Download MS-11 Solved Assignment 2015

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Download MS-11 Solved Assignment 2015
Download MS-11 Solved Assignment 2015
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IGNOU MS-11 (Managerial Economics) Solved Assignment January 2015 Preview

Course Code : MS-11
Course Title : Managerial Economics
Assignment Code : MS-11/TMA/SEM-I/2015
Coverage : All Blocks

Note: Attempt all the questions and submit this assignment on or before 30th April, 2015 to the coordinator of your study center.

1. Explain how the concept of leverage stretch and fit positions the firm in the market. Illustrate your answer with the help of examples.

Ans.: Using the leverage of time is the most fundamental strategy for success. There are only so many hours in a day that you can work. If you use only your own time, you can achieve only so much. If you leverage other people's time, you can increase productivity to an extraordinary extent. In the article “Strategy as Stretch and Leverage” by G. Hamel and CK Prahalad write: Global competition is not just product-versus-product or company-versus-company. It’s mindset-versus-mindset. Driven to understand the dynamics of competition, we have learned a lot about what makes one company more successful than another. But to find the ‘root of competitiveness’– to understand why some companies create new forms of competitive advantage, while others watch and follow– we must look at the strategic mindsets. For many managers, being strategic means pursuing opportunities that fit the company’s resources. This approach is not wrong, but it obscures an approach in which ‘stretch’ supplements ‘fit’, which means creating chasm between ambition and resource… and where leverage complements the strategic allocation of resources. Managers at competitive companies can get a bigger-bang-for-the-buck in five basic ways: Concentrate resources around strategic goals; accumulate resources more efficiently; complement one kind of resource with another; conserve resources whenever they can; and recover resources from the market-place as quickly as possible.

The concept of strategic intent is widely popular, and it gained currency from his article with the same title in Harvard Business Review, May-June 1989 (Hammel and Prahalad, 1989). This concept went much further than specific strategic goals and milestones, but was not so broad as organizational purpose; it was a sort of vision of what the organization’s position in a business would be like at a future point. I found it hard to distinguish it from a broad strategic objective, and though executed in incremental steps, organizations do have a direction and consistency in their actions with a view to achieving the broad objective. Strategic intent implied also a stretch in the organization (a concept he developed later as “stretch and leverage,” see below) and its resources, with a view to achieving something not recognized as easily achievable. Strategic intent would thus be a stretched and clearly understood broad strategic objective of what a firm intended to achieve. It enabled a firm to strive to reach out to much greater heights than would be apparent from a traditional SWOT analysis. The concept of core competence challenged the managers to view their firms as a portfolio of competencies rather than as a portfolio of businesses....

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