SCANNER

CHAPTER – 5
STRATEGIC IMPLEMENTATION AND EVALUATION
Q.1. State Correct/Incorrect with reasons:- (MM : 2)
(1) Efficiency and Effectiveness mean the same thing in Strategic
Management. (May – 08)
(2) Benchmarking and Business Process Reengineering are one and the
same. (May – 12)
(3) There is both opportunity and challenge in ‘Change’. (Nov. – 09)
(4) Control system run parallel with strategic levels. (Nov. – 10)
(5) Benchmarking is a remedy for all problems faced by organizations.
(Nov.– 12)
(6) Business Process Reengineering (BPR) means partial modification
or marginal improvement in the existing work processes.
(Nov.– 15, MM: 2)
Q.2 Answer in brief:- (MM : 2)
(1) Define BPR and analyse its role in Strategic Management.
(May – 07)
(2) Define Benchmarking & analyse its role in Strategic Management.
(May – 07)
(3) Define ERP (Enterprise Resource Planning) & analyse its role in
Strategic Management. (May – 07)
(4) Difference between Strategy Formulation and Strategy
Implementation (Nov. – 08)
(5) Role of IT in Business Process Reengineering (Nov. – 11, MM:4)
Q.3 Fill in the blank in the following statements with the most
appropriate word:
(1) The orientation of the redesign effort refers to a total ____________
and rethinking of entire business process.
(May – 11, MM: 1)
(2) Benchmarking is a process of continuous improvement in search for
advantage. (Nov. – 11, MM: 1)

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Q.4 Explain the meaning of the following concepts:
(1) Business Process Re-engineering (May – 11, MM: 1)
Q.5 Answer in detail:- (MM : 3+7)
(1) What is Benchmarking? Explain briefly the elements involved in
Benchmarking process. (Nov. – 08)
(2) What is Benchmarking? What are the elements involved in
Benchmarking process. (May – 11, MM: 4)
(3)Being a strategic professional, analyze and redesign the work force
in the context of business process reengineering.
(May – 12, MM: 3)
Q.6 Explain the meaning of the following concepts: (MM : 1)
(1) Premise control (Nov. – 12)
Q.7 Write short notes on the following
(1) Steps for initiating a strategic change. (Nov.12, MM: 4)
(2) Implementation Control (Nov. – 15, MM: 3)
Q.8 Define Business Process Re-engineering. Briefly outline the steps therein.
(May – 09, MM: 4+6=10)
Q.9 ABC Ltd. Plans to introduce changes in its structure, technology and
people Explain how Kurt Lewin’s change process can help this firm.
(May – 11, MM: 3)
Q.10 Specify the steps that is needed to initiate & bring changes in the strategic
building of any organization. (May – 12, MM: 3)
Q.11 Elaborate the interrelationship between strategy formulation and
implementation. (May – 12, MM: 3)
Q.12 What is strategic control? Briefly explain the different types of strategic
control. (May–12, MM:1+3)
Q.13 Distinguish between the following
(a) Strategy Formulation and Strategy Implementation.
(May – 11, MM:4)
(b) Operational Control and Management Control (May – 13, MM:3)

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 (c) Unfreezing the situation and Refreezing – the two stages of Kurt
Lewin change process (Nov. – 14, MM:3)
(d) Strategy Formulation and Strategy Implementation.
(May – 15, MM: 4)
Q.14 Trace the role of information technology in business process
reengineering. (Nov. –12, MM: 3)
Q.15 Define Strategic Change. Explain the various stages/phases of change
process as propounded by Kurt Lewin. (May – 13, MM:4)
Q.16 “Firm can use benchmarking process to achieve improvement in diverse
range of management functions.” Elucidate. (Nov.-13, MM:3)
Q.17 What is the rationale behind business process reengineering (BPR)? What
steps would you recommend to implement BPR in an organization?
(May-14, MM: 7)
Q.18 What is Benchmarking? Explain the various steps in Benchmarking
process. (Nov.-15, MM: 7)
Q.19 Analyse the role of Enterprise Resource Planning (ERP) in strategic
implementation. (May-16, MM: 3)

Q.20 Discuss any three differences between strategy formulation and strategy
implementation. (Nov.-16, MM: 3)

Q.21 What is strategic control? Explain the types of strategic controls.

(Nov.-16, MM: 7)
Q.22 Distinguish between the following:
(a) Operational Control and Management Control (Nov.-17, MM: 4)
Q.23 State with reasons
(a) “Efficiency and effectiveness mean the same in strategic
management”. (May18, MM: 2)
Q.24 What does a business process mean? Under what circumstances the
process needs reengineering (May18, MM: 7)
CA Inter (New Syllabus)
Q.25 Explain the concept and need of Strategy Audit. Way is it more difficult
in present scenario? (May-18, MM: 7)

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Q.26 Explain different types of strategic control in brief (May-18, MM: 3)
Q.27 There is no distinction between Bench Marking and Business Process
Reengineering (Nov.-18, MM: 2)
Q.28 Write a short note on strategic change and explain the process of strategic
change. (Nov.-18, MM: 7)
Q.29 Identify three aspects of impact of IT Systems on Business Process
Reengineering and list three areas where it provides business value
(Nov.-18, MM: 3)
Q.30 What is Benchmarking? Explain the various steps in Benchmarking
process. (May-19, MM: 7)
Q.31 Explain concept and nature of BPR (Nov.-19, MM: 7)
Q.32 What is strategic control? Kindly explain the statement that “premise
control is a tool for systematic and continuous monitoring of a
environment. (Nov.-20, MM: 5)

Q.33 Write a short note on requirement of strategy audit. What are the basic
activities of strategic audit? (Nov.-20, MM: 5)

Q.34 Sanya Private Limited is an automobile company. For the past few years,
it has been observed that the progress of the company has become
stagnant. When scrutinized, it was found that the planning department
was performing fairly well but the plans could not be implemented due to
improper use of resources, undesirable tendencies of workers and non-
conformance to norms and standards. You are hired as a Strategic
Manager. Suggest the elements of process of control to overcome the
problem. (Jan.-21, MM: 5)
Q.35 Discuss various steps involved in Business Process Reengineering (BPR)
while implementing in an organization (July-21, MM: 5)
Q.36 Write short note on Richard Rumell's criteria for strategic audit.
(July-21, MM: 5)
Q.37 Why is strategy evaluation more difficult? Give reasons.
(Dec.-21, MM: 5)

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Q.38 Paramount group of companies is having a strong foot print in the areas
of Aviation, Healthcare, Fast moving consumer goods, Home appliances
and Electronic goods. Processes, Technology and Marketing capabilities
are different for each business. However, each business operates among
4 group of rivals that produce competing products. In order to get ahead
of competition and to contribute for sustained competitive advantages,
company intends to improve customer services and in turn increase its
market share. To achieve this, company is desirous to analyze its
products, processes and service levels for each of its segments.
Company is studying various trade publications, understanding the taste
and preferences of customers, meeting with suppliers and also using
other relevant information available in public domain for each of its
business operations. After studying as above, company wants to compare
diverse range of practices and processes being followed by acknowledged
leaders in the industry, measures its own productivity and identify the
gaps. Instead of following bricks-and-mortar practices, company will be
setting goals to be achieved for improvement in its product, processes
and services, based on best practices/being followed by the companies on
a regular basis.
Identify the strategic tool to be used by Paramount group of companies.
Also explain in brief the common elements involved in using this tool.
(May-22, MM: 1+4)
Q.39 "Strategy (formulation and strategy implementation (are intertwined and
linked with each other." Elucidate this statement with suitable arguments.
(May-22, MM: 5)
Q.40 The growth rate of A & B Ltd. growth rate was around 10% per annum
during the last decade. But thereafter its growth rate started falling and
presently the growth rate of the company is very low around 1%. The
company is facing twin problems, one the strategy is not implemented as
planned, and two the results produced by the strategy are not in
conformity with intended goals. You being a strategy consultant. advise
the tool for audit of management performance. Also explain the need of
such tool and its basic activities. (Nov.-22, MM: 1+2+2)

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Q.41 Ramesh and Suresh own software development firms ACS Ltd. and BDS
Ltd. Ramesh and Suresh pitch their business in international markets and
win international contracts. Ramesh has fifty software engineers in his
team. Suresh, on the other hand, leads a team of forty software engineers.
Every project has a specific and fixed timeline. Individual projects are
assigned to project heads by Ramesh and Suresh. Ramesh adheres to
strict rules and procedures. He met with the project heads to get an
update but exchanged ideas occasionally. He set a weekly target of forty
hours to complete the assigned goal or task. The group that met the
deadline and completed the task received a 10% bonus. The group that
was unable to meet the deadline was penalized. The group that did not
meet the deadline was penalized with unpaid extra working hours to
complete the task. Suresh, unlike Ramesh, did not prioritise a structured
approach to work. Suresh inspired the project managers by making them
feel like leaders rather than just participants. Suresh's empowering
attitude helped to align individual goals with group goals. Ramesh
established routines to maximize his team efficiency. Suresh, on the other
hand, used positive reinforcement to maximize his team efficiency,
(a) Identify the leadership style employed by Ramesh and Suresh,
(b) What are the conditions/situations that make such leadership styles
more appropriate? 2
(c) Discuss the characteristics of the leadership styles.
(May-23, MM: 5)
Q.42 Strategic planning is an important constituent of strategic
management. In the light of the same explain the meaning of
strategic planning. Also outline the characteristics of strategic
planning. (May-23, MM: 5)

Q.43 "Strategic control focuses on implementation and results produced

by the strategy". Explain strategic control along with its different
types.
(May-23, MM: 5)

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Q.44 Changes in environmental forces often require businesses to make
modifications in their existing strategies. In view of the same explain
the areas to be focused while considering concept of strategic change.
Also explain the steps to initiate strategic change process.
(May-23, MM: 5)
Q.45 Ratu has been appointed as CEO of PRO Ltd. He is given the
responsibility of developing new products and improving old products.
He is facing a conflict whether the firm should develop research and
development expertise internally or outsource it to external agency. What
guidelines will help Ratu to make this decision? (May-23, MM: 5)
OR
You have been appointed as head of the Strategic Business Unit
(SBU) of a large multiproduct company. Explain the leadership
roles, you have to play as a Manager in pushing for good strategy
execution.
Q.46 Disha is appointed as Human Resource Manager in a Telecom company.
Currently, the company is facing various HR challenges. Disha's role
involves implementing effective human resource management strategies
to address HR challenges and ensure the success of the company.
Enumerate any five prominent areas where Disha can play a strategic
role. (Nov.-23, MM: 5)
Q.47 Care Ltd. has decided to acquire Trust Ltd. Discuss the major
dimensions of strategic decisions. (Nov.-23, MM: 5)

Q.48 Rohan works in the R & D department of an electronic appliances

company and is given complete autonomy to conduct experiments for
business expansion. He accepted the challenge and developed a new
product for the customers. Identify and explain the role of Rohan in the
company.
(Nov.-23, MM: 5)