Why might conflict occur during the (corporate) objective setting process?

; 5;
SEPTEMBER 2010
Explain the Boston Consulting Group matrix.; 5; SEPTEMBER 2010
Discuss the importance of vision and mission statements to an organisation.; 4;
MAY 2009
Some firms might not engage in strategic planning. Why is this?; 4; SEPTEMBER
2009
Discuss how resistance to change can be overcome.; 4; SEPTEMBER 2010
What benefits might a company (firm) hope to gain by operating internationally?;
4; SEPTEMBER 2009
Discuss the main types of diversification strategies available to a business
(company).; 3; MARCH 2010
Discuss the ethical issues involved in gathering competitor intelligence.; 3;
MARCH 2009
Outline the elements of Porter’s Five Forces Model of competitive analysis.; 3;
SEPTEMBER 2009
Discuss the main integration strategies available to an organisation.; 3;
SEPTEMBER 2007
In what ways does environmental scanning contribute to the strategic
management process?; 3; MAY 2009
Describe the relationship between annual objectives and policies.; 3; SEPTEMBER
2009
Discuss the relationships between [annual] objectives, strategies and policies.; 3;
MAY 2009
Compare and contrast defensive strategies that an organisation could follow
(adopt).; 3; SEPTEMBER 2010
What type of organisations may need to evaluate strategy more frequently than
others?; 3; JUNE 2009
Why might a company (organisation) undertake a reengineering process?; 3;
MARCH 2008
Identify key financial ratios that could be used to evaluate the performance of an
organisation.; 2; MAY 2007
Discuss the main pitfalls commonly encountered in strategic planning.; 2;
SEPTEMBER 2010
How would you evaluate the worth of a business?; 2; SEPTEMBER 2009
How can delegation of authority contribute to effective strategic management?;
2; MAY 2008
Explain the role of the Board of Directors in the strategic management process.;
2; DECEMBER 2008
Explain the process for undertaking a Competitive Profile Matrix. Illustrate your
answer with an example.; 2; JUNE 2009
How do profit and non-profit organisations differ in their approach to strategy
formulation?; 2; JUNE 2009
Compare the processes of restructuring and reengineering.; 2; SEPTEMBER 2008
How would you evaluate the strategy of an organisation?; 2; SEPTEMBER 2009
Compare and contrast functional, divisional and strategic business unit
structures.; 2; SEPTEMBER 2007
Construct an internal factor evaluation (IFE) matrix for an organisation of your
choice.; 2; JUNE 2010
Discuss how delegation of authority can contribute to effective strategic
management.; 2; SEPTEMBER 2010
Discuss the advantages and disadvantages of a company deciding to merge with
a rival.; 2; MARCH 2008
Discuss the characteristics of a mission statement.; 2; SEPTEMBER 2009
Explain how an organisation can overcome resistance to changing its strategy.; 1;
DECEMBER 2010
As the strategist for a local bank, explain when you would use qualitative versus
quantitative forecasts.; 1; MARCH 2007
Discuss the steps involved in effective contingency planning.; 1; JUNE 2008
Discuss whether or not the growth in competitor intelligence programmes can be
justified.; 1; MARCH 2010
Change in strategy often requires a change in structure. Why?; 1; MAY 2008
Effective contingency planning involves a seven step process. Discuss.; 1; MARCH
2010
Discuss the role of a board of directors in the management process.; 1;
SEPTEMBER 2010
Explain how culture can influence the choice of strategy by an organisation.; 1;
DECEMBER 2009
Explain how organisational pay and performance can be linked.; 1; JUNE 2008
Explain how organisational performance can be measured.; 1; SEPTEMBER 2008
Explain how resistance to change can be overcome.; 1; JUNE 2007
Explain how strategists can best ensure that strategies will be effectively
implemented. ; 1; MARCH 2007
Explain how the delegation of authority can contribute to effective strategic
management.; 1; MAY 2007
Distinguish between strategy formulation and strategy implementation.; 1;
SEPTEMBER 2008
Discuss the role of a board of directors in the strategic management process.; 1;
DECEMBER 2009
Discuss the ethical issues involved in gathering competitor intelligence; 1;
DECEMBER 2010
Discuss the ethical issues associated with gathering intelligence about
competitors.; 1; MARCH 2008
Discuss the main pitfalls that an organisation should be aware of when
undertaking strategic planning.; 1; DECEMBER 2009
Discuss the main pitfalls in strategic planning.; 1; MAY 2007
Discuss the human resource problems that can arise when businesses implement
strategies.; 1; MARCH 2009
Discuss the advantages and disadvantages to an organisation in pursuing a
diversification strategy.; 1; JUNE 2010
Discuss how the culture of an organisation affects the choice of strategy.; 1;
MARCH 2008
Discuss the main advantages and disadvantages of an integrative strategy.; 1;
MARCH 2007
Discuss the limitations of the various strategy formulation analytical techniques. ;
1; JUNE 2007
Discuss the limitations of EPS/EBIT analysis.; 1; MAY 2008
Explain how to conduct an external strategic management audit.; 1; DECEMBER
2007
Discuss how the culture of an organisation might impact on its choice of
strategy.; 1; JUNE 2010
Assess the advantages and disadvantages of a company deciding to merge with
a rival.; 1; SEPTEMBER 2010
What are contingency plans?; 1; MARCH 2010
Explain the Boston Consulting Group matrix and assess its relevance in the
modern business environment; 1; JUNE 2010
Illustrate the Quantitative Strategic Planning Matrix.; 1; MARCH 2010
In what ways can the delegation of authority contribute to effective strategic
management?; 1; JUNE 2009
In what ways does culture impact on the choice of strategy?; 1; MARCH 2009
key financial ratios that are useful for strategy evaluation.; 1; MARCH 2010
key qualitative questions that are useful for strategy evaluation.; 1; MARCH 2010
Outline the role of the Board of Directors in the strategic management process. ;
1; MARCH 2009
Set out the circumstances in which a joint venture may be an effective strategy
to pursue.; 1; DECEMBER 2008
How would you estimate the total worth of a business?; 1; DECEMBER 2007
The functions of management consist of FIVE basic activities. What are these?; 1;
MAY 2008
How would the mission statements of a for-profit and a non-profit organisation
differ?; 1; JUNE 2007
What are the characteristics of a mission statement?; 1; MARCH 2010
What are the main benefits to an organisation of undertaking effective strategic
management?; 1; SEPTEMBER 2007
What are the major advantages and disadvantages of diversification?; 1;
DECEMBER 2007
What are the most important characteristics of an effective management
information system?; 1; MARCH 2007
What is a joint venture?; 1; DECEMBER 2008
What is the role of the Board of Directors in the strategic management process?;
1; MARCH 2008
When is a forward integration strategy likely to be appropriate?; 1; SEPTEMBER
2008
Why do firms find it advantageous to initiate and exploit international
operations?; 1; SEPTEMBER 2008
Why is strategy evaluation so important? ; 1; JUNE 2007
Strategy implementation is often considered to be the most difficult stage in the
strategic management process. Why?; 1; DECEMBER 2007
Explain the main financial and non-financial benefits of strategic planning.; 1;
MARCH 2010
Explain the advantages and disadvantages of cooperative versus competitive
strategies.; 1; SEPTEMBER 2007
Explain the advantages of pursuing strategic objectives through joint ventures.;
1; DECEMBER 2009
Explain the approaches that could be used to establish the total worth of a
business.; 1; MAY 2009
Explain the benefits of a vision and mission statement.; 1; MARCH 2007
A change in strategy often requires a change in organisational structure. Why is
this?; 1; MAY 2009
Explain the financial and non-financial benefits of strategic management.; 1; JUNE
2008
Why should cultural factors be an important consideration in analysing and
choosing amongst alternative strategies? ; 1; JUNE 2007
Explain the financial and non-financial benefits of strategic planning.; 1; MARCH
2009
Identify key financial ratios that could be used to evaluate the strategy of an
organisation.; 1; DECEMBER 2009
Explain the main defensive strategies available to an organisation.; 1; MAY 2007
Explain how you would evaluate the strategy of an organisation. ; 1; JUNE 2010
Explain what a forward integration strategy is.; 1; SEPTEMBER 2008
Explain why some organisations might not undertake strategic planning.; 1;
MARCH 2008
How can organisational pay and performance be linked?; 1; MARCH 2007
How can performance and pay be linked to strategies?; 1; MARCH 2009
How can performance and pay be linked to strategy implementation?; 1; MARCH
2010
How can strategists best ensure that strategies will be effectively implemented?;
1; SEPTEMBER 2007
How does culture affect the choice of strategy?; 1; MAY 2007
How does strategy formulation differ for a small versus a large organisation?; 1;
SEPTEMBER 2007
How would profit and non-profit organisations differ in their application of the
strategy formulation framework?; 1; MAY 2008
Explain the main characteristics of a mission statement.; 1; DECEMBER 2007