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KOLEJ MULTIMEDIA

JALAN GURNEY KIRI

54100 KUALA LUMPUR

Diploma in Multimedia (Management)

SEVENTH SEMESTER EXAMINATION, 2011 SESSION

DMGA-E-F-1/10

MGT 2053 MANAGEMENT POLICY & STRATEGY

SITI ZARAH / KHAIRUN NISA

NOVEMBER 2011

(2 Hours)

_____________________________________________________________________

INSTRUCTION TO STUDENT

1. This Examination paper has EIGHT-TEEN (18) printed pages.

2. This question paper consists of FOUR (4) sections.

Section A : Answer ALL questions.

Section B : Answer ALL questions.

Section C : Answer THREE(3) questions only

Section D : QUESTION ONE (1) IS COMPULSORY. Answer any ONE (1) of the

following questions.

2. Please write all your answers in the Answer Booklet provided.

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MGT 2053 MANAGEMENT POLICY & STRATEGY NOVEMBER 2011

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PERATURAN PEPERIKSAAN KOLEJ MULTIMEDIA

PENYELEWENGAN AKADEMIK

1. Pelajar tidak boleh melakukan mana-mana penyelewengan di bidang akademik sepertiberikut atau sebarang arahan peperiksaan yang dikeluarkan oleh Ketua PengawasPeperiksaan.

Petikan daripada Peraturan Akademik Universiti Malaysia Sarawak para 10.4 :

ETIKA AKADEMIK iaitu

10.4.1 Pelajar yang meniru hasil kerja orang lain atau tidak mengiktiraf kerja

orang lain (plagiat) untuk tujuan tugasan atau ujian akan dikenakan

tindakan tatatertib.

10.4.2 Pelajar juga tidak dibenarkan bersubahat dalam peniruan atau penipuan

yang dinyatakan dalam para 10.4.1.

10.4.3 Pelajar perlu juga mematuhi peraturan lain mengenai penilaian yangdinyatakan secara lisan atau bertulis.

HUKUMAN

1. Sekiranya pelajar didapati telah melakukan pelanggaran mana-mana daripada peraturanpeperiksaan ini, setelah dibicara dan sabit kesalahannya, maka Jawatankuasa Disiplin

Pelajar boleh mengambil tindakan dari mana-mana satu, atau apa-apa kombinasi yangsesuai dari dua atau lebih hukuman-hukuman berikut:-

(a) sama ada memberi markah '0' kepada peperiksaan akhir bagi mata pelajaran berkenaanatau memberi markah sifar '0' bagi keseluruhan keputusan peperiksaan mata pelajaran

yang berkenaan. (Termasuk kerja kursus);

(b) menggantung pengajian pelajar selama tempoh yang difikirkan patut oleh JawatankuasaDisiplin;

(c) dikenakan hukuman atau denda;(d) lain-lain hukuman yang akan ditetapkan oleh Jawatankuasa Disiplin Pelajar Kolej2. Pelajar yang melanggar peraturan juga boleh diambil tindakan tatatertib mengikut

peruntukan yang terdapat dalam Peraturan & Tatatertib Pelajar, MMC,2000.

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SECTION A : MULTIPLE CHOICE - (20 marks)

BAHAGIAN A : ANEKA PILIHAN - (20 markah)

INSTRUCTION : Answer ALL questions.

ARAHAN : Jawab SEMUA soalan.

1. Political legal forces explained on allocate power, provide constraining, protectinglaws and regulation. Which statement indicate important variable on political legal?

Politik kuasa undang- undang jelas memperuntukan kuasa,memberikan sekatan,

mengekang, melindungi undang- undang dan peraturan. Kenyataan manakah menunjukan

pembolehubah penting undang- undang politik?

I. Inflation rate/Kadar inflasiII. Global warming legislation /Pemanasan undang- undang globalIII. Special incentives /Insentif khasIV. Foreign trade regulations /Undang- undang perdagangan asing

A. I and II /I dan IIB. II, III and IV /II, III dan IVC.

I, II and III/I, II dan III

D. All of above/Kesemua di atas

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2. According the Carroll, the responsibilities that management are to follow thegenerally held beliefs about behavior in a society is called

Berdasarkan Carroll, tanggungjawab pengurusan mengikut kebiasaannya mempunyai

kepercayaan tentang pelakuan dalam masyarakat digelar sebagai

A. economics responsibilities /tanggungjawab ekonomiB. ethical responsibilities /tanggungjawab etikaC. legal responsibilities /tanggungjawab perundanganD. financial responsibilities /tanggungjawab kewangan

3. _________usually take place in an established competitor market location._________ kebiasaanya tempat diambil untuk menentukan lokasi pasaran pesaing.

A. Market location tactic /Taktik lokasi pasaranB. Offensive tactic /Taktik berlawanC. Defensive tactic/Taktik pertahananD. Competitor tactic /Taktik pesaing

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4. Which of the statement not included in criticism of SWOT analysis?Kenyataan yang manakah tidak terkandung dalam kritikan analisis SWOT?

A. Uses no weights to reflect priorities/Menggunakan pemberat untuk memantulkankeutamaan.

B. Uses ambiguous words and phrases/Menggunakan perkataan dan frasa yang tidakjelas.

C. No logical link to strategy implementation / Tiada hubungan logik terhadappelaksanaan strategi.

D. Requires multiple level of analysis / Memerlukan tahap analisis berganda.

5. Below are the explanations for Strategic alliances;Berikut adalah penerangan bagi Strategic Alliances;

I. Obtained or learn new capabilities/Mempelajari dan memperolehi kebolehan baruII. Obtain access to specific markets/Dapat masuk ke pasaran spesifikIII. Reduce financial risk/Mengurangkan risiko kewanganIV. Reduce political risk/Mengurangkan risiko politik.

A. I and II /I dan IIB. C. II, III and IV /II, III dan IVC. I, II and III/I, II dan IIID. All of above/Kesemua di atas

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6. A corporations directional strategy is composed of three general orientations whichis

Strategi haluan syarikat mengubah tiga orentasi umum iaitu

I. growth strategies /strategi pertumbuhanII. stability strategies /strategi kestabilanIII. retrenchment strategies/strategi penyingkiranIV. merger strategies/strategi penggabungan

A. I and II /I dan IIB. II, III and IV /II, III dan IVC. I, II and III/I, II dan IIID. All of above/Kesemua di atas

7. Which statement describe on bankruptcy?Kenyataan manakah yang menerangkan kebankrapan?

A. Company gives up management of the firm to the courts in return for somesettlement of the corporations obligations

Syarikat memberikan pengurusan firma itu kepada mahkamah sebagai balasan bagi

penyelesaian beberapa kewajipan perbadanan

B. Prudent strategy for distressed firms with a small number of choices, all ofwhich are problematic

Strategi berhemat bagi firma bermasalah dengan sebilangan kecil pilihan, semua

yang bermasalah

C. Management terminates the firmPengurusan menamatkan firma

D. Management chooses to convert as many saleable assets as possible to cash.Pengurusan memilih untuk menukar seberapa banyak asset yang boleh dijual sebagai

mungkin untuk tunai

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8. Using this strategy a company able to develop new products for existing markets ordevelop new products for new markets.

Strategi ini digunakan untuk membolehkan syarikat membangunkan produk baru bagi

pasaran sedia ada atau membangunkan produk untuk pasaran baru.

A. Product development strategy/Strategi pembangunan produkB. Marketing strategy/Strategi pemasaranC. Market saturation strategy/Strategi pasaran tepuD. Market penetration strategy/Strategi tembusan pasaran

9. Adapt the product or delivery system more closely to buyer needs by learning fromthe leaders experience is differentiation of research and development strategy. These

strategies refer to ______. / Adaptasi produk atau sistem pengedaran dengan lebih

dekat kepada pembeli melalui pengalaman pemimpin merupakan perbezaan ke atas

strategi penyelidikan dan pembangunan. Strategi ini dirujuk kepada _______.

A. technological leadership/pemimpin teknologiB. technological follower/pengikut teknologiC.

open innovation/inovasi terbuka.

D. All of above/Kesemua di atas

10. Growth and product diversification, exploitation of general business opportunities .What stages are able to this strategy?

Pertumbuhan dan kepelbagaian produk, eksploitasi bagi peluang perniagaan umum

Tahap yang manakah sesuai untuk strategi ini?

A. Stages I: Simple structure /Tahap I: Struktur mudahB. Stages II: Functional structure /Tahap II: Struktur fungsianC. Stages III: Divisional structure/Tahap III: Struktur kepelbagaianD. Stages IV: Beyond SBUs / Tahap IV: Unit strategik perniagaan

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11. Stakeholders is aPemegang saham adalah

A. A corporations task environment includes smaller number of groups withinterest in a business organizations activities / tugas korporat persekitaran

termasuk bilangan kumpulan yang kecil berminat dengan aktiviti dalam organisasi

perniagaan.

B. A corporations task environment includes little number of groups with interestin a business organizations activities / tugas korporat persekitaran termasuk

bilangan kumpulan yang sedikit berminat dengan aktiviti organisasi perniagaan.

C. A corporations task environment includes larger number of groups withinterest in a business organizations activities / tugas persekitaran korporat

termasuk bilangan kumpulan yang besar dengan minat dalam aktiviti organisasi

perniagaan.

D. A corporations task environment includes no number of groups with interest ina business organizations activities / tugas persekitaran korporat termasuk tiada

bilangan kumpulan yang minat dengan aktiviti organisasi perniagaan.

12. One of the reason growth is very attractive strategy isSalah satu sebab pertumbuhan strategik sangat menarik adalah

A. growth firm based on decreasing market demand / pertumbuhan syarikatberdasarkan penurunan permintaan pasaran.

B. growth firm based on economics factors /pertumbuhan syarikat berdasarkanfaktor-faktor ekonomi

C. growth firm offer more promotion and interesting jobs /pertumbuhan syarikatmenawarkan lebih banyak promosi dan kerja-kerja yang menarik.

D. growth firm to gain competitive advantage /pertumbuhan syarkat untuk mendapatkebaikan persaingan.

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13. Below are the risks of the leadership EXPECTDi bawah adalah risiko dalam kepimpinan KECUALI

A. technology change /perubahan teknologiB. competitor imitate/pesaing meniruC. proximity in differentiation is lost /perbezaan yang dekat hilangD. demand disappears /permintaan hilang

14. The purpose of horizontal growth is toTujuan pertumbuhan horizontal adalah untuk

A. increase the range of products and services it offers to current market /meningkatkan pelbagai barang dan perkhidmatan yang ditawarkan untuk pasaran

semasa.

B. increase the more of suppliers and distributors / meningkatkan lebih pembekaldan pengagihan.

C. decrease the number of competitor imitate / menurunkan bilangan persainganyang meniru.

D.

decrease budget to maintain profit of goods/ menurukan belanjawaan untukmengekalkan keuntungan barang-barang.

15. Using the , a company develop new product for existing marketor develop new product for new market.

Menggunakan , syarikat menghasilkan barang baru untuk pasaran yang

sedia ada atau menghasilkan barang baru untuk pasaran baru.

A. push strategyB. product developmentC. pull strategyD. cost development

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16. It deals with selling, distribution a product and pricing is referred to asIa berurusan dengan jualan, pengagihan barang-barang dan harga dirujuk sebagai

A. financial kewanganB. operation operasianC. functional fungsianD. marketing pemasaran

17. Job design isReka bentuk kerja adalah

A. study of individual task in an attempt to make them more relevant to thecompany and to the employees / mempelajari tugas-tugas individu untuk mereka

mencuba sesuatu yang berkaitan dengan syarikat dan pekerja.

B. combine task to give a employee more on the types of duties to perform /gabungan tugas untuk member pekerja lebih banyak jenis-jenis tugas yang perlu

dilakukan

C. move employee through several jobs to increase variety/ pekerja / bergerakmelalui sesetengah kerja untuk meningkatkan kepelbagaian.

D.

to control more of activities in company /untuk mengawal banyak aktiviti dalamsyarikat.

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18. According Kohlbergs Level of Moral Development, has three important levels thatindividual moves from total self-centeredness to universal values. Below the three

level of moral development EXPECT :

Berdasarkan Kohlbergs Level of Moral Development, terdapat tiga tahap dimana

individu bergerak dari total self-centeredness kepada nilai universal. Berikut adalah

tahap pembangunan moral KECUALI;

A. Preconventional levelB. Conventional levelC. Ethics levelD. Principal level

19. ________ usually take place in an established competitor market location.__________ kebiasaanya tempat diambil untuk menentukan lokasi pasaran pesaing.

A. Market location tactic /Taktik lokasi pasaranB. Offensive tactic /Taktik berlawanC. Defensive tactic/Taktik pertahananD.

Competitor tactic /Taktik pesaing

20. The sum total of activities and choices required for the execution of a strategic plan iscalled

Jumlah keseluruhan aktiviti dan pilihan yang memerlukan pelaksanaan pelan strategi

dipanggil

A. planning implementation/ pelaksanaan perancanganB. strategy implementation /pelaksanaan strategiC. strategy formulation / formulasi strategiD. strategy assessment / taksiran strategi

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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. Evaluation and control is a process in which corporate activities and performance

results are monitored so that actual performance can be compared with desired

performance.

Penilaian dan kawalan adalah satu proses di mana aktiviti-aktiviti korporat dan keputusan

prestasi dipantau supaya prestasi sebenar boleh dibandingkan dengan prestasi yang

dikehendaki.

2. A vision statement should answer the basic question of what do we want tobecome?

Penyataan visi sepatutnya menjawab kepada persoalan asas seperti apakah yang kita nak

capai?

3.

The term corporate governance refers to the relationship among the board ofdirectors, top management and shareholders in determining the direction and

performance of the corporation.

Istilah tadbir urus korporat merujuk kepada hubungan antara lembaga pengarah,

pengurusan atasan dan pemegang saham dalam menentukan hala tuju dan prestasi

sesebuah perbadanan.

4. Environmental scanning is the degree of complexity plus the degree of change existingin an organizations external environment.

Imbasan persekitaran adalah merujuk kepada tahap kerumitan dan tahap perubahan yang

wujud di dalam persekitaran luar organisasi.

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5. Corporate culture is the collection of beliefs, expectations, and values learned andshared by a corporations members and transmitted from one generation of

employees to another.

Budaya korporat adalah himpunan kepercayaan, jangkaan, dan nilai-nilai yang dipelajari

dan dikongsi oleh ahli-ahli perbadanan dan disampaikan dari satu generasi pekerja

kepada yang lain.

6. SWOT is an acronym used to describe the particular Strategy, Weaknesses,Opportunities and Technology that are strategic factors for a specific company.

SWOT adalah singkatan untuk menerangkan Strategi, Kelemahan, Peluang dan Teknologi

yang merupakan faktor-faktor strategik bagi syarikat tertentu.

7. Growth strategies, stability strategies and retrenchment strategies are generalorientations in corporations directional strategy.

Strategi perkembangan, strategi keseimbangan dan strategi pengurangan merupakan

orientasi umum dalam strategi hala tuju sesebuah perbadanan.

8. Marketing strategy deals with pricing, selling and distributing a product.Strategi pemasaran melibatkan harga, jualan dan pengagihan produk.

9. Executive succession is the process of moving people from one job to another.Penggantian berturut-turut eksekutif adalah proses yang memindahkan seseorang dari

satu pekerjaan ke pekerjaan yang lain.

10. Behavior controls focus on resources, such as knowledge, skills, abilities and motivesof employees.

Kawalan kelakuan fokus kepada sumber-sumber seperti pengetahuan, kemahiran,

kebolehan dan motif pekerja.

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SECTION C : SHORT QUESTION - (30 marks)

BAHAGIAN C : SOALAN PENDEK - (30 markah)

INSTRUCTION : Answer THREE (3) questions only.

ARAHAN : Jawab TIGA (3) soalan sahaja.

Question Soalan 1

a) What is concentric and conglomerate diversification strategy?Apakah yang dimaksudkan dengan strategi pemusatan dan strategi kepelbagaian

konglomerat?

(4 marks/markah)

b) List down ANY SIXTH (6) international entry options for horizontal growth.Senaraikan MANA-MANA ENAM (6) pilihan kemasukan antarabangsa bagi pertumbuhan

mendatar.

(6 marks/markah)

Question Soalan 2

a)

Explain briefly risks of Porters THREE (3) generic strategies.Terangkan dengan ringkas TIGA (3) risiko bagi strategi generik Porter.

(6 marks/markah)

b) Differentiate between the first mover and the late mover in competitive strategy?Bezakan di antara penggerak awal dan penggerak lewat dalam strategi persaingan?

(4 marks/markah)

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Question Soalan 3

a) Briefly explain the concept of out sourcing and off shoring in the sourcing decision.Terangkan dengan ringkas konsep outsourcing dan offshoring dalam keputusan

penyumberan

(5 marks/markah)

b) What are the FIVE (5) major outsourcing errors that should be avoided?Apakah LIMA (5) kesilapan penyumberan yang sepatutnya dielakkan?

(5 marks/markah)

Question 4

a) Briefly explain any TWO (2) Principles for reengineering proposed by MichaelHammer.

Terangkan dengan ringkas mana-mana DUA (2) prinsip kejuruteraan semula yang

dicadangkan oleh Michael Hammer.

(4 marks/markah)

b) Why need to develop programmes, budgets and procedures?Mengapakah perlu membangunkan program, bajet dan prosedur?

(6 marks/markah)

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SECTION D : ESSAY QUESTIONS(40 marks)

BAHAGIAN D : SOALAN ESEI - (40 markah)

INSTRUCTION : QUESTION 1 (COMPULSORY)

CHOOSE ANY ONE (1) FROM THE FOLLOWING

QUESTIONS

ARAHAN : SOALAN SATU (WAJIB)

PILIH MANA-MANA SATU (1) DARIPADA SOALAN

BERIKUTNYA.

Question Soalan 1

CASE STUDY

Bank Mergers in Malaysia

The 1997 Asian financial crisis caused a broad decline in the bank equity prices in the

global market. It thus had created a new phase in the bank merger wave worldwide. During the

crisis, bank mergers were aimed at consolidating mega-banks global reach as large banks began

competing to expand globally. This had posed a threat to the financial industry in Malaysia. The

Asian financial crisis that struck Malaysia during the period of 1997-1998 further exposed thevulnerabilities of small-sized banking institutions in Malaysia, and underlined the urgent need

for these institutions to maintain a high level of capitalization in order to survive in the industry,

and overcome any probable future financial crisis.

In July 1999, Bank Negara Malaysia (BNM) announced a massive consolidation of fifty-

eight financial institutions into six core banking groups. In the following month, a list of six

anchor banks was made public. Two months later, due to strong protests BNM revised the

merger scheme by allowing domestic banks to choose their own partners and leaders. In the

middle of February 2000, BNM identified ten anchor banks as part of the merger scheme. The

ten selected anchor banks were Malayan Banking, Bumiputra Commerce Bank, RHB Bank,

Public Bank, Arab Malaysian Bank, Hong Leong Bank, Affin Bank, Eon Bank, Southern Bank

and Alliance Bank.

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The policy-guided bank merger exercise was a drastic step taken by BNM in the history

of Malaysian financial industry. Eighty-two percent of the nations domestic financial

institutions were swept away by the 1999 bank merger wave. According to BNM Annual Report

2001, the main objective of the forced bank merger policy was to restructure and recapitalize

domestic banks so as to increase their international competitiveness, reduce the number of

bankruptcies in the financial system, and strengthen the banks overall financial position as well

as to increase the equity value of banks.

The main drive behind the consolidation of domestic banks in Malaysia was

globalization. During the Asian financial crisis, there was an urgent need to speed up the merger

process in the banking sector so as to prepare the domestic banks for increased competition in an

intensely competitive global business environment. In this regard, the domestic banks which

were involved in the bank merger programme had to undergo a time-consuming process of

capital rationalization, staff redeployment and reorganization, relocation of bank branches,

optimization of capacity utilization, and consolidation of delivery channels so as to enjoy the

benefits of economies of scale, and gain competitive advantage in a challenging, borderless

banking environment.Moreover, the increased pressure of liberalization of financial services imposed by the

World Trade Organization (WTO) with effect from the year 2003 had also provided a driving

force to the drastic domestic bank mergers in Malaysia. Since the incremental implementation of

the Financial Sector Master Plan (2001-2010), the financial services sector in Malaysia has been

undergoing significant transformation In line with its progressive liberalization schedule. The

Plan states that domestic merchant banks, commercial banks, investment banks, and financial

companies are encouraged to merge into one single anchor banking group so as to strengthen

their capitalization and repositioning in the industry. The aim of the Master Plan is to create

diversification in the financial structure and strengthen the Malaysian financial system before

allowing the entry of foreign players to compete in a liberalized global banking environment.

The Plan is currently in its third phase of implementation.

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In 2007 Malaysia opened up its banking industry to new foreign players in line with the

WTO banking sector liberalization programme.

The 1999 bank merger plan was premised on the concept that larger and better capitalized

banking sector was more competitive and efficient, and would therefore be financially more

viable to meet the challenges of a liberalized global market. In February 2000, BNM outlined the

merger processes with the following guidelines:

a. The need to structure the mergers in such as way so as to reap the maximum synergy from

the merger, and improve the profitability and efficiency of the proposed banking groups;

b. The need to ensure minimal disruption in the provision of banking services following the

rationalization of branches and employees;

c. The need to minimize post-integration costs that may otherwise affect the viability of the

merged entity; and

d. The need to ensure that each bank group is of sufficient size. In this regard, upon

completion of the merger exercise, each banking group was to have a minimum

shareholders funds of RM2 billion as an asset base.

According to some domestic bankers, mergers and acquisitions are effective only in a

banking sector that has too many banks for a small economy like Malaysia. It is beneficial to

banks that have a high rate of non-performance loans resulting partly from low efficiency andlow effectiveness. The main purpose of a bank merger is to strengthen the capitalization and

operations of the merging banks. More importantly, it is aimed at obtaining the benefits of

economies of scale in terms of minimal duplication of facilities and operations, optimum

capacity utilization, broadening of the scope of operations, reduction of intense competition,

reduction of fixed and operational costs, increase of market segments, and better market control.

The merging banks will enjoy the benefits of stronger capitalization, higher liquidity, more cash

flow for investment funds, more tax savings, strengthening of the balance sheet, enhancement of

market share, reduction of competition, gaining of competitive advantages. On the other hand,

bank mergers may result in problems of incompatibility of top management in strategy

formulating and operations, culture shock experienced by employees of merging banks,

increased business complexity and conflicts, cost-saving layoffs resulting from staff

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restructuring, loss of some good organizational values of the merging banks, and reduction of

consumer utility.

The impact of the bank merger is not clear as a result of limited research on this issue.

However, one very clear observation is that domestic banks started to outsource banking

activities. In 2000, banking institutions were given a blanket approval by BNM to outsource non-

core functions to third-party resident service providers. For example, Standard Chartered Bank

outsourced its call centre operations to Price Solution Sdn Bhd., and Maybank outsourced its

Information Technology infrastructure to Computer Science Sdn Bhd. It was reported that the

information technology (IT) outsourcing initiatives would contribute to cost savings through

internal processes and economies of scale, reduced risks of managing complex IT environment,

achieving of world-class IT services comparable with the financial institutions, and expansion of

the career opportunities for the IT staff. The key functions outsourced by the banks included

positing of statements, office automation maintenance, data centre operations and infrastructure,

system maintenance, network operations, ATM cash management, and e-mail operations. The

trend towards outsourcing activities allowed financial institutions to embark on specialization

into specific product markets. Consequently, instead of a growth in the number of total domestic

banks, product specialization had become the main focus of the merged banks, resulting in cost-

savings, productivity increase, and efficiency upgrading. In this context, a larger customer-baseand a stronger capital-base of the merged domestic banks seemed to have strengthened the

resilience of the Malaysian banking industry as a whole.

Since the industry-wide bank merger exercises were completed in 2001, not much in-depth

research has been done regarding the effects of the merger policy on the productivity of domestic

banks. However, some studies conducted on the post-merger Malaysian banks have indicated a

gradual increase of productivity and efficiency growth, resulting in a stronger and more resilient

financial industry. Recently, a prominent Malaysian domestic banker remarked that the financial

sector mergers in Malaysia that took place in 1999, after the 1997 Asian financial crisis, have

proven to be effective as demonstrated by the capability and resilience of local banks to deal with

the current round of global financial crisis.

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a) Critically examine FOUR (4) driving forces, either external or internal, that led to thelaunching of the bank mergers scheme initiated by BNM in 1999.

Secara kritikal kenalpasti EMPAT (4) tekanan kuasa,, sama ada luaran atau dalaman yang

membawa kepada pelancaran skim penggabungan bank yang dimulakan oleh BNM pada

tahun 1999.

(12arks/markah)

b) What was the main objective of the bank mergers scheme initiated by BNM?Apakah objektif utama skim penggabungan bank yang dimulakan oleh BNM?

(4 Marks/markah)

c) In your opinion, has the bank mergers scheme been a success? Give TWO (2) reasonsto support your answer.

Pada pendapat anda, adakah penggabungan bank mempunyai skim yang telah berjaya?

Beri DUA (2) sebab- sebab untuk menyokong jawapan anda

(4 marks/markah)

Continued

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SZBS/KNA

Page 21 /21

Question Soalan 2

Michael Porter provided a framework that models an industry as being influenced by five

forces. Describe each of forces by giving examples.

Michael Porter menyediakan rangka kerja iaitu model industri adalah dipengaruhi lime bentuk

tekanan. Terangkan setiap tekanan dengan menyediakan contoh berkaitan.

(20 marks/markah)

Question Soalan 3

a) Explain each of the BCG Portfolio Analysis.Terangkan setiap daripada Analisis BCG Portfolio.

(8 marks/markah)

b) Discuss THREE (3) advantages and disadvantages of Portfolio Analysis.Bincangkan TIGA (3) kebaikan dan keburukan Analysis Portfolio.

(12 marks/markah)

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Mgt2053 August Dec 2011 q (1)