The following contains all the exam questions asked in the last 5 years. They are provided chronologically with the oldest coming first. Use these exam questions throughout your studies and revision to gain an understanding of the types of questions you may face in this years exam. We will of course be using some of these questions in this year’s D30BU module and exploring how you would address such questions.

  1. The rate at which we experience change in the business environment is accelerating at an increasing pace. Discuss this statement in the context of the built environment.
  2. Explain how a SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis provides managers with a clear understanding of the business issues affecting their organisation.
  3. Critically examine the strategies which an organisation in a strong competitive position might adopt at the mature stage of a market lifecycle.
  4. Outline the steps required in the successful implementation of ONE of the following:
  5. The introduction of a quality system to a large planning department in a local authority,
  6. The introduction of a new computer software system to a medium sized building contractor,
  7. The integration of a small Quantity Surveying firm with a large multi-disciplinary design office as the result of an acquisition.

State which of the above three you are examining.

  1. Examine the marketing process for a professional consultant organisation in the built environment.
  2. Critically examine the traits which characterise an entrepreneur.
  3. 'Why don't more companies do the right thing?'. (Caulkin, S, Good Practice Makes Perfect, The Observer, 1st December 2002)

Discuss the above statement in the context of strategic management and built environment organisations.

  1. Critically examine the approaches to pricing as part of the marketing process for a built environment organisation.
  2. Clearly defined objectives are an essential part of the strategic process for a built environment business organisation.

Discuss.

  1. Critically examine the use of the consolidation strategy for built environment organisations.
  2. Discuss the use of reward systems as a means of supporting strategic change.
  3. Technical skills are one of the key building blocks of successful entrepreneurship.

Discuss.

  1. “…the future will not be a continuation of the past. It will be a series of discontinuities.….The exciting thing about discontinuity is that it breeds opportunity.”Gibson, R (1997) Rethinking the Future, Nicholas Brealey Publishing

Discuss in the context of the built environment.

  1. Critically examine the process of auditing environmental influences for a builtenvironment organisation.
  2. Discuss the advantages and disadvantages of a skimming price policy for a builtenvironment organisation.
  3. The directors of a built environment organisation are concerned that the strength ofsupplier power is creating problems for their business performance.As a management consultant, write a short report to the directors of the organizationclearly explaining the problem and its implications.
  4. Discuss how a skills analysis can help in determining the strategic capability of anorganisation.
  5. Discuss the possible strategic options that would be appropriate for a business organisation in a dominant market position at the development stage of a marketlifecycle.
  6. “Construction is facing an era of rapid and unprecedented change in the next 20 years. Consequently there is an urgent and vital need to address those key issues which will most significantly impact on the construction industry and the way in which it contributes to our society and the economy as a whole in the future” DTI (2001, p6).

DTI (2001) Constructing the future, Foresight: making the future work for you, DTI, London.

  1. As the director of strategy in a built environment organisation, critically appraise and discuss what you consider to be the key issues and their impact upon the business environment within which the organisation competes.
  2. Furthermore, clearly explain how these issues might inform the organisations strategy.
  1. Analysing, developing and implementing strategy within organisations is argued to be significantly complex. As a strategic manager in a built environment organisation, critically examine and discuss what aspects of strategy development you consider to be complex and how they could be addressed.
  2. Critically appraise the purpose and process of strategic analysis and, fully describe three tools or techniques that those responsible for strategy development in a built environment organisation may choose to adopt.
  3. Fully describe, with the help of a diagram, the process of strategy development and how each stage of the process might be specifically adapted and used within a built environment organisation.
  4. There are a number of specific schools of thought relating to strategy. Critically examine the ‘positioning school’ in the context of organisations in the built environment and, discuss the specific theory that epitomises this view of strategy.
  5. In the context of a built environment organisation, critically examine and discuss typical problems encountered when implementing a strategy and how these could be addressed.
  6. Despite the recent focus on benchmarking and the search for best practice in critical aspects of an organisation, there is as yet no universal prescription for the ‘process of strategy development’. This is perhaps not surprising given the existence of disparate schools of thought regarding strategy.

Fully describe and explain, with the help of an annotated diagram, the process of strategy development. You should also explain the connections between sub-processes and how the overall process might be specifically adapted and used within a built environment organisation. (25 marks)

  1. It can be argued that strategy is about playing with futures. Such a view draws in the need to consider what ‘key issues’ in the future will play a pivotal role in shaping strategies within the construction sector (DTI 2001).
  1. As the director of strategy in a built environment organisation, critically appraise and fully discuss what you consider are these key issues and, provide a view on the impact of such issues upon the competitive environment within which the organisation competes. (17 marks)
  2. Furthermore, provide an explanation outlining how these issues might inform the organisations strategy. (8 marks)

DTI (2001) Constructing the future, Foresight: making the future work for you, DTI, London.

  1. In the context of a built environment organisation, fully explore and explain what is meant by the ‘five forces model’. Include in the explanation a detailed understanding of which ‘school of thought’ the ‘five forces’ is associated with and, the limitations inherent in using the model. (25 marks)
  2. “…how come, if the secrets of strategic management are so cheaply and easily available, many organizations fail to develop successful strategies?” Clegg et al. (2005, p410)

Clegg et al. (2005) are keen to explain that strategy cannot be considered to be anything other than a highly complex activity for strategic managers. Drawing from your understanding of strategy theory and practice, critically explore and discuss the various types of complexity that a strategic manager will undoubtedly encounter in developing strategy within a large built environment organisation. (25 marks)

Clegg, S., Kornberger, M., Pitsis, T. (2005) Managing and Organizations: An introduction to theory and practice, Sage, London

  1. Implementation – what could be easier! It could be argued that the implementation of strategy, particularly for large organisations, is undoubtedly the biggest challenge facing strategic managers. As a strategic manager in a large built environment organisation, critically analyse and fully explain what issues that would need to be addressed when planning for and executing the implementation phase of strategy. You should also include in your explanation the ways in which you would attempt to address and resolve such issues. (25 marks)
  2. The breadth and depth of tools and techniques that can potentially be used for strategic analysis are breathtaking in their number. Critically appraise three potential strategic analysis tools and techniques that can be used by a built environment organisation. Provide a critique and explanation of these tools and techniques discussing their advantages and limitations. (25 marks)