Please see files attached

CourseExercise Questions – Course Exercise Doc. (Part 3)

1) How do the three elements of Globalization, Innovation, and Sustainability impact your understanding of Strategy?

2) Organizational strategy can be divided roughly into two categories: a) formulation and b) implementation. While there is legitimate crossover between the two, how would you characterize the issues involved in each effort?

3) What is meant by a hierarchy of strategy?

4) What are the roles and responsibilities of an effective and active Board of Directors? What are the issues that suggest the need for oversight of a particular company’s management team?

5) What recommendations would you make to improve the effectiveness of today’s boards of directors?

6) How has moral relativism led to criminal activities by some employees in companies?

7) Using Carroll’s list of four responsibilities, should a company be concerned about discretionary responsibilities? Why or why not?

8) How does STEEP analysis aid in the development of the strategy in a company?

9) Why is environmental uncertainty an important concept in strategic management?

10) Explain how using an IFAS Table impacts the understanding of a company’s internal resources and capabilities.

11) What kind of internal factors help managers determine whether a firm should emphasize the production and sales of a large number of low-priced products or a small number of high-priced products?

12) Explain how our understanding of the three generic strategic approaches available to companies can be used to direct the efforts of all employees at those companies.

13) What does a business have to consider when trying to follow a cost leadership strategy and a differentiation strategy simultaneously? Can you name a company doing this?

14) How does horizontal growth differ from vertical growth as a corporate strategy? From concentric diversification?

15) Compare and contrast a SWOT approach with portfolio analysis.

16) What concepts or assumptions underlie the BCG growth-share matrix? Are these concepts valid? Why or why not?

17) Should functional strategies be categorized under strategy formulation or under strategy implementation?

18) How do timing tactics impact the strategy implementation efforts of a company?

19) How can a corporation keep from sliding into the decline stage of the organizational life cycle?

20) Does structure follow strategy or does strategy follow structure? Why?

21) How can corporate culture be changed?

22) Why is an understanding of national cultures important in strategic management?

Culture is extremely impacting and can result in the success or failure of a company.

23) Why bother with shareholder value or a stakeholder scorecard? Isn’t it simpler to evaluate a corporation and its SBUs just by using standard measures like ROI or earnings per share? What are the pros and cons of using the strategic audit as a framework for case analysis?

24) What are the pros and cons of using the strategic audit as a framework for case analysis.

25) What ratios would you use to begin your analysis of a case? What are the five crucial steps to follow in basic financial analysis?

Five crucial steps to follow in a basic financial analysis are:

COURSE EXERCISES – STRATEGIC MANAGEMENT

1) Analyze and prepare answers to questions noted under Questions Course Exercise Questions in Course Content. (Instructor to provide questions) (25 pts.)

Deliverables – Analyze, keep answers to one – two paragraphs. (Individual; submit hard

copy to professor per Course Calendar date.)

2) Individual Essay (15 pts.)

Deliverable – Each student will compose a short, detailed and specific personalized essay, about 200 hundred words long, (less than one page), identifying why & what items that have been learned are useful in the current job if the student is employed, or a future job the student envisions. Relate the text/course material to life experiences and
personalize it
. (Don’t just generally summarize the functions from the text.) Due on the date noted in the Course Calendar.