KOLEJ MULTIMEDIA JALAN GURNEY KIRI KUALA LUMPUR

Transcription

1 KOLEJ MULTIMEDIA JALAN GURNEY KIRI KUALA LUMPUR FIFTH SEMESTER EXAMINATION 2010/2011 SESSION DMGW-E-F-1/09, DMGQ-E-F-1/09 MGT2053- MANAGEMENT POLICY AND STRATEGY SITI ZARAH SALAMON / SAIFUDDIN SAM 22 FEBRUARY PM 5.00 PM (2½ HOURS) INSTRUCTION TO STUDENT 1. This Examination paper has EIGHTEEN (18) printed pages. 2. This question paper consists of FOUR (4) sections. Section Section Section Section A : Answer ALL questions. B : Answer ALL questions. C : Answer ALL questions. D : Question 1 (COMPULSORY), Answer TWO (2) from the following. 3. Please write all your answers in the Answer Booklet provided.

2 PENYELEWENGAN AKADEMIK PERATURAN PEPERIKSAAN KOLEJ MULTIMEDIA 1. Pelajar tidak boleh melakukan mana-mana penyelewengan di bidang akademik seperti berikut atau sebarang arahan peperiksaan yang dikeluarkan oleh Ketua Pengawas Peperiksaan. HUKUMAN 1.1 Pelajar yang meniru hasil kerja orang lain atau tidak mengiktiraf kerja orang lain (plagiat) untuk tujuan tugasan atau ujian akan dikenakan tindakan tatatertib. 1.2 Pelajar juga tidak dibenarkan bersubahat dalam peniruan atau penipuan yang dinyatakan dalam para Pelajar perlu juga mematuhi peraturan lain mengenai penilaian yang dinyatakan secara lisan atau bertulis. 1. Sekiranya pelajar didapati telah melakukan pelanggaran mana-mana daripada peraturan peperiksaan ini, setelah dibicara dan sabit kesalahannya, maka Jawatankuasa Disiplin Pelajar boleh mengambil tindakan dari mana-mana satu, atau apa-apa kombinasi yang sesuai dari dua atau lebih hukuman-hukuman berikut:- (a) amaran (b) denda tidak melebihi RM 500 (c) (d) (e) memberi markah '0' kepada peperiksaan akhir bagi mata pelajaran berkenaan atau memberi markah sifar '0' bagi keseluruhan keputusan peperiksaan mata pelajaran yang berkenaan (termasuk kerja kursus) menggantung pengajian pelajar selama tempoh yang difikirkan patut oleh Jawatankuasa Disiplin lain-lain hukuman yang akan ditetapkan oleh Jawatankuasa Disiplin Pelajar Kolej 2. Pelajar yang melanggar peraturan juga boleh diambil tindakan tatatertib mengikut peruntukan yang terdapat dalam Peraturan & Tatatertib Pelajar, Kolej Multimedia, Dikeluarkan oleh Unit Peperiksaan & Rekod Pelajar, Kolej Multimedia Kuala Lumpur, Julai 2001 SZS/SS Page 2 of 18

3 SECTION A : MULTIPLE CHOICE QUESTIONS - (10 Marks) BAHAGIAN A : SOALAN OBJEKTIF - (10 Markah) INSTRUCTION : Answer ALL questions. ARAHAN : Jawab SEMUA soalan. 1. A core competency can be easily imitated to the extent that it is Satu kebolehan teras dengan mudah ditiru kepada takat ia A. Transparent / telus B. Transferable / boleh dipindah milik C. Replicable / boleh direplikakan D. all of the above / semua di atas 2. The business model used by IBM to make money not selling IBM products, but by selling its expertise to improve their customers operations is the Model bisnes yang digunakan oleh IBM bagi menjana wang adalah dengan tidak menjual produk IBM, tetapi menjual kepakarannya bagi meningkatkan operasi pelanggan-pelanggan adalah merujuk kepada A. profit pyramid model / model piramid keuntungan B. advertising model / model pengiklanan C. customer solutions model / model penyelesaian pelanggan D. entrepreneurial model / model keusahawanan SZS/SS Page 3 of 18

4 3. Which of the following is NOT one of the four support activities considered when examining the value-added chain of a particular product or service? Yang manakah di antara berikut adalah BUKAN satu daripada empat aktiviti sokongan yang diambil kira apabila mengkaji rantaian nilai-tambah bagi sesebuah produk atau perkhidmatan? A. procurement process / proses perolehan B. human resources / sumber manusia C. technology development / pembangunan teknologi D. logistics / logistik 4. Business strategy focuses on Strategi bisnes menumpu kepada A. ensuring that the company maintains the existing market share that it has historically enjoyed / memastikan syarikat mengekalkan kewujudan bahagian pasaran yang dinikmati sejak dulu B. improving the competitive position of a corporation's products or services within the industry or market segment served / meningkatkan posisi persaingan keluaran barangan dan perkhidmatan dalam industri atau segmen pasaran yang disajikan C. providing adequate shareholders' return on investment / menyediakan pulangan ke atas pelaburan yang secukupnya kepada pemegang saham D. preventing the competition from gaining a competitive edge by undermining their marketing plan / mencegah persaingan daripada memperolehi kelebihan persaingan dengan melemahkan perancangan pemasaran mereka SZS/SS Page 4 of 18

5 5. According to Porter, the competitive strategy that applies to the ability to provide unique and superior value to the buyer in terms of product quality, special features, or after-sale service is called Berdasarkan Porter, strategi persaingan yang diaplikasikan bagi kebolehan untuk menyediakan nilai yang unik dan hebat kepada pembeli dari sudut kualiti produk, ciriciri istimewa atau perkhidmatan selepas jualan digelar sebagai A. competitive scope / skop persaingan B. differentiation / pembezaan C. concentration / penumpuan D. diversification / kepelbagaian 6. Which of the following is NOT one of the risks of a cost leadership strategy? Yang manakah di antara berikut adalah BUKAN satu daripada risiko strategi kepimpinan kos? A. The technology that the organization has been using changes / Teknologi yang digunakan organisasi telah berubah B. Achieving excessive success causing jealousy amongst competitors / pencapaian kejayaan yang berlebihan menyebabkan cemburu di kalangan pesaing-pesaing C. Competitors can achieve viable imitations / pesaing-pesaing boleh mencapai peniruan berdaya maju D. Cost focuses achieve even lower cost in niche market segments / pencapaian tumpuan kos yang mana lebih rendah dalam niche segmen pasaran SZS/SS Page 5 of 18

6 7. Functional strategy and strategic choice is a part of in the strategy management model. / Strategi fungsian dan strategi pilihan adalah sebahagian daripada dalam model strategi pengurusan. A. strategy formulation / strategi formulasi B. environmental scanning / pengamatan persekitaran C. strategy implementation / pelaksanaan strategi D. evaluation and control / penilaian dan kawalan 8. The type of marketing strategy in which a company develops new products for new or existing markets is called Jenis strategi pemasaran yang merujuk kepada bagaimana syarikat membangunkan produk-produk baru bagi pasaran baru atau yang sedia ada digelar A. market development / pembangunan pasaran B. push strategy / strategi tolakan C. product development / pembangunan produk D. pull strategy / strategi tarikan 9. When a company spends a large amount of money on trade promotion in order to gain or hold shelf space in retail outlets, a company is using a strategy. Apabila satu syarikat membelanjakan sebahagian besar daipada jumlah wang untuk mempromosi perdagangan bagi memastikan dapat mengembangkan atau memperolehi ruang rak dalam outlet runcit, sebuah syarikat dikatakan menggunakan strategi. A. Pull / tarikan B. Push / tolakan C. Lengthening / menyambung D. Knot / simpul SZS/SS Page 6 of 18

7 10. When the people managing diversified product lines in a functionally structured corporation need more decision-making freedom than top management is willing to delegate to them, this type of crisis is called. Apabila seseorang menguruskan kepelbagaian barisan produk dalam satu struktur korporat berfungsian yang memerlukan lebih banyak kebebasan pembuatan keputusan berbanding kesediaan pengurusan atasan untuk delegasikan kepada mereka, jenis krisis ini digelar sebagai. A. a crisis of autonomy / krisis autonomi B. a crisis of confidence / krisis keyakinan C. a crisis of clarity / krisis kejelasan D. a crisis of differentiation / krisis pembezaan SZS/SS Page 7 of 18

8 SECTION B : TRUE (T) OR FALSE (F) - (10 marks) BAHAGIAN B : BETUL (B) ATAU SALAH (S) - (10 markah) INSTRUCTION : Answer ALL questions. ARAHAN : Jawab SEMUA soalan. 1. Transferability is the ability of competitors to use duplicated resources and capabilities to imitate the other firm s success. Kebolehpindahan adalah merujuk kepada kebolehan pesaing-pesaing menggunakan sumber-sumber yang berganda dan keupayaan untuk meniru kejayaan firma-firma lain. 2. Research indicates that greater financial leverage has a positive impact on performance for firms in dynamic environments. Hasil kajian menunjukkan bahawa keumpilan kewangan yang besar mempunyai impak positif ke atas prestasi firma dalam persekitaran dinamik. 3. Cost focus is a low-cost competitive strategy that focuses on a particular buyer group or geographic market and attempts to serve only this niche, to the exclusion of others. Fokus kos merupakan strategi persaingan berkos rendah yang menumpu kepada kumpulan pembeli tertentu atau geografi pasaran dan cuba untuk menyediakan bahagian (niche) ini, sehingga mengenepikan yang lain. 4. Research suggests that suppliers who engage in long-term relationships are more profitable than suppliers with multiple short-term contracts. Kajian mencadangkan bahawa pembekal-pembekal yang terlibat dalam hubungan jangka panjang adalah lebih menguntungkan berbanding membekal yang terlibat dengan beberapa kontrak jangka pendek. SZS/SS Page 8 of 18

9 5. When Colgate-Palmolive and Unilever take a successful product they market in one part of the world and market it elsewhere, they are following a market development strategy. Apabila Colgate-Palmolive dan Unilever mengambil satu produk yang berjaya mereka pasarkan dalam di dunia dan memasarkannya di lain-lain kawasan, mereka dikatakan mengikuti strategi pembangunan pasaran. 6. The key to outsourcing is to purchase from outside only those activities that are not key to the company s distinctive competencies. Kunci untuk outsourcing adalah dengan membeli daripada pihak luar iaitu pembelian yang merujuk kepada aktiviti-aktiviti yang bukan merupakan keutamaan kecekapan syarikat. 7. Risk is composed not only of the probability that the strategy will be effective, but also of the amount of assets the corporation must allocate to that strategy and the length of time the assets will be unavailable for other uses. Risiko merujuk bukan sahaja kemungkinan strategi akan berkesan, tetapi juga amaun aset syarikat yang mesti diperuntukkan kepada strategi berkenaan dan lama masa aset tidak akan disediakan bagi kegunaan-kegunaan lain. 8. The first step in developing a corporate scenario is to develop common-size financial statements. Langkah pertama dalam membangunkan senario satu korporat adalah membangunkan penyata kewangan bersaiz-biasa. SZS/SS Page 9 of 18

10 9. To improve organizational learning, many multinational corporations are providing their managers with international assignments as long as five years. Untuk meningkatkan organisasi belajar, banyak syarikat multinasional menyediakan pengurus-pengurusnya dengan tugasan-tugasan antarabangsa selama lima tahun. 10. According to Hofstede s dimensions of national culture, long-term orientation is the extent to which society is oriented toward the long versus the short term. Berdasarkan dimensi Hofstede yang menerangkan tentang budaya nasional, orientasi jangka panjang adalah takat masyarakat diorientasikan ke arah tempoh jangka panjang berbanding jangka pendek. SZS/SS Page 10 of 18

11 SECTION C : STRUCTURE QUESTIONS - (30 marks) BAHAGIAN C : SOALAN STRUKTUR - (30 markah) INSTRUCTION : ANSWER ALL QUESTIONS. ARAHAN : JAWAB SEMUA SOALAN. Question / Soalan 1 a) What are the reasons that may prompt a company or business unit to form a strategic alliance? List down FOUR reasons. Apakah alasan-alasan yang mendesak sesebuah syarikat atau unit bisnes membentuk perkongsian strategik? Senaraikan EMPAT alasan. (4 marks / markah) b) Briefly explain the three basic organizational structures. Terangkan dengan ringkas tiga asas struktur-struktur organisasi (6 marks / markah) Question / Soalan 2 a) What is portfolio analysis? Apakah yang dikatakan sebagai analisis portfolio? (2 marks / markah) b) Briefly explain the four categories of the BCG Growth Share Matrix. Terangkan dengan ringkas empat kategori Matrik Pertumbuhan Saham BCG. (8 marks / markah) SZS/SS Page 11 of 18

12 Question / Soalan 3 a) Distinguish between a market development and a product development strategy. Bezakan di antara satu pembangunan pasaran dan satu strategi pembangunan produk. (3 marks/markah) b) How can a company implement a push strategy? Bagaimanakah sesebuah syarikat melaksanakan satu strategi tolakan? (3 marks/markah) c) Give an example of a technological leader and a technological follower. Berikan contoh bagi satu pemimpin teknologi dan satu pengikut teknologi. (4 marks/markah) Question / Soalan 4 a) What is strategy implementation? Apakah yang dimaksudkan dengan pelaksanaan strategi? (3 marks/markah) b) What questions must strategy makers consider to begin the implementation process? Apakah soalan-soalan yang mesti pembuat strategi ambil kira bagi memulakan proses pelaksanaan? (3 marks/markah) c) What are the four stages of corporate development? Apakah empat peringkat bagi pembangunan korporat? (4 marks/markah) SZS/SS Page 12 of 18

13 SECTION D : ESSAY QUESTIONS - (40 marks) BAHAGIAN D : SOALAN ESEI - (40 markah) INSTRUCTION : QUESTION 1 (COMPULSORY) CHOOSE ANY TWO (2) FROM THE FOLLOWING QUESTIONS ARAHAN : SOALAN SATU (WAJIB) PILIH MANA-MANA DUA (2) DARIPADA SOALAN BERIKUTNYA. Question / Soalan 1 CASE STUDY : Malaysia Airlines (MAS) Business Turnaround Strategy When Idris Jala was appointed as Managing Director and Chief Executive Officer of MAS in early December 2005, he was tasked with a business turnaround endeavour at possibly the worst and most difficult time in the MAS history. With a record financial loss of RM 1.3 billion accumulated in the first three quarters of 2005, MAS plunged into an unprecedented cashflow and profit crisis. The financial position of MAS was so precarious that it would have run out of cash by April 2006 if the financial predicament continued to worsen. MAS also had a crisis of employee morale. A staff survey conducted in 2005 reported that employee ratings of MAS and employee morale were at an all-time low level. There was certainly a disastrous problem with the profit and loss performance of MAS in The facts indicated that MAS was providing excellent products and services but having problems with areas of low-yield comparable load factor, inefficient networking that was not configured to match its target customers and markets, low productivity, and lack of effective cost control. The top management team of MAS led by Idris Jala had undergone a series of rigorous strategic thinking sessions on a new desired vision and mission, relevant and strong corporate values, specific goals, objectives and targets so as to turnaround MAS. The high-performance team had done a thorough internal and external environmental scanning of MAS. A business turnaround strategy was ultimately designed as the MAS Way. The mission of MAS was to SZS/SS Page 13 of 18

14 become a profitable airline by means of achieving sustained profitability through going beyond expectations on five thrusts, namely, commercial thrust, operations thrust, finance thrust, people thrust, and stakeholders thrust as follows: 1. Flying to win customers MAS would reconfigure the network and the product portfolio to ensure that it would become a top-tier player in each of the markets served, failing which MAS would leave. 2. Mastering operational excellence MAS would build a unique operating capability unmatched by its peers. This capability would be reflected not only in improved operational reliability, but also in higher productivity and greater precision in everything that MAS did. 3. Financing and aligning the business on profit and loss MAS would relentlessly increase profits with the support of a world-class financial management and control function that ensured true financial accountability, transparency and performance orientation in the business. 4. Unleashing human talents and capabilities MAS would be committed to its people. MAS strongly believed that MAS employees and managers had both the passion and talents to achieve whatever goals set for themselves. MAS would work together with its employees to ensure that they had a work environment in which their talents and capabilities could thrive. 5. Winning coalitions The MAS teams knew that they could not achieve their goals alone. MAS needed the resolute support of the Government, its employees, managers, customers, suppliers, agents, and investors. It was only with the support of these stakeholders that MAS could have the mandate it needed to make the necessary changes for ensuring its long-term success. The business turnaround strategy, the MAS Way, was announced in February 2006 with the strategic focus on financial survival in 2006, profit generation in 2007, and profitable growth in 2008 and years beyond. With a clear mission to become a profitable airline, MAS pursued a business turnaround strategy which promised to cut losses from RM 1.7 billion sustained in the whole year of 2005 to RM 620 million in 2006, representing an improvement of RM 1.1 billion in just one year. It was expected to net a profit of RM 50 million in 2007, and a SZS/SS Page 14 of 18

15 record profit of RM 500 million in In this regard, it was also announced that the business turnaround strategy of MAS was also part of the Government-Linked Companies (GLCs) Transformation Programme intended by the Government to improve and boost the performance of all GLCs. In essence, the business turnaround strategy was well-conceived and ingeniously formulated. It was carefully sequenced and scheduled over the following three years to deliver cash, profitability and growth in that order of intensity and focus. Throughout the three-year time period, MAS was also expected to continue with fostering an environment that was highly conducive to allow the talents and capabilities of MAS employees to be unleashed and to flourish. In this respect, MAS had actually adopted an effective strategic management process to ensure that it would have acquired a competitive advantage through implementing a strategic action plan for making a business turnaround by the year The chart below shows the five thrusts of the MAS Way. Thrust From To 1 Flying to Win Customers Brand equity tied to national identity Business focused Premium fares with fixed package Inappropriately configured fleet High distribution cost Brand loyalty built on delivering true Malaysian hospitality at affordable quality. Leisure-focused and business-interest Affordable fares for standard package with optional services Tightly-matched fleet combination Lower distribution costs 2 Mastering Operational Excellence Old procurement practices Mediocre aircraft utilisation Low productivity Tailored procurement to meet customer needs Leading edge aircraft SZS/SS Page 15 of 18

16 3 Financing and Aligning the Business on Profit and Loss 4 Unleashing Talents and Capabilities 5 Winning Coalitions High variable operations Slow closure on safety issues Incremental cost savings targets Focused on image Decentralised monitoring of operational performance MAS People Entitlement culture Silos Opaqueness Flying solo Reactive utilisation High productivity Precise low error operations Rapid closure on safety issues Structural cost reduction targets Focused on profit Integrated monitoring of P & L performance MAS Leaders Real accountability and performance culture Cross-functional teamwork Transparency Winning partnerships Proactive engagement with stakeholders The Five Thrusts of the MAS Way Source: The case was written by Dr. Chin Tiam Pok based on the following sources: 1. MAS Annual Report Year MAS Annual General Meeting Updates Berita Special Edition 22/2/ AFX News Limited 23/2/ MAS Analysis Morgan SZS/SS Page 16 of 18

17 a) Based on the information revealed in the case, examine FIVE (5) factors that had contributed towards the MAS crisis in Berdasarkan maklumat yang didedahkan dalam kes, kenalpasti LIMA (5) faktor yang telah menyumbang kepada krisis MAS dalam tahun (10 marks /markah) b) Based on the information in the case, with the aid of a diagram conduct an internal environmental scanning or analysis for MAS by identifying TWO (2) of its strengths and TWO (2) of its weaknesses. Berdasarkan maklumat dalam kes, dengan bantuan gambarajah, kendalikan satu pengamatan persekitaran dalaman atau analisis bagi MAS dengan mengenalpasti DUA (2) kekuatan dan DUA (2) kelemahannya. (10 marks /markah) Question / Soalan 2 Discuss the Porter s four generic strategies? Bincangkan keempat-empat strategi generik Porter? Question / Soalan 3 (10 marks / markah) What are the more popular options for international entry? Apakah opsyen / pilihan-pilihan yang lebih popular bagi kemasukan antarabangsa? (10 marks / markah) SZS/SS Page 17 of 18

18 Question / Soalan 4 Globalisation has become the greatest challenge to most Malaysian companies today. Examine THREE (3) merits and TWO (2) demerits of a globalisation strategy launched by a Malaysian company. Globalisasi telah menjadi cabaran yang terbesar kepada sebahagian besar starikat-syarikat Malaysia. Bincangkan TIGA (3) kesan baik dan DUA(2) kesan buruk strategi globalisasi yang dilancarkan syarikat-syarikat Malaysia. (10 marks / markah) End of Page SZS/SS Page 18 of 18