibilities and organizations?
4. “If a corporation is to be managed strategically then an understanding of corporation's culture becomes imperative", why is this so?
5. How is the decision made to determine the best strategy from the potential strategic alternatives?
6. What are the main guidelines which management should follow to ensure proper control?
Management Problems & Policies
Date: 20/10/2007 Time: 2 hours
Answer All the Questions
1. Describe the theories of decision making and explain how decisions should ideally be made.
2. Robert Katz developed an approach which focused on the skill successful managers exhibit in performing their jobs. Describe this approach and explain its implications.
3. “There is a developing consensus concerning the major responsibilities of a board of directors" What are the major responsibilities and what are their implications strategic management?
Final Examination 2006
Management Problems and Policies Time: 3 hours
Answer Four Questions Only
1. Why do managers need to analyze and diagnose the environment? And what are the techniques used for environmental analysis?
2. Diagnosis of the environment is affected by the characteristics of the strategist and by the nature of the executive's job. Discuss.
3. Besides looking at primary demand and supply factors, strategists examine the state of competition the firm must face. Discuss.
4. It is said that in volatile industries, a stability strategy can mean short-run success, long-run death. Explain, comparing between stability and expansion strategies.
5. Define strategic choice and discuss one of the techniques developed to help managers make strategic choices.
6. A good strategy without effective implementation has a lower probability of success. Discuss
SCHOOL OF MANAGEMENT STUDIES
POST GRADUATE PROGRAMS
MBAIN BUSINESS ADMINISTRATION
Course title: Management Problems and policies
Course No: SMS 521
Instructor: Dr NlMAT ELFADlL ALI
The main focus of this course is on the strategic management process.
The course covers the basic concepts of strategic management and try to highlight the various steps of strategic management, specifically, strategic analysis, strategic choice and strategic implementation. In addition, this course give an idea about the system approach to management and try to show how it used by managers in their attempt to handle the managerial problems they face
Students are expected to demonstrate the following knowledge and skills from the study of this course:
The course is intended to enable students to do the following:
1. To learn how different managerial problems can be solved properly·
2. To understand what the strategic management process is and why it is important for enterprises.
3. To learn about the main theories or approaches of decision making.
4. To understand how strategic management is practiced in some selected sectors
Second, Cognitive skills:
After studying this course the student should be able to do the following:
1. To analyse and investigate various managerial problems and then be able to develop the appropriate solution for each problem.
2. To undertake the proper decision for any situation he faces.
3. To examine the various steps of strategic management process.
4. To determine the effect of strategic management practice on enterprise performance.
Teaching and learning strategy:
The instructor will outline the general idea of each part and then students are required to go for further reading. Instructor will aid students to assure their understanding to the various topics through class discussions
Class attendance and participation:
All students are required to attend the course sessions and to participate in the course related activities. The student is not .allowed to miss more 15% of the sessions throughout the semester. Student should bear in mind that attendance and participation are very essential to the learning process.
Homework and class assignments must be done on the specified time. The student who ignores assignments will negatively affect his/her performance throughout the course.
Assessment and examinations:
A student's academic performance will be assessed throughout the semester as follows:
• Mid semester exam
• Assignment and participation
• Final exam.
I. G. Johnson and K. Scholes, Exploring Corporate Strategy: Text and Cases, 2002.
2. Bob de wit and Rom Meyer, Strategy: Process, contents context: An International perspective, 1995.
3. L. R. Gauche & w. F. Gluck, Business policy and strategic management (1988)
I. The system approach to management.
2. Theories of decision making.
3. Basic concepts of strategic management.
4. Strategic Management Elements
• The strategists.
• Mission and objective
5. Analysis and diagnosis of the environment
Why environmental analysis and diagnosis,
General environment analysis and diagnosis,
Industry & international environment analysis and diagnosis
The environmental threat and opportunity profile.
6. Internal analysis and diagnosis
- Internal factors to be analysed
- Analysing strengths & weaknesses. (The strategic advantage profile).
7. Strategic Alternatives
8. Strategic choice.
9. Strategic implementation.
The implementation process
Evaluation and control process