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SML620S - STRATEGIC MANAGEMENT AND LEADERSHIP B - 1ST OPP - NOVEMBER 2023 |
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nAmlBIA unlVERSITY
OF SCIEnCE Ano TECHnDLOGY
FACULTY OF COMMERCE, HUMAN SCIENCESAND EDUCATION
DEPARTMENT OF TECHNICALAND VOCATIONAL EDUCATION AND TRAINING
QUALIFICATION: DIPLOMA IN TVET TRAINER
QUALIFICATION CODE: 06DTVM
LEVEL: 6
COURSE CODE: SML620S
COURSE NAME: STRATEGICMANAGEMENT NAD
LEADERSHIPB
DATE: NOVEMBER 2023
PAPER: THEORY
DURATION: 3 HOURS
MARKS: 100
EXAMINER(S)
MODERATOR:
FIRST OPPORTUNITY EXAMINATION PAPER
Mr B. U. Kauteza
Dr 0. A. Aloovi
INSTRUCTIONS
1. This paper consists of 2 sections (section A & B) with a combination of 6 questions.
2. All the questions are compulsory.
3. Read all questions carefully before answering.
4. Number your answers clearly.
5. Make sure your student number appears on the answering script provided.
PERMISSIBLE MATERIALS
1. Examination paper.
2. Examination script.
THIS QUESTION PAPER CONSISTS OF 5 PAGES (Including this front page)
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SECTION A: MULTIPLE CHOICE QUESTIONS
QUESTION 1 - Short Questions [10]
Question 1 consists of 10 multiple choice questions. For each question there are four possible
answers a, b, c and d. Choose the one you consider correct. Just write the question number and
the letter of your choice. E.g., 1. d.
1.1 The basic activities of strategic management include:
a. Offense, defence, and control.
b. Situation analysis, strategic formulation, implementation, and evaluation.
c. Development, control, and management.
d. Ethics, management, and practice
1.2 An organisation's strategies should be designed so that they incorporate:
a. Opportunities and capabilities
b. Resources and capabilities
c. Only traditional values of past organisations
d. Opportunities, threats, resources, and capabilities
1.3 Situational analysis involves the process of:
a. Designing and choosing appropriate organisational strategies.
b. Analysing the current environment of the organisation.
c. Analysing the external environment only.
d. Evaluating the internal aspects of the organisation.
1.4 _____
are the resources, skills, or other advantages an institution enjoys relative to its
competitors.
a. Weaknesses
b. Strengths
c. Threats
d. Opportunities
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1.5 A _____
is a limitation or deficiency in resources, skills and capabilities that seriously
impede the effective performance.
a. Strength
b. Threat
c. Opportunities
d. Weakness
1.6 ______
is a widely used framework to summarise an institution's situation or
current position.
a. SWOT analysis
b. PESTanalysis
c. PESTELanalysis
d. Evaluation
1.7 Which of the following is true for small institutions in relation to strategic planning?
a. It belongs in all organisations.
b. It is too expensive.
c. It only belongs in large organisations.
d. The benefits are long term.
1.8 _____
of an organisation deals with investigating of organisational strengths and
weaknesses by focusing on factors which are relevant to it.
a. External analysis
b. Internal analysis
c. Industry analysis
d. Business analysis
1.9 Organisational Change also refers to _____
_
a. Changing the people in the organisation.
b. Changing the culture, underlying technologies, operational infrastructure, and internal
processes.
c. Changing the goals and objectives in the organisation.
d. Changing the operations of stakeholders in the organisation.
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1.10 The type of governance in which public and private actors work collectively in distinctive
ways.
a. Collaborative Governance
b. Strategic Governance
c. Dual Governance
d. Distinctive Governance
SECTION B: STRUCTURED QUESTIONS
QUESTION 1 - Strategic Management and Leadership Concepts. [20]
1. Write short notes to clarify the concepts below. Use real examples from TVET to support your
answers.
1.1 Vision and mission
(4)
1.2 Goals and objectives
(4)
1.3 Operational and action plans
(4)
1.4 Key Performance Indicators (KPI}
(4)
1.5 Balance Scorecard
(4)
QUESTION 2 - Organisational Change Management. [20]
2.1 Differentiate between the concepts 'Organisational Change Management' and
'Organisational Development'.
(5)
2.2 Identify and explain the four main types of Organisational Change.
(15}
QUESTION 3 - Organisational Effectiveness, Efficiency, and the Chaos Theory. [18]
3.1 Make a clear distinction between 'Organisational Effectiveness' and Organisational Efficiency'.
(4)
3.2 Briefly discuss the steps a TVET manager would follow to apply Chaos Theory in reality. (14}
QUESTION 4 - Collaborative Governance and Model. [12]
4.1 Briefly explain the concept collaborative governance.
(6}
4.2 Give any two examples of Collaborative Governance for resource mobilisation in TVET. (6}
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QUESTION 5 - CASESTUDY SCENARIO [20]
Title: Managing TVET (Technical and Vocational Education and Training) Institutions
This case study explores the challenges and strategies involved in managing a TVET institution.
TVET institutions play a critical role in equipping students with practical skills and knowledge
necessary for the workforce. In this scenario, we'll examine a fictional TVET institution, "Nawa
Institute," and the issues its management faces.
Nawa Institute is a reputable TVET institution offering a wide range of technical and vocational
programs. It has a diverse student body and a dedicated faculty. However, in recent years, Nawa
Institute has encountered various challenges that have impacted its overall performance and
reputation.
5.1 What factors might be contributing to the declining enrolment at Nawa Institute?
(2)
5.2 How can Nawa Institute ensure that its curriculum remains relevant to the evolving needs of
the job market?
(3)
5.3 What strategies can Nawa Institute implement to enhance faculty development and ensure
that instructors are up to date with industry standards?
(2)
5.4 How should Nawa Institute allocate its resources to address both short-term needs and long-
term sustainability?
(3)
5.5 What steps can Nawa Institute take to enhance student support services and improve student
retention rates?
(3)
5.6 How can Nawa Institute ensure the quality of its programs and maintain a positive reputation?
(3)
5.7 What strategies can Nawa Institute use to engage with the local community and industry to
strengthen its ties and improve opportunities for its students?
(2)
5.8 How can Nawa Institute leverage technology to enhance the learning experience and
streamline administrative processes?
(2)
TOTAL [100]
5