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NAME ………………………………..
BATCH……………………………….
ENTROLLMENT NO. ………….
Strategic Management
Each assignment carries 25 marks
Answer any 2 questions from the following :
Q1 ) Describe the primary components of a strategic management process and
indicate why a strategic management process is needed for the company.
Answer : The strategic management process is more than just a set of rules to follow.
It is a philosophical approach to business. Upper management must think strategically
first, then apply that thought to a process. The strategic management process is best
implemented when everyone within the business understands the strategy. The five
stages of the process are goal-setting, analysis, strategy formation, strategy
implementation and strategy monitoring.
Components of a strategic management process :

2. Q2 ) Identify two companies that have recently merged and read the published
information about these two companies and based on the study, identify the
issues and challenges the two companies are currently facing in combining their
respective organization culture.
Q3 ) " Too much formality and emphasis on the planning process will slow down
the ability of an organisation to respond to change." In the light of this statement
you are required to answer practically that does an emphasis on formality in
strategic planning process necessarily mean that an organisation automatically
limits it s ability to think and act in a creative manner.
Answer : There are three frequently cited reasons why top managers pursue changes in
strategy. First, a change in strategy may appear attractive is that desired performance
levels are not being attained by the organization. In many cases, top managers may
believe that a change in strategy will improve the ability of the business to generate
revenues or profits, increase market share, and/or improve return on assets or
investment.
Second, an environmental shift may necessitate strategic change to maintain alignment.
Such shifts may result from changes in either the macroenvironment (e.g., new
regulations, social forces, demographic changes, etc.) or the industry environment (e.g.,
new competitors, changes in competitor strategies, etc.). Changes in competition and
technology necessitate a change in the knowledge base within the organization if it is to
survive.
Third, strategic change can enhance effective resource utilization Proponents of the
resource-based perspective have noted that competitive advantage often occurs from
such organizational attributes as informational asymmetries, culture, resource
accumulation, and the minimization of transaction costs. Hence, as organizational
human and capital resources evolve, changes in strategy become necessary to fully
utilize the resources available to the organization
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