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Management
Strategic Management
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Q.1
In a large organization, strategic management activities occur at what level(s)?
Corporate and divisional
Functional, business and corporate
Strategic business unit
Divisional
Q.2
Conducting research, integrating intuition with analysis, and making decisions are all __________ activities.
strategy-formulation
strategy-implementation
long-range planning
short-range planning
Q.3
Which of these questions is addressed by a mission statement?
What do we want to become?
What is our business?
How many employees must we have?
Who do we want to serve?
Q.4
Strategy-implementation activities include
conducting research
measuring performance
preparing a TOWS matrix
establishing annual objectives
Q.5
__________ are the resources, skills or other advantages a firm enjoys relative to its competitors
Weakness
Strength
Threat
Opportunities
Q.6
If unprepared, what strategic pressures are recognized as key factors that can weaken the organization?
Competitive and environmental pressures
Control at the expense of flexibility
Lack of planners
Competitive and environmental pressures, and excessive control
Q.7
A _________ is a limitation or deficiency in resources, skills and capabilities that seriously impede effective performance
Strength
Threat
Opportunities
Weakness
Q.8
Robert Kalpan and David developed the balanced score card in the early _____ as a performance measurement system
1991
1990
1992
1995
Q.9
What is said to be the key factor in maintaining organizational growth (e.g., Hurst 1995)?
Entrepreneurial vision
Planning
Innovation
Flexibility
Q.10
Which of the following is not an aspect of a definition of the term budgets?
Concerned with allocation of resources and investment
A strategic plan outlining means to utilize budget, make sales, and generate profits
Numerical or financial expression of money to be spent by departments and for what purpose
Information on cash-flow
Q.11
What are designed to guide managers in the pursuit and achievement of strategies and objectives?
Procedures
Budgets
Policies
Plans
Q.12
Strategy effectiveness and competitive success is dependent on which of the following groups of competencies?
Change, planning, learning
Content, change, planning
Content, change, learning
Learning, planning, content
Q.13
Which of the following competencies relates to functionality?
Providing excellent quality which is recognized by customers
Developing and introducing new processes for cost savings and speedier decision-making
Manage 'green' issues to avoid crises or create competitive advantage
Avoid business failures by becoming and staying crisis averse
Q.14
Doing things right and doing the right things are also known as?
Efficiency and effectiveness
Strategic competency and congruence
Strategic competency and strategy creation
Corporate strategy and synergy
Q.15
Acquisitions often fail to deliver the successes that were predicted prior to acquisition. What is the main reason for this failure?
Premium price
Poor strategic leadership
Goodwill
Synergy
Q.16
What is likely to be the effect of a logical corporate strategy but poor strategy implementation.
Strategic weaknesses and underachievement
Fragmented performance through strategic and structural flaws
Structural and stylistic flaws
Effectiveness but little efficiency
Q.17
Which of these is not a valid reason in support of focused strategies?
Greater control
Reduction of weak business to develop a strong core
Competence consolidation
Cost reduction
Q.18
Which of these is not a reason for why employees resist the implementation of strategic changes?
Anxiety regarding jobs
Lack of necessary strategic resources
Lack of knowledge
Poor strategic leadership
Q.19
Which of these is not a main determinant of centralization/decentralization?
Geographical considerations (e g , location etc)
Costs
Size
Demographical considerations (e g , age; ethnicity etc)
Q.20
Firms that practice unrelated mergers___________
conglomerate
hostile
friendly
retrenchment
Q.21
Which of these is not an issue in selecting a business as a divestment candidate?
Current market position
Product life-cycle
Alternate uses for resources
The size of the business
Q.22
Which of the following is an aspect of implementation that can be changed indirectly if necessary?
Organizational structure
Information systems
Quality
Procedures
Q.23
SBU stands for
satisfied business unit
stratified business unit
strategic building unit
strategic business unit
Q.24
The word strategy originated from ___________
stratagos'
stratum
statistics
straight
Q.25
Which of the following is not a strategic criteria for deciding which firms to retain in the organizational core?
The company???s mission
Longevity
Financial performance over time
Relatedness of technologies
Q.26
Which of these is not an activity associated with restructuring?
Acquiring unrelated businesses
Intervening in business processes
Hoarding new businesses
Value optimization
Q.27
Which of these is not an identified form of organizational structure?
Intrapreneurial
Functional
Divisional
Matrix
Q.28
When are holding company structures are most useful?
For organizations in stable environments
Where appropriate business unit splits exist
For companies pursuing restructuring strategies
For large, multinational companies
Q.29
Swot Analysis is done to know the
strengths
Threats and strengths
Weaknesses and opportunities
Threats, strengths Weaknesses and opportunities
Q.30
A company specializing in producing mass market cars acquires a company which specializes in financial services. The new company can now offer financial services to its car purchasers. What form of diversification is this?
Resource-based
Unrelated
Routine-based
Replication-based
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