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SML610S - STRATEGIC MANAGEMENT AND LEADERSHIP - 1ST OPP - JUNE 2024 |
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nAmlBIA unlVERSITY
OF SCIEnCE
TECHnOLOGY
FACULTY OF COMMERCE, HUMAN SCIENCESAND EDUCATION
DEPARTMENT OF TECHNICAL AND VOCATIONAL EDUCATION AND TRAINING
QUALIFICATION: DIPLOMA IN TVET MANAGEMENT
QUALIFICATION CODE: 06DTVM
COURSE CODE: SML610S
LEVEL: 6
COURSE NAME: STRATEGIC MANAGEMENT AND
LEADERSHIP
SESSION: JUNE 2024
PAPER: PAPER1
DURATION: 3 HOURS
MARKS: 100
EXAMINER(S)
FIRST OPPORTUNITY EXAMINATION QUESTION PAPER
Mr. BU Kauteza
MODERATOR: Dr. I de Waldt
INSTRUCTIONS
1. This paper consists of 2 sections (Section A & B) with a total of 5
questions.
2. Answer ALL the questions.
3. Read all the questions carefully before answering.
4. Number the answers clearly
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THIS QUESTION PAPERCONSISTSOF _6_ PAGES(Including this front page}
SECTIONA: MULTIPLECHOICEQUESTIONS
Question 1- Short Questions [10 Marks]
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. E.g., 1. d. (10)
1.1 Which function of management involves an effort to direct and lead people to accomplish the
planned work of the organisation.
(1)
a. Controlling
b. Implementing
c. Leading
d. Staffing
1.2 Strategic Governance is a ____
_
(1}
a. Technique by which institutions are directed and managed.
b. Technique of organising working groups in an institution.
c. Way of planning the strategic framework of the institution.
d. Coordinated activity to ensure effectiveness.
1.3 An organisation's resources, capabilities and technology are examples of:
(1}
a. Capital investment
b. Expenses
c. Internal conditions
d. Overhead charges
1.4 The type of approach that brings multiple stakeholders together in common forums to engage in
consensus-oriented decision making.
(1)
a. Compromise Approach
b. Consensus Approach
c. Collaborative Governance
d. Strategic Governance
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1.5 What is Management?
(1)
a. It is a plan to organise people.
b. An activity to ensure effective output.
c. An act of organising strategic development.
d. An act of executing/putting policies and plans into practice.
1.6 Which strategic management tool helps identify the relationships between various elements in a
company's environment?
(1)
a. Porter's Five Forces
b. PESTELanalysis
c. Value Chain analysis
d. Boston matrix
1.7 What is the primary purpose of a governance structure within an organization?
(1)
a. Maximizing shareholder wealth.
b. Ensuring compliance with industry standards.
c. Providing oversight and strategic direction.
d. Minimizing employee turnover.
1.8 What is the role of the Board of Directors in the governance structure?
(1)
a. Implementing day-to-day operations.
b. Making high-level strategic decisions.
c. Managing employee performance.
d. Conducting financial audits.
1.9 Corporate governance primarily focuses on:
(1)
a. Maximizing shareholder wealth.
b. Maximizing employee satisfaction.
c. Maximizing customer satisfaction.
d. Maximizing government regulations
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1.10 What does SWOT analysis stand for in strategic management?
(1)
a. Strengths, Weaknesses, Objectives, Threats
b. Strengths, Weaknesses, Opportunities, Threats
c. Strategy, Weaknesses, Opportunities, Tactics
d. Strategic, Weaknesses, Opportunities, Tactics
SECTION B: STRUCTURED QUESTIONS
Question 1- Some key concepts in Strategic Management and Leadership [30 Marks]
1. Explain the differences between the Strategic Management and Leadership concepts below and give
real practical examples to show your competence.
1.1 Mission and Vision
(6)
1.2 Goals and Objectives
(6)
1.3 Operational and Strategic Plan
(6)
1.4 Shareholders and Stakeholders
(6)
1.5 Corporate and Cooperative Governance
(6)
Question 2 - Strategic Management and Strategy implementation [26 Marks]
2. Strategic management is a process for formulating and implementing a strategy.
Elaborate systematically how a manager in TVETwould apply strategic management and
strategy implementation to improve the institution.
(26)
Question 3 - Internal Assessment and AssessingYour Environment [20 Marks]
3.1 Use the Model in figure 1 below. Briefly discuss how a manager would apply the four steps of
'Strategic Management Process' to create an effective strategic (operational) plan for TVET
institutions.
(12)
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3.2 Briefly point out four key considerations (Elements) of strategic planning?
(4)
3.3 Give four examples of functional strategies in an institution.
(4)
Question 4- Case Study: Strategic Management of a TVET Institution [14 Marks]
Background:
ABCTechnical Institute (ABCTI)is a Technical and Vocational Education and Training {TVET)institution
located in a developing urban area. It offers various programs in fields such as engineering, information
technology, and healthcare. ABCTIaims to address the skills gap in the region and prepare students for
employment in relevant industries.
Situation:
ABCTI has been facing challenges in maintaining relevance in the rapidly evolving job market. The
institution's curriculum and facilities need updating to meet industry standards, and there is increasing
competition from other TVET institutions and on line learning platforms.
Key Stakeholders:
Management Team of ABCTI
Faculty and Staff
Students
Employers and Industry Partners
Government Authorities and Regulators
Local Community
Answer the following questions from the Case Study:
4.1 What are the internal strengths and weaknesses of ABCTI?
(4)
4.2 Who are ABCTl's main competitors in the TVETsector, and what are their strengths
and weaknesses?
(3)
4.3 How can ABCTIdifferentiate itself from competitors to attract students and industry partners? (3)
4.4 What mechanisms can ABCTI implement to ensure its curriculum remains relevant and up to
date?
(2)
4.5 What strategies can ABCTI use to strengthen its relationships with industry stakeholders? (2)
TOTAL [100 MARKS]
[End of Paper]
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