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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

 

Please Share your Current Papers Questions/Pattern here to help each other. Thanks

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hmm...

anyhow mistake ho jti ha

in ka ppr b acha hua ho i hope nxt tyme he will be careful..

My Paper MGT603 – Strategic Management dated 24-Feb-2013

Total questions                60 Total 84 marks

MCQs                                    52          

Subjective                          8              (4 Questions of 3 Marks & 4 Questions of 5 Marks)

 

MCQs are all from past papers, Midterm MCQs are also included (I have examined 48 Questions from Past papers, only 4 questions are unseen), one new MCQ is halo error (the tendency to put

too much weight on a single factor).

 

Subjective Questions

 

  1. 1.       Functional Level Objective, explain and give two examples.      (3 Marks)
  2. 2.       Significance of Production department in an organization           (3 Marks)
  3. 3.       Discuss the activities of the Value Chain                                              (3 Marks)
  4. 4.       A good mission statement is customer oriented, Discuss?           (3 Marks)
  5. 5.       Discuss the quadrant II of the grand strategy Matrix and which strategy is best for the firms who lies in this quadrant?                                                                           (5 Marks)
  6. 6.       Difference between of bargaining power of supplier and bargaining power of customer.

(5 Marks)

  1. 7.       What is dual bonus system. Elaborate with the help of examples (5 Marks)
  2. 8.       Discuss the at least five tools of strategy formulation framework (5 Marks)

thxAllah ppr bhOOOooot SupRbb Hoaa......

Total Questions: 60

Total Marks: 78

Total MCQs: 54 half from old pprx..

Explain Target Marketing and also gives pros & cons? 

Success today is no guarantee of success tomorrow describe? 

Compare the IE Matrix with BCG Matrix ?

TWOS Matrix and explain examples SO & WO strategics?   

What is consumer analyze and significant? 

in value chain activities define three primary activities?

three major regions of IE Matrix? 

Guidelines for R&D internally or externally?  

just rember me in ur precious prays..:)

Princess Attitude thanks for sharing ur paper 

solved subjective of in these pprx...

(1) Corporate level

These are objectives that concern the business or organization as a whole

Examples of “corporate objectives might include:

• We aim for a return on investment of at least 15%

• We aim to achieve an operating profit of over £10 million on sales of at least £100 million

• We aim to increase earnings per share by at least 10% every year for the foreseeable future

Contingency Planning

A basic principle of good strategic management is that firms plan ways to deal with unfavorable and favorable events before they occur. Too many organizations prepare contingency plans just for unfavorable events; this is a mistake, because both minimizing threats and capitalizing on opportunities can improve a firm's competitive position.

Stage-2 (Matching stage)

1. TOWS 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)

 

Marketing Research

Marketing research is the systematic gathering, recording, and analyzing of data about problems relating to the marketing of goods and services. Marketing research can uncover critical strengths and weaknesses, and marketing researchers employ numerous scales, instruments, procedures, concepts, and techniques to gather information. Marketing research activities support all of the major business functions of an organization.

Organizations that possess excellent marketing research skills have a definite strength in pursuing generic strategies.

 

 

Qurdant-3 contains that company’s weak competitive situation and slow market growth. The firms fall in this quadrant compete in slow-growth industries and have weak competitive positions. These firms must make some strong changes quickly to avoid extra decease and possible liquidation. Extensive cost and asset reduction (retrenchment) should be pursued first. An alternative strategy is to shift resources away from the current business into different areas. If all else fails, the final options for

Quadrant III businesses are divestiture or liquidation.

 

Quardrant-3

Retrenchment

Concentric diversification

Horizontal diversification

Conglomerate diversification

Liquidation

 

If effectively constructed, pay for performance compensation plans should help a company fulfill the following objectives:

  • Recruit and keep the highest quality employees
  • Communicate and strengthen the values, goals and objectives of the company
  • Engage employees in the organization's success
  • Reward contributors for successful achievements

 

Strategy evaluation includes three basic activities

Purpose of strategy evaluation

• Strategy evaluation is vital to the organization’s well-being

• Alert management to potential or actual problems in a timely fashion

• Erroneous strategic decisions can have severe negative impact on organizations

Basic Activities –

1. Examining the underlying bases of a firms’ strategy

2. Comparing expected to actual results

3. Corrective actions to ensure performance fit in to plans

In many organizations, evaluation is an appraisal of performance –

• Have assets increased?

• Increase in profitability?

• Increase in sales?

• Increase in productivity?

• Profit margins, ROI and EPS ratios increased

Mission Statements

Every organization has a unique purpose and reason for being. This uniqueness should be reflected in 
vision and mission statements. The nature of a business vision and mission can represent either a 
competitive advantage or disadvantage for the firm. An organization achieves a heightened sense of purpose 
when strategists, managers, and employees develop and communicate a clear business vision and mission. 
After reading this lecture, you will be able to know that for what purposes mission statements have such an 
importance in a business firm. 

 

Net worth represents the sum of common stock, additional paid-in capital, and retained earnings.

 

The activities of the Value Chain

Primary activities (line functions)

o Inbound Logistics. Includes receiving, storing, inventory control, transportation

planning.

o Operations. Includes machining, packaging, assembly, equipment maintenance, testing

and all other value-creating activities that transform the inputs into the final product.

o Outbound Logistics. The activities required to get the finished product at the customers:

warehousing, order fulfillment, transportation, distribution management.

o Marketing and Sales. The activities associated with getting buyers to purchase the

product, including: channel selection, advertising, promotion, selling, pricing, retail

management, etc.

o Service. The activities that maintain and enhance the product's value, including: customer

support, repair services, installation, training, spare parts management, upgrading, etc.

main differences between Gainsharing and Profit Sharing

 is that Gainsharing very directly spells out what people need to do to drive the gains. A Profit Sharing system pays out if the company beats the goals set to trigger the Profit Sharing payout, but it doesn't tell people what they need to do to make the profits happen.

A Gainsharing system is very specific in telling people what needs to happen, both overall and in their specific area, if we are going to hit the targeted performance level. This intensive planning and feedback system is key to Gainsharing's enduring power to drive employee and company performance.

Since the Profit Sharing bonuses just "happen" from time to time and people don't know exactly what they did to make them happen, Profit Sharing becomes an "entitlement." That is, an expected part of their compensation.

A Customer Orientation

 

Consumer Orientation is the focus on meeting the needs of one's customers, internal or external. This service establishes specific customer satisfaction standards and actively monitors client satisfaction, taking steps to clarify and meet customer needs and expectations (both expressed and unexpressed). At lower levels the service involves courteous and timely responsiveness to the requests of customers, while at the higher levels, it involves developing the relationship of partner and trusted advisor.

 

      Which of these is a limitation of QSPM?      

   

Limitations

1.  Requires  intuitive judgments and educated norms

2. Only as good as the requirement inputs

3. Only strategies within a given set are valued relation to each other

 

a.                   Only a few strategies can be evaluated simultaneously.

b.                  The cost of doing the analysis

c.                   Intuitive judgments and educated guesses are required.

 

OBJECTIVE 1: Coordinate the efforts of [creative agency] & [programmers] to launch the redesigned [login website] on time and under budget.

OBJECTIVE 2: Work with [web development firm] to keep the public website updated with the latest information, positioning, and services/tools to entice prospects.

OBJECTIVE 3: Identify and pursue low-cost possibilities for highly targeted web-based advertising.

OBJECTIVE 4: Work with [external creative agency] to produce a high-end presentation binder for use in sales presentations.

OBJECTIVE 5: Support the organizational culture by keeping co-workers informed of key marketing initiatives that may impact their work, by providing constructive feedback as appropriate and by maintaining open communication.

OBJECTIVE 6: Support [the organization]’s overall commitment to excellence in service by delivering quality service responsiveness to internal and external parties.

OBJECTIVE 7: Support [the organization]’s goal of employee development by seeking and engaging in educational and volunteer opportunities on a regular basis.

 

What is stategies

strategies  plural of strat·e·gy (Noun)

Noun

  1. A plan of action or policy designed to achieve a major or overall aim.
  2. The art of planning and directing overall military operations and movements in a war or battle.

 

What are strategies? Discuss the significant organization

Strategic planning within an organization provides the "how" to the organizational goal question: "What are we trying to achieve?" The nature of developing strategy implies that the organization has not only set some goals, but has a plan to accomplish those goals. Just as a disciplined Olympic athlete sets out to win a medal by developing an approach to a sport, committing to train, working on weak points, enhancing strengths, and finally, competing to win, strategic planning provides the discipline for an organization to reach its goals as well.

Measuring Organizational Performance

Another important strategy-evaluation activity is measuring organizational performance. This activity includes

comparing expected results to actual results, investigating deviations from plans, evaluating individual

performance, and examining progress being made toward meeting stated objectives. Both long-term and

annual objectives are commonly used in this process. Criteria for evaluating strategies should be

measurable and easily verifiable. Criteria that predict results may be more important than those that reveal

what already has happened. For example, rather than simply being informed that sales last quarter were 20

percent under what was expected, strategists need to know that sales next quarter may be 20 percent

below standard unless some action is taken to counter the trend. Really effective control requires accurate

forecasting.

Failure to make satisfactory progress toward accomplishing long-term or annual objectives signals a need

for corrective actions. Many factors, such as unreasonable policies, unexpected turns in the economy,

unreliable suppliers or distributors, or ineffective strategies, can result in unsatisfactory progress toward

meeting objectives. Problems can result from ineffectiveness (not doing the right things) or inefficiency

(doing the right things poorly).

 Princess Attitude hmm gud 

Princess Attitude 

5th Question which u answered is wrongggg

its answer is this

 SMART annual object.(5)

 

The SMART criteria

Specific - the objective should state exactly what is to be achieved.

Measurable - an objective should be capable of measurement – so that it is possible to determine whether

(or how far) it has been achieved

Achievable - the objective should be realistic given the circumstances in which it is set and the resources

available to the business.

Relevant - objectives should be relevant to the people responsible for achieving them

Time Bound - objectives should be set with a time-frame in mind. These deadlines also need to be

realistic.

cz objects b yhi ha mera itna tym waste kia :( 

i wz much confuseddddd "( :( 

plz explain the question that how 1-THE SUCCESS TODAY IS NOT A GUARANTEE OF TOMOROW AND                                 2-PROS AND CONS OF TARGET MARKETING

in my point of view ist ka ans yeh ho ga k

bcox of daily baese of  new technology and rapid change...

and target market k advntge n disadvntge net browsg..:P

MGT603 FINAL TERM PAPERS AND PATTERN.
Total Questions: 60

Total Marks: 78

Total MCQs: 54 

Explain Target Marketing and also gives pros & cons?

Success today is no guarantee of success tomorrow describe?

Compare the IE Matrix with BCG Matrix ?

TWOS Matrix and explain examples SO & WO strategics?

What is consumer analyze and significant?

in value chain activities define three primary activities?

three major regions of IE Matrix?

Guidelines for R&D internally or externally?

Another Paper:

Total Questions: 60

Total Marks: 78

Total MCQs: 54 (Each of 1 Mark)

Total Short Questions: 3 (Each of 3 Mark)

Total Long Questions: 3 (Each of 5 Mark)

Descries and three limitation QSPM? (3)

Guideline for conducting the R&D internally or externally? (3)

Define contingency planning (3)

SMART annual object.(5)

What are strategies? Discuss the significant organization? (5)

Measuring the organization performance is an important strategy Evaluation activity. Explaining how this activity can be helpful in evaluation strategies? (5)

 

Tariq Bhai this is the wrong pattern.

Following is the new pattern of 2013 Final term papers of MGT (Management)

Total questions                60

MCQs                                    52          

Subjective                          8              (4 Questions of 3 Marks & 4 Questions of 5 Marks)

 

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