MS-11: Corporate Policies & Practices June-2000
Question Paper of MS-11: Corporate Policies & Practices June-2000
Q.1. There are some managerially-derived expectations from the Board of Directors (BOD) of a company. What are these expectations ? Discuss and make a critical assessment of the role of the Board of Directors in the context of Indian corporate sector.
Q.2. What constitutes socio-cultural and political environment for a business enterprise? How do the trends in such environment impact upon a company? Illustrate with examples.
What is meant by ‘competitive advantage’? How can a company build competitive advantage? Explain giving suitable examples.
Q.3.. What is portfolio analysis in the context of strategic management? What considerations would guide you in balancing the portfolio?
Describe the techniques of strategic financial analysis and explain one of them in detail, pointing out its merits and demerits.
Q.4. What strategic options may a company have? Explain and also discuss the risks attached with each option.
Distinguish between backward and forward integrations. Pointing out the situations in which each would be advisable. Examine the merits and demerits of both types of integration.
Q.5. Read the case study carefully and attempt the questions given at the end.
Questions
(a) Is there a need for a strategy at Auto Components? Does a small company operating in a predictable environment need to formulate one?
(b) Can approaches to strategy be so conceptually different? Should Abhayankar go by gut-feel and, using in-house talent do what he believes is right for the company?
© Instead of spending time on documenting a strategy, shouldn’t Auto Components just have an informal plan of action, governed by the intuition of its senior managers?
(d) Since the company has a team which knows its business better than any consultant, why should Auto Components bank on external ideas? Should strategy ever be documented?
