MGT603 All Current Final Term Papers Fall 2012 (20 February to 03 March 2013) at one Place
From 20 February to 03 March 2013 Fall 2012
Current Final Term Papers Fall 2012 Papers, Feb 2013 Final Term Papers, Solved Final Term Papers, Solved Papers, Solved Past Papers, Solved MCQs
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Need past papersssss..... any body have it????????
Dear plz. have it.
i found these questions most repetative in all quizes.
Mohammad Farooq Qurashi thanks for sharing
• The bargaining power of customers
o buyer concentration to firm concentration ratio
o bargaining leverage
o buyer volume
o buyer switching costs relative to firm switching costs
o buyer information availability
o ability to backward integrate
o availability of existing substitute products
o buyer price sensitivity
o price of total purchase
• The bargaining power of suppliers
o supplier switching costs relative to firm switching costs
o degree of differentiation of inputs
o presence of substitute inputs
o supplier concentration to firm concentration ratio
o threat of forward integration by suppliers relative to the threat of backward integration by
o cost of inputs relative to selling price of the product
o importance of volume to supplier
Sana Sunny ツ thanks for sharing ur paper & best of luck for ur result
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array mian solution day rahi hon,, new papers ka,,, Tariq bro,, kaL paper hay :/
tiyari ker ri hon,,
ya answer b wrong ha us Question k sis us k answer itna lenthy nai ha
Bargaining power of Buyers:-
When competition is intense and the number of manufacture is greater the buyer have more option for product switching over this will increase the buyer’s power of buying.
Bargaining power of supplier
Greater number of suppliers will provide the strongest buying power for the customers and vice versa.
7. What is dual bonus system. Elaborate with the help of examples (5 Marks
How can an organization's reward system be more closely linked to strategic performance? How can
decisions on salary increases, promotions, merit pay, and bonuses be more closely aligned to support the
long-term strategic objectives of the organization? There are no widely accepted answers to these
questions, but a dual bonus system based on both annual objectives and long-term objectives is becoming
common. The percentage of a manager's annual bonus attributable to short-term versus long-term results
should vary by hierarchical level in the organization. A chief executive officer's annual bonus could, for
example, be determined on a 75 percent short-term and 25 percent long-term basis. It is important that
bonuses not be based solely on short-term results because such a system ignores long-term company
strategies and objectives.
DuPont Canada has a 16 percent return-on-equity objective. If this objective is met, the company's four
thousand employees receive a "performance sharing cash award" equal to 4 percent of pay. If return-onequity
falls below 11 percent, employees get nothing. If return-on-equity exceeds 28 percent, workers
receive a 10 percent bonus.
In an effort to cut costs and increase productivity, more and more Japanese companies are switching from
seniority-based pay to performance-based approaches. Toyota Motor switched in mid-1999 to a full merit
system for twenty thousand of its seventy thousand white-collar workers. Fujitsu, Sony, Matsushita
Electric Industrial, and Kao also have switched to merit pay systems. Nearly 30 percent of all Japanese
companies have switched to merit pay from seniority pay. This switching is hurting morale at some
Japanese companies that have trained workers for decades to cooperate rather than to compete and to
work in groups rather than individually. PAge Number 123
8. Discuss the at least five tools of strategy formulation framework (5 Marks)
A Comprehensive Strategy-Formulation Framework
Important strategy-formulation techniques can be integrated into a three-stage decision-making framework,
as shown below. The tools presented in this framework are applicable to all sizes and types of organizations
and can help strategists identify, evaluate, and select strategies.
Stage-1 (Formulation Framework)
1. External factor evaluation
2. Competitive matrix profile
3. Internal factor evaluation
Stage-2 (Matching stage)
1. TWOS Matrix (Threats-Opportunities-Weaknesses-Strengths)
2. SPACE Matrix (Strategic Position and Action Evaluation)
3. BCG Matrix (Boston Consulting Group)
4. IE Matrix (Internal and external)
5. GS Matrix (Grand Strategy)
Stage-3 (Decision stage)
1. QSPM (Quantitative Strategic Planning Matrix)
Stage 1 of the formulation framework consists of the EFE Matrix, the IFE Matrix, and the Competitive
Profile Matrix. Called the Input Stage, Stage 1 summarizes the basic input information needed to formulate
strategies. Stage 2, called the Matching Stage, focuses upon generating feasible alternative strategies by
aligning key external and internal factors. Stage 2 techniques include the Threats-Opportunities-
Weaknesses-Strengths (TOWS) Matrix, the Strategic Position and Action Evaluation (SPACE) Matrix, the
Boston Consulting Group (BCG) Matrix, the Internal-External (IE) Matrix, and the Grand Strategy Matrix.
Stage 3, called the Decision Stage, and involves a single technique, the Quantitative Strategic Planning Matrix
(QSPM). A QSPM uses input information from Stage 1 to objectively evaluate feasible alternative strategies
identified in Stage 2. A QSPM reveals the relative attractiveness of alternative strategies and, thus, provides
an objective basis for selecting specific strategies.
All nine techniques included in the strategy-formulation framework require integration of intuition and analysis.
Autonomous divisions in an organization commonly use strategy-formulation techniques to develop
strategies and objectives. Divisional analyses provide a basis for identifying, evaluating, and selecting among
alternative corporate-level strategies.
Strategists themselves, not analytic tools, are always responsible and accountable for strategic decisions.
Lenz emphasized that the shift from a words-oriented to a numbers-oriented planning process can give rise
to a false sense of certainty; it can reduce dialogue, discussion, and argument as a means to explore
understandings, test assumptions and foster organizational learning. Strategists, therefore, must be wary of
this possibility and use analytical tools to facilitate, rather than diminish, communication. Without objective
information and analysis, personal biases, politics, emotions, personalities, and halo error (the tendency to put
too much weight on a single factor) unfortunately may play a dominant role in the strategy-formulation
1. Functional Level Objective, explain and give two examples. (3 Marks)
(2) Functional level
E.g. specific objectives for marketing activities
Examples of functional marketing objectives” might include:
• We aim to build customer database of at least 250,000 households within the next 12 months
• We aim to achieve a market share of 10%
• We aim to achieve 75% customer awareness of our brand in our target markets
Both corporate and functional objectives need to conform to the commonly used SMART criteria.
2. Significance of Production department in an organization (3 Marks)
Production department plays a
crucial role for implemeting organization strategy. Production-concerned decisions on plant location, plant
size, , product design, choice of equipment, size of inventory, inventory control, quality control, cost
control, use of standards, shipping and packaging, and technological innovation, job specialization,
employee training, equipment and resource utilization. All these factors place an important impact on
success and failure of the strategy.