Kulit Esimen

SGDU 5074 STRATEGIC MANAGEMENT IN EDUCATION
PROBLEM BASED LEARNING 1 & 2

ROZAIMI BIN RAMLI
821200
PROBLEM BASED LEARNING 1 (PBL 1)
Answer all questions:
1. Define strengths, weaknesses, opportunities, and threats. How do strengths become sources of
sustainable competitive advantage?
2. What is strategic management? Describe the strategic management process in a institution
with which you are familiar?
3. What are the essential characteristics of a resource or capability that leads to a sustainable
competitive advantage? Please explain.
4. What is strategic thinking? What are its characteristics?
Instructions:
1. Times Roman 12
2. 1.5 spacing
3. Answer of each question. (Not more than two pages).
4. Upload in the portal
Due: 20 June 2016.

PROBLEM BASED LEARNING 2 (PBL 2)
Answer all questions:
1. Question: True or False: 1 9. Type your answer T or F only
2. Question: Multiple Questions: 1-13. Type Answers only A-E.
3. Type all the answer in a new Ms word Page and Upload as PBL 2
The Strategic Management Process

TRUE/FALSE QUESTIONS (T/F)
1. Strategic management includes a process by which organizations analyze and learn from their
internal and external environments.
Answer: T
2. External stakeholders are groups or individuals outside the organization that have a particular
interest in and a major impact on the organization.
Answer: T
3. Strategic management begins with the creation and execution of strategies, followed by the
definition of goals that can be met by following these strategies.
Answer: F
4. Enactment is the process of influencing the environment through strategic actions.
Answer: T
5. Adaptation is the process associated with attempting to control the environment to make it less
hostile and more conducive to organizational success.
Answer: T
6. Environmental determinism is the view that good management is associated with determining
which strategy will best fit the environment and then carrying it out.
Answer: T
7. Unless an internal capability or resource is costly or difficult to imitate by competitors, the
capability or resource is unlikely to lead to a sustainable competitive advantage.
Answer: T
8. Stakeholder analysis includes identifying and prioritizing key stakeholders.
Answer: T
9. Strategic thinking deals with the rigid and systematic parts of the strategic management
process.
Answer: T
MULTIPLE CHOICE QUESTIONS
1. Strategic management includes the following:
A. Establishment of strategic direction
B. Implementation of strategies
C. Analysis of the internal environment
D. Strategic restructuring
E. All of these are true
Answer: E
2. Which of the following is not a stakeholder of an organization?
A. Employees
B. Stockholders
C. Customers
D. Competitors
E. These are all stakeholders. None of the above answers is correct.
Answer: D
3. Which of the following is not a major activity of the strategic management process?
A. Analysis of the internal and external environments
B. Establishment of strategic direction
C. Formulation of strategies
D. Production scheduling
E. Implementation of strategies
Answer: D
4. An organizations environment typically:
A. Consists only of employees and managers
B. Includes all groups and individuals that are significantly influenced by or have a major impact
on the organization
C. Includes only stockholders
D. Consists only of competitors, suppliers, and customers
E. Reflects only owners, customers, and competitors
Answer: B
5. Which of the following is a part of an organizations broad environment?
A. Society
B. Employees
C. Managers
D. Stockholders
E. Board of directors
Answer: A
6. All of the following are members of an organizations task environment except:
A. Activist groups
B. Managers
C. Suppliers
D. Financial intermediaries
E. Local communities
Answer: A
7. Opportunities:
A. Allow a firm to take advantage of organizational strengths, overcome weaknesses, or
neutralize threats
B. Are the same for all firms in an industry
C. Are related only to new customers and new markets
D. Are a firms resources and capabilities
E. None of these
Answer: A
8. Threats:
A. Come only from the broad environment
B. Typically cannot be overcome
C. Can stand in the way of organizational competitiveness and stakeholder satisfaction
D. Are generally the result of moving too slowly against competitors
E. None of these
Answer: C
9. In a SWOT analysis, a strength:
A. Leads to overconfidence on the part of top managers
B. Cannot be duplicated by competitors
C. Is a condition in the broad or task environment that can allow a firm to overcome
organizational weaknesses
D. Is an internal capability or resource that may lead to a competitive advantage
E. Both C and D are correct
Answer: E
10. In a SWOT analysis, an organizational weakness can be:
A. Something an organization does not do well
B. An important resource that an organization does not possess
C. Either deliberate or emergent
D. A sustainable competitive advantage
E. Both A and B are correct
Answer: E
11. Managing for stakeholders means:
A. More resources are allocated to satisfy stakeholders than would be necessary merely to retain
their participation in the productive activities of the firm
B. Stakeholders such as customers and suppliers manage portions of the firm
C. Firms that treat their stakeholders well will have higher risk but also higher returns
D. Firms should treat their stakeholders well because it is the right thing to do even if it means
losing money
E. Both A and C are true
Answer: E
12. The advantages of managing for stakeholders include:
A. Fewer negative responses from stakeholders such as legal suits or boycotts
B. Stakeholders often reciprocate
C. An excellent reputation
D. Increased strategic flexibility
E: All of these
Answer: E
13. Which of the following is not an element of stakeholder analysis?
A. Identifying stakeholders
B. Financially motivating stakeholders
C. Prioritizing stakeholders
D. Assessing stakeholder needs and collecting ideas from stakeholders
E. Integrating knowledge about stakeholders into the strategic management process
Answer: B

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SGDU 5074 STRATEGIC MANAGEMENT IN EDUCATION

PROBLEM BASED LEARNING 1 & 2

Due: 20 June 2016.

The Strategic Management Process

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