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Assessment 2 BMG303/03 Strategic Management Instructions: Question Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion

Management Mar 05, 2022

Assessment 2

BMG303/03 Strategic Management

Instructions:

Question

Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion. Discuss how often should an organisation’s vision/mission be changed in light of strategy evaluation activities.

How often need to change (Eg : 1 year, 2 year, 5 year…etc)
What is your strategic evaluation. Give example of certain companies.

Examples

Think of strategic evaluation that means company feel that right now, my vision and mission should have to change because time have change, so have to evaluate the strategic we are lost for XX years so I cannot have the same strategic because this time strategic is failing
So what I should do? Close down, sell other things or sell to other people (Eg : certain branch is losing money like IKEA, what shall I do and they come back with different strategic open the distribution center
Another example of airline – Air Asia makes everyone fly – largest airline with low cost to serve 3mil people (50 marks)

CLO 2 : Formulate the organisational vision, mission, goals and objectives of the organisation

Strategic management is all about identification and description of the strategies that managers can carry so as to achieve better performance and a competitive advantage for their organisation. Among all the existing process in an organisation, strategic implementation often considered as the most difficult stage in the strategic management process.

Discuss the statement above as to your opinion.

Opening – strategic management is what type of strategics,
Give the whole roll of strategic management – strategic implementation. Give 10 points

Why strategic is it the most difficult stage
Why is the strategic implementation so difficult
What are the restriction for the strategic implementation

Final – about strategic identification

(50 marks)

CLO 3 : Perform internal and external analysis in an organisation

--- End of Assessment 2 Questions ---

Marking Rubrics Q1

EVALUATION CRITERIA

Less than 30%

30% - 40%

More than 40%

Vision/Mission/

Goal/

Objectives are defined

Does not provide direction or guidance (much too broad or

narrow)

Lacks clarity but able to cover to the need

Clear explanation with good understood and coverage of the question need

Supporting Evidence

Lacks evidence to support assertions; ideas are unsupported

Some support/evidence is offered, but lacks interpretation/integration

Provides evidence to support
Refers to, interprets, and integrates material from a variety of sources
Effectively integrates/uses information

Comprehensive Discussion

Numerous examples of not following instructions/assignment
Lack of attention to detail throughout
Does not perform each required component of the assignment

Followed assignment, but lacks either comprehensiveness or attention to detail

Comprehensive, thoughtful, thorough discussion with the content responsive to the assignment
Performs each required component of the assignment with detail

Strategy Initiatives Explanation

Fails to analyze strategy
Lack of thorough detail in coverage
Inaccurate assessment

Current strategy is analyzed or assessed in adequate detail and able to detailed the need of the analysis type required

Comprehensive, thoughtful, and detailed analysis of current strategy
Goes beyond describing the type of strategy needs and able to relate to relate to future applications of the strategy discussed

Marking Rubrics Q2

EVALUATION CRITERIA	Less than 30%	30% - 40%	More than 40%
Introduction	Fail to discuss the introduction as to the topic	On average discussed the intro	Able to discuss the strategic as the introduction as to the organisation application
Supporting Evidence	Lacks evidence to support assertions; ideas are unsupported	Some support/evidence is offered, but lacks interpretation/integration	Provides evidence to support Refers to, interprets, and integrates material from a variety of sources Effectively integrates/uses information
Comprehensive Discussion	Numerous examples of not following instructions/assignment Lack of attention to detail throughout Does not perform each required component of the assignment	Followed assignment, but lacks either comprehensiveness or attention to detail	Comprehensive, thoughtful, thorough discussion with the content responsive to the assignment Performs each required component of the assignment with detail
Strategic implementation discussion	Did not include any factors and did not understand how they affect the business environment.	Included the factors but only emphasized how 2-3 of the elements affect the business environment .	Included and discussed all the relevant factors and emphasised how each element affects conducting business