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business
strategic management and business policy

Questions and Answers of Strategic Management And Business Policy

12 To what extent should Oxfam consider other world development agencies to be competitors for scarce funds, or allies and potential collaborators?
11 Has Oxfam become more, or less, effective by becoming decentralized?
10 What should Oxfam’s performance indicators be?
9 Write a mission statement for Oxfam.
8 Selling donated second-hand clothes makes much more profit than selling goods produced by Oxfam’s overseas partners. How much of its retail space should be given over to fair-traded goods?
7 Oxfam is one of the largest retailers in the UK. Does selling cheap second-hand clothing which has been donated do no more than put poor small clothing retailers out of business?
6 Should Oxfam’s priority be campaigning to prevent poverty or supporting projects to help poor people? Can they do both effectively?What are the consequences of prioritizing one over the other?
5 Should Oxfam’s priority be responding to disasters or long-term development work? What are the strategic consequences of each approach?
4 Should Oxfam employ expatriate staff overseas?
3 What are the pros and cons of Oxfam funding projects in the UK?
2 Does Oxfam’s charitable status restrict its ability to tackle the root causes of poverty?
1 How many different strategies can you identify during Oxfam’s history?Give examples.
5 What are the advantages and disadvantages of maintaining a focus on the one core issue, cruelty to children?
4 What are the main strategies adopted by the NSPCC since it was founded?
3 If the state had taken over complete responsibility for child protection work after World War Two, to what extent would that have been a success or failure for the NSPCC?
2 Is it legitimate for a children’s charity to spend the majority of its money on other things than services to children?
1 To what extent is the NSPCC’s mission statement achievable? Should a mission statement be achievable?
5 What are the lessons for the local authority in relation to the contracting of services?
4 What should be the performance indicators of Homeline?
3 Assume you have just been asked to take over the management of Homeline; list the strategic issues that you need to deal with.
2 Who are the stakeholders of Homeline? What are their expectations and aspirations of Homeline?
1 From the information in the case study, carry out a SWOT analysis of Homeline.
10 Are there limits to whom voluntary nonprofit organizations should accept money from, or engage in partnerships with?
9 To what extent can an organization be large and maintain a real understanding and sensitivity to the poor on the ground? How might a large organization maintain its close understanding of the needs
8 What is the most appropriate structure for Grameen?
7 What are Grameen’s core or distinctive competencies/capabilities?
6 What evidence is there of organizational learning in the development of Grameen?
5 What might be the negative consequences of further rapid expansion?
4 What are the advantages and disadvantages of continued geographical growth?
3 Can you identify the main strategies that Grameen has adopted, and at which point?
2 What are the consequences of being closer to the public sector? The private sector? Or the voluntary nonprofit sector?
1 The majority of Grameen shares used to be in the hands of government and are now in the hands of the borrowers, with the government holding a minority stake. Funds for Grameen development are
8 To what extent can, and should, a voluntary nonprofit organization engage in both service-provision and campaigning, or do both lose out?
7 To what extent are the skills of a founder who creates a voluntary nonprofit organization different from those required to manage and develop the organization?
6 For a multi-site movement like the Simon Community, what is the most appropriate structure, and why?
5 What are the pros and cons of voluntary nonprofit organizations adopting professionalized approaches to management? Use examples from the Simon Community case study.
4 What is organizational culture? How has it been changing in the Simon Community?
3 Is there a case for voluntary nonprofit organizations remaining small?What are some of the consequences of expansion?
2 To what extent should an organization decentralize decision-making, and why? Use examples from the Simon Community case study.
1 To what extent should a voluntary nonprofit organization remain true to its founding principles, and how much should it change to reflect the current environment in which it works? Use examples
4 How should CARE assess the impact of its programmes?
3 How would you advise CARE on the development of an appropriate international structure?
2 To what extent should CARE specialize or diversify (in terms of its programmes and countries), and why?
1 Identify the different kinds of strategies that CARE has adopted over its history.
6 What performance indicators should WWF use to assess whether it is successful or not?
5 Write a mission statement for WWF.
4 How would you describe the strategy of WWF in contrast to that of Greenpeace?
3 WWF collaborates closely with governments. To what extent does this restrict or enhance its effectiveness?
2 The WWF brand (name and logo) is recognized all over the world and associated with a positive attitude to the environment and to wildlife.As a result, WWF has been able to lucratively engage in
1 With its widening remit, WWF changed its name from the World Wildlife Fund to the World Wide Fund for Nature in 1986. Following a major evaluation of its work, it was decided to re-focus on three
8 If you were asked to give the organization advice on the key issues that they now face, what would that advice be?
7 Jebb suggested that the purpose of Save the Children should be to put itself out of business. To what extent does the development of the organization show that, far from putting itself out of
6 What performance indicators should Save the Children Fund use to evaluate progress in achieving its mission?
5 Write a mission statement for Save the Children which honours the past but looks to the future.
4 What fundamental principles are suggested by the above description of Save the Children’s work?
3 What are the pros and cons of Save the Children withdrawing from direct service provision in the UK in 1996?
2 Do you agree that voluntary nonprofit organizations should be ‘scientific’ and as good as the best commercial and industrial organizations? If so, in what respects?
1 How many different strategies can be identified from the above description of Save the Children’s development (see Box 15.3: Matrix of strategic choices)? In which decades were each of the
5 What factors should determine the structure of a voluntary nonprofit organization?
4 How can you ensure that an individual contributes to the achievement of the organizational strategy?
3 How can the process of drawing up the plan assist in ensuring that it is effectively implemented?
2 How should individuals be linked into the implementation of the strategic plan?
1 To what extent does the existing structure of the organization help determine the strategy? And to what extent does it work the other way round?
Is decision-making authority clear between the centre and the affiliate(often between a national board and a local one)?
Does the centre provide appropriate and valued services, commensurate with any affiliation fee?
Is the affiliate keeping within the mission of the organization and reflecting the appropriate image of the organization’s name?
How well does that affiliate comply with the quality standards and procedures established by the centre?
How is income generated in the area of an affiliate (sub-office, region, etc.) allocated?
7 What are the advantages and disadvantages of joint initiatives with other organizations?
6 Should voluntary nonprofit organizations working in a similar field and geographical area merge?
5 Should voluntary nonprofit organizations divest/spin-off good projects that could be independent?
4 Should voluntary nonprofit organizations always aim for survival?
3 To what extent is innovation a good thing for voluntary nonprofit organizations?
2 Is growth always a good thing for voluntary nonprofit organizations?
1 How many different generic strategies are there that voluntary nonprofit organizations can adopt? Are some more effective than others?
7 Write performance indicators for an organization you know.
6 What is the difference between performance indicators and objectives?
5 What is organizational culture and what is the relationship between organizational values and culture?
4 Write the values that you think underpin an organization you know.
3 To what extent should organizational values remain the same, or change over time?
2 Write mission and vision statements for an organization you know
1 What is the difference between a mission statement and a vision statement?
4 Which areas of work within the voluntary nonprofit sector do you think it would be easy for a new organization to enter? Which would be difficult?
3 Considering one organization you know, list the organizations that are similar and describe the similarities and differences with the organization you know.
2 What factors are likely to drive and inhibit the achievement of an organization’s mission?
1 What external trends are likely to affect most voluntary nonprofit organizations in the next five years? How many of them can be described under the headings Political, Economic, Social and
6 What criteria should be used to evaluate a voluntary nonprofit organization?
5 What are some of the ‘Rising Star’ issues in the voluntary nonprofit sector?
4 What criteria would you use to assess that a particular programme in an organization is a ‘Dead Dog’ and should be ended?
3 List the key stakeholders of a voluntary nonprofit organization you know and what you think they expect from the organization.
2 List the distinctive or core competencies of a voluntary nonprofit organization you know.
1 What is mandate analysis? Use it to determine the key mandates of a voluntary nonprofit organization you know.
6 Might strategic management be more effective in some voluntary nonprofit organizations or external environments than others?
5 To what extent has the effectiveness of strategic management in the voluntary nonprofit sector been proved?
4 What measures of effectiveness can be used by voluntary nonprofit organizations?
3 Is strategic management more effective in certain kinds of environments than others; and if so, which?
2 To what extent has the effectiveness of strategic management been proved in the private sector?
1 What measures of effectiveness does the private sector use, and to what extent are they unambiguous?
6 Who are likely to be the stakeholders of a voluntary nonprofit organization, and how can their perspectives on the effectiveness of a voluntary nonprofit organization be measured?
5 How can an organization’s adherence to its values such as equity be measured?

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