Management 2021 Paper II 50 marks Critically analyse

Q6

(a) (i) What is the rationale behind liberalization strategies adopted by the New Industrial Policy? (6 marks) (ii) "The term 'globalisation' assumes increasing importance in today's techno-economic parlance." Explain this statement in the context of the Indian economy. (7 marks) (iii) Discuss the various initiatives undertaken by the Indian Chamber of Commerce (ICC) to promote both national and international trade. (7 marks) (b) (i) Describe the four cultural predispositions that MNCs are likely to adopt towards managing employees in global context. (5 marks) (ii) How does Hofstede's model on cultural dimensions equip international managers with an understanding of cultures across countries? (10 marks) (c) (i) Identify the linkages between primary and secondary activities of Porter's value-chain model. (5 marks) (ii) How is value-chain analysis conducted? Explain with the help of an example. (5 marks) (iii) "Strategy follows structure, structure supports strategy." Critically analyse this statement. (5 marks)

हिंदी में प्रश्न पढ़ें

(a) (i) नवीन औद्योगिक नीति में उदारीकरण रणनीतियों को अपनाने का औचित्य क्या है ? (6 अंक) (ii) "वर्तमान में तकनीकी-आर्थिक शब्दावली में 'वैश्वीकरण' पद का महत्व बढ़ता जा रहा है।" भारतीय अर्थव्यवस्था के परिप्रेक्ष्य में इस कथन को समझाइए। (7 अंक) (iii) राष्ट्रीय और अंतर्राष्ट्रीय दोनों व्यापार को बढ़ावा देने के लिए इंडियन चैम्बर ऑफ कॉमर्स (आई.सी.सी.) द्वारा दिए जा रहे विभिन्न प्रोत्साहनों की विवेचना कीजिए। (7 अंक) (b) (i) वैश्विक संदर्भ में कर्मचारियों का प्रबंधन करने के लिए बहुराष्ट्रीय कंपनियों (एम.एन.सी.) के द्वारा उपयोग में लाई जाने वाली चार सांस्कृतिक पूर्ववृत्तियों का वर्णन कीजिए । (5 अंक) (ii) देशों के आर-पार संस्कृतियों को समझने में सांस्कृतिक आयामों पर हॉफस्टीड का मॉडल अंतर्राष्ट्रीय प्रबंधकों को कैसे समर्थ बनाता है ? (10 अंक) (c) (i) पोर्टर के 'मूल्य-श्रृंखला मॉडल' की प्राथमिक एवं द्वितीयक गतिविधियों के बीच के अंतर्संबंधों को पहचानिए । (5 अंक) (ii) मूल्य-श्रृंखला विश्लेषण कैसे संचालित किया जाता है ? उदाहरण की सहायता से समझाइए । (5 अंक) (iii) "रणनीति संरचना का पालन करती है, संरचना रणनीति को सहयोग करती है ।" इस कथन का आलोचनात्मक विश्लेषण कीजिए । (5 अंक)

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Directive word: Critically analyse

This question asks you to critically analyse. The directive word signals the depth of analysis expected, the structure of your answer, and the weight of evidence you must bring.

See our UPSC directive words guide for a full breakdown of how to respond to each command word.

How this answer will be evaluated

Approach

The directive 'critically analyse' in part (c)(iii) demands the highest-order thinking, requiring balanced evaluation of the strategy-structure relationship across all sub-parts. Allocate time proportionally: ~40% to part (a) [20 marks], ~30% to part (b) [15 marks], and ~30% to part (c) [15 marks]. Structure with brief introductions for each sub-part, systematic point-wise coverage, and a synthesising conclusion that links liberalisation-globalisation themes to contemporary Indian economic realities.

Key points expected

  • For (a)(i): Rationale of NIP 1991 liberalisation—decontrol of MRTP/FERA, delicensing, dismantling 'licence raj', attracting FDI, technology infusion, and global competitiveness
  • For (a)(ii): Globalisation in Indian context—integration with WTO, trade liberalisation, FDI inflows, digital economy, GVC participation, and challenges like jobless growth
  • For (a)(iii): ICC initiatives—trade fairs, bilateral chambers, policy advocacy, MSME support, arbitration services, and international business delegations
  • For (b)(i): Four cultural predispositions—ethnocentric, polycentric, regiocentric, and geocentric approaches to IHRM with MNC illustrations
  • For (b)(ii): Hofstede's six dimensions (PDI, IDV, MAS, UAI, LTO, IND) applied to cross-cultural management, team dynamics, and marketing adaptation
  • For (c)(i): Linkages between primary activities (inbound/outbound logistics, operations, marketing, service) and support activities (HR, technology, procurement, infrastructure)
  • For (c)(ii): Value-chain analysis steps—activity identification, cost driver analysis, competitive advantage identification; example: ITC or Maruti Suzuki
  • For (c)(iii): Critical analysis of Chandler's thesis—strategy-structure reciprocity, contingency factors, and contemporary critiques from Mintzberg and emergent strategy perspectives

Evaluation rubric

DimensionWeightMax marksExcellentAveragePoor
Concept correctness20%10Precise definitions across all sub-parts: NIP 1991 provisions accurately stated; globalisation distinguished from liberalisation; four predispositions correctly named with IHRM context; Hofstede's dimensions accurately listed; Porter's value-chain activities properly categorised; Chandler's thesis correctly attributed and nuancedBroadly correct concepts with minor errors—confusing ethnocentric/polycentric, omitting one Hofstede dimension, or oversimplifying strategy-structure as unidirectionalSignificant conceptual errors—misidentifying NIP year, conflating globalisation with Westernisation, confusing value-chain with supply chain, or presenting strategy-structure as deterministic
Framework citation20%10Explicit framework attribution: Porter's value-chain (1985), Hofstede's cultural dimensions theory, Perlmutter's EPRG framework, Chandler's 'Strategy and Structure' (1962), and contemporary critiques from Mintzberg or Pettigrew; demonstrates evolution of frameworksFrameworks mentioned without proper attribution or years; describes concepts without naming theorists; limited integration across sub-partsNo framework identification; generic descriptions without theoretical grounding; misattribution of frameworks to wrong scholars
Case / Indian example20%10Rich Indian illustrations: for (a)—post-1991 sectoral reforms (telecom, aviation); for (b)—Tata's geocentric HR or Unilever's adaptation; for (c)—ITC's value-chain optimisation, Maruti's inbound logistics, or Reliance's vertical integration; ICC's specific initiatives like 'Indian Business Forum'Generic MNC examples without Indian specificity; passing mention of Indian companies without operational detail; outdated pre-1991 referencesNo Indian examples; exclusively Western cases; factually incorrect examples (e.g., attributing Make in India to NIP 1991)
Multi-perspective analysis20%10For (a)—balances efficiency gains with distributional concerns; for (b)—evaluates Hofstede's critiques (Bond's Chinese Values Survey, McSweeney's methodological challenges); for (c)—presents both Chandler's deterministic view and Mintzberg's emergent strategy, acknowledging reciprocal causalityOne-sided presentation; acknowledges counter-arguments superficially; treats frameworks as universally applicable without contextual nuancePurely descriptive with no critical engagement; ignores critiques entirely; presents all frameworks as uncontested truth
Conclusion & recommendation20%10Synthesising conclusion linking liberalisation-globalisation to India's current economic challenges (Atmanirbhar Bharat vs. global integration); balanced assessment of strategy-structure fit in dynamic environments; forward-looking recommendations on ICC's evolving role and cultural agility for Indian MNCsSummary restatement of points without synthesis; generic recommendations not tied to Indian context; no clear stance on strategy-structure debateMissing or abrupt conclusion; new information introduced; no recommendations; purely ideological stance without evidence

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