Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
a.
b.
c.
d.
Laziness
Competitive leadership
Honest difference of opinion
Poor reward structures
strategy-formulation
strategy-implementation
long-range planning
short-range planning
mission statements
strategies.
vision statements.
long-term goals.
One page
Less than 200 words
One sentence of 10 to 20 words.
There is no recommendation. It can be as long as the management wants.
2.0
3.0
2.5
4.0
7. All of these, except__________, are part of Porter's competitive forces in industry analysis.
Strategic Management
a.
b.
c.
d.
8. __________ is based on the assumption that the future will be just like the past. [Hint]
a.
b.
c.
d.
Delphi forecasts
Econometric models
Linear regression
Scenario forecasts
9. Shorthand words use to capture a vision or to reinforce old or new values in a firm's culture
are called
a.
b.
c.
d.
Metaphors
Sagas
Rituals
Symbols
10. In an IFE Matrix, the weight range is from __________ and the ratings range from
_________.
a.
b.
c.
d.
11. An effective information system collects, codes, stores, synthesizes, and _________
information in such a manner that it answers important operating and strategic questions.
a.
b.
c.
d.
Prints
Distributes
Presents
Filters
12. __________ is adding new, unrelated products or services for present customers.
a.
b.
c.
d.
Concentric diversification
Horizontal diversification
Conglomerate diversification
Product development
14. Which strategy would be effective when the new products have a counter cyclical sales
pattern compared to an organization's present products?
a.
b.
c.
d.
Forward integration
Retrenchment
Horizontal diversification
Market penetration
+1, +1
-4, -2
+5, -1
-2, +3
16. The first option that should be considered for firms in Quadrant II of the Grand Strategy
Matrix is the __________ strategy.
a.
b.
c.
d.
integration
intensive
defensive
diversification
17. The pie slices within the circles of a _________ reveal the percent of corporate profits
contributed by each division.
a.
b.
c.
d.
QSPM
BCG Matrix
SPACE Matrix
Grand Strategy Matrix
18. All of the following are stated advantages of a divisional structure except
a.
b.
c.
d.
19. The average employee performance bonus is __________ percent of pay for individual
performance, _________ percent of pay for group productivity, and __________ percent of pay
for company-wide profitability.
a.
b.
c.
d.
20. __________ approach involves delivering parts and materials as needed rather than being
stockpiled
a.
b.
c.
d.
JIT
MBO
PERT
CAD-CAM
Answer of MCQ
1-b
2-a
14-a
3-b
15-b
4-a
16-b
5-d
17-b
6-c
18-d
7-d
19-b
8-c
20-a
9-a
10-a
11-c
12-b
13-d
External audit
Owner, entrepreneur, executive director, and accountant
Chief executive officer, salesman, dean, and lawyer
Owner, dean, president, and executive director
External audit
Allocating resources
Internal audit
Evaluating strategies
b. Quarterly
c. Monthly
d. Continuously
5. Who is most responsible for developing, communicating, and enforcing the code of business
ethics for a firm?
a.
b.
c.
d.
Strategists
Line managers
Staff managers
All managers
conducting research.
measuring performance.
preparing a TOWS matrix.
establishing annual objectives.
8. Conducting research, integrating intuition with analysis, and making decisions are all
__________ activities.
a.
b.
c.
d.
strategy-formulation
strategy-implementation
long-range planning
short-range planning
a.
b.
c.
d.
12. __________ are the means by which long-term objectives will be achieved
a.
b.
c.
d.
Mission statements
Strategies
Vision statements
Long-term goals
complacent
proactive
authoritarian
reactive
b. Commitment
c. Understanding
d. Order
15. __________ is one of the reasons for poor or no strategic planning in organizations.
a.
b.
c.
d.
Answer of MCQ
1-c
2-d
14-c
3-c
15-d
4-d
5-a
6-d
7-d
8-a
9-b
10-b
strategic objectives.
strategic definition.
strategic implementation.
strategic analysis.
none of the above.
strategic analysis.
strategic definition.
strategic implementation.
strategic objectives.
none of the above.
11-c
12-b
13-b
strategic analysis.
strategic objectives.
strategic definition.
strategic implementation.
none of the above.
4. An example of a metric from the process component of the balanced scorecard is:
a.
b.
c.
d.
e.
Answer of MCQ
1-d
2-a
3-c
4-a
5-d
6-c
7-b
8-c
9-a
10-a
9 Strategy in a public sector organisation differs from a private sector company because:
A) Planning horizons are determined by political considerations, rather than market
conditions.
B) They do not have customers.
C) They do not have to make a profit.
D) They do not have stakeholders.
10 Strategic drift, where strategies progressively fail to address the strategic position of the
organisation, is frequently followed by:
A) Transformational change.
B) Demise.
C) Transformational change or demise.
D) A change of CEO.
13 The ideas lens suggests that ideas for new strategies develop as a result of:
A) The ideas of top managers and strategic planners.
B) The variety and diversity of ideas competing with each other within an organisation.
C) A fast changing and often unpredictable environment requiring new responses from
organisation.
D) B and C above.
14 The ideas lens suggest that new strategies take shape in organisations:
A) Because the new ideas that develop from within the organisation are selected by
formal evaluation through strategic planning systems.
B) Because new ideas are tried out in the market and either succeed or dont.
C) Because there are sufficient people in the organisation that find a new strategy
attractive.
D) All of the above.
15 Which of the following statements describes how the design, experience and ideas lenses help
explain strategy development processes?
A) Strategic planning processes are explained through the design lens. The experience
lens and ideas lens are not relevant.
B) The way in which organisational politics contributes to strategy development is
explained through the experience lens.
C) Logical incrementalism is best understood in terms of the ideas lens.
D) All three lenses help explain different strategy development processes that are
observable in organisations.
Answer of MCQ
1-b
2-a
14-d
3-c
15-d
4-c
5-a
6-a
7-c
8-a
9-a
10-c
11-d
12-d
13-d
2 A marketing department that promises delivery quicker than the production department's
ability to produce is an example of a lack of understanding of the
A) synergy of the business units.
B) need to maintain the reputation of the company.
C) organizational culture and leadership.
D) interrelationships among functional areas and firm strategies.
3 XYZ Corp. is centering on the objective of low-cost, high quality, on-time production by
curtailing idle productive facilities and workers. The XYZ Corp. is taking advantage of a
____________ system.
A) Just-In-Time (JIT)
B) Last In, First Out (LIFO)
C) First In, First Out (FIFO)
D) Highly mechanized
5 Although firm infrastructure is quite frequently viewed only as overhead expense, it can
become a source of competitive advantage. Examples include all of the following except:
A) negotiating and maintaining ongoing relations with regulatory bodies.
B) marketing expertise increasing a firm's revenues and enabling it to enter new markets.
C) effective information systems contributing significantly to a firm's overall cost
leadership strategy.
D) top management providing a key role in collaborating with important customers.
6 The competencies or skills that a firm employs to transform inputs into outputs are:
A) tangible resources.
B) intangible resources.
C) organizational capabilities.
D) reputational resources.
7 An array of firm resources include interpersonal relations among managers in the firm, its
culture, and its reputation with its customers and suppliers. Such competitive advantages are
based upon
A) physical uniqueness.
B) path dependency.
C) social complexity.
D) tangible resources.
8 A company's ability to meet its short-term financial obligations is measured by which of the
following categories?
A) liquidity ratios
B) profitability ratios
C) activity ratios
D) leverage ratios
9 The "balanced scorecard" supplies top managers with a _____________ view of the business.
A) long-term financial
B) detailed and complex
C) simple and routine
D) fast but comprehensive
Answer of MCQ
1-c
2-d
3-a
4-a
5-b
6-c
7-c
8-a
9-d
5 The desire for more accountability of public sector organisations has resulted in:
A) Pressure on all public sector organisations to be operated on a profit making basis.
B) Public sector managers to become more professional.
C) Public sector organisations to develop plans for their strategic development.
D) An increased proportion of independent members on governing bodies.
Answer of MCQ
1-d
2-b
3-c
4-a
5-d
6-a