The fundamental purpose for the existence of any organization is described by its _________
A) Policies
B) Mission
C) Procedures
D) Strategy
ANSWER: B
The acronym SWOT stands for __________
A) Special Weapons for Operations Timeliness
B) Services, Worldwide Optimization, and Transport
C) Strengths Worldwide Overcome Threats
D) Strengths, Weaknesses, Opportunities, and Threats
ANSWER: D
Which of the following is not a characteristic of strategic management that makes it different from
other types of management?
A) It is interdisciplinary
B) It has an external focus
C) It has an internal focus
D) It concerns the present direction of the organization.
ANSWER: D
The fundamental purpose of an organization’s mission statement is to _________
A) Create a good human relations climate in the organization
B) Define the organization’s purpose in society
C) Define the operational structure of the organization
D) Generate good public relations for the organization
ANSWER: B
Which of the following is an issue considered in developing corporate strategies?
A) What business(es) are we in?
B) What direction are we going?
C) What resources do we have to implement our strategies?
D) What businesses are we in and what to do with those businesses?
ANSWER: C
Which of the following is NOT a major element of the strategic management process?
A) Formulating strategy
B) Implementing strategy
C) Evaluating strategy
D) Assigning administrative tasks
ANSWER: D
Competitive advantage can best be described as ____________
A) Increased efficiency.
B) What sets an organization apart.
C) A strength of the organization.
D) Intangible resources.
ANSWER: A
When defining strategic management the most important thing to remember is that it is:
A) Not as easy as you think
B) Mainly the province of senior managers
C) A living evolving process
D) More conceptual than practical
ANSWER: C
An organisation’s strategy ___________
A) Remains set in place longer than the mission and objectives
B) Generally forms over a period of time as events unfold
C) Tends to be formed at the same time the mission is developed and objectives are formulated
D) Is usually conceived at a single time when managers sit down and work out a comprehensive
strategic plan for the next 3-5 years
ANSWER: B
The primary focus of strategic management is __________
A) Strategic analysis
B) The total organisation
C) Strategy formulation
D) Strategy implementation
ANSWER: B
Which of the following defines what business or businesses the firm is in or should be in?
A) Business strategy
B) Corporate strategy
C) Functional strategy
D) National strategy
ANSWER: B
Which of the following is not an advantage of strategic management?
A) It provides organisations with a clearer sense of direction and purpose
B) It helps improve the political, economic, social and technological environment of the organisation
C) It helps orientate management decisions to relevant environmental conditions
D) It helps organisations be proactive rather than reactive
ANSWER: B
Which of the following defines how each individual business unit will attempt to achieve its mission?
A) Business strategy
B) Corporate strategy
C) Functional strategy
D) National strategy
ANSWER: A
Business policy is a ___________ to an action
A. Roadmap
B. Guidelines
C. Reference
D. Reward
ANSWER: B
__________ policies are based on traditions
A. Oral
B. Written
C. Implied
D. Explicit
ANSWER: A
_____________ has no existence apart from the ends sought
A. Policy
B. Strategy
C. Plan
D. Objective
ANSWER: B
Strategic management involves planning, implementation and ___________ of an organization's
strategy
A. Coordination
B. Communication
C. Staffing
D. Control
ANSWER: D
___________ is the philosophy of management
A. Vision
B. Goal
C. Plan
D. Mission
ANSWER: D
Strategy is __________ and integrated plan
A. Permissive
B. Comphrensive
C. Offensive
D. Defensive
ANSWER: B
________ level strategy is a long term strategy
A. Corporate
B. Functional
C. Competitive
D. Managerial
ANSWER: A
Vision is shared across entire _________
A. Organization
B. Nation
C. World
D. Society
ANSWER: A
___________ are time bound
A. Objectives
B. Mission
C. Visions
D. Goals
ANSWER: D
Competitive advantage __________ an organization
A. Balances
B. Mobilizes
C. Differentiates
D. Identifies
ANSWER: C
Objectives are _____________
A. Refined
B. Reset
C. Redefined
D. Reshaped
ANSWER: C
Strategic plans are formulated by _________ management
A. Top
B. Middle
C. Lower
D. Supervisory
ANSWER: A
Objectives are ___________
A. Many
B. Multiple
C. Various
D. Rigid
ANSWER: B
Oral policies lead to __________
A. Conflicts
B. Process
C. Goals
D. Plans
ANSWER: A
Policies ensure _________
A. Effectiveness
B. Consistency
C. Futuristic
D. Objectivity
ANSWER: B
Strategic management considers strategic __________
A. Choice
B. Intent
C. Art
D. Science
ANSWER: A
__________ refers to long term plans
A. Vision
B. Mission
C. Goals
D. Plans
ANSWER: A
Strategic management helps in earlier identification of ____________ so as to reduce it through
proper measures
A. Weakness
B. Profits
C. Dividend
D. Shares
ANSWER: A
An organization is said to have competitive advantage if its __________ is higher than the average
profitability for all companies in its industry
A. Revenue
B. Leverage
C. Losses
D. Profitability
ANSWER: D
Strategic Management is a way in which strategists set the __________ and proceed about attaining
them
A. Objectives
B. Goals
C. Plans
D. Policy
ANSWER: A
Analysis of internal environment helps in identifying strengths and __________ of an organization
A. Plans
B. Objectives
C. Goals
D. Weaknesses
ANSWER: D
Excellently formulated strategies will fail if they are not properly ___________
A. Implemented
B. Balanced
C. Attained
D. Identified
ANSWER: A
The strategists need to frame a __________ estimation
A. Qualitative
B. Balanced
C. Quantative
D. Identical
ANSWER: B
A ________ statement tells 'who we are' and 'what we would like to become'
A. Mission
B. Vision
C. Goals
D. Objectives
ANSWER: A
_________ are statements of specific outcomes that are to be achieved
A. Goals
B. Objectives
C. Plans
D. Policies
ANSWER: B
A __________ describes the organization's basic function in society, in terms of the products and
services it produces for its consumers
A. Mission
B. Vision
C. Goals
D. Objectives
ANSWER: A
A clear, business mission should have each of the elements like purpose, values, a strategy, policies
and __________.
A. Objectives
B. Personnel
C. Idelogies
D. Standards of behaviour
ANSWER: D
The ___________ should not be impossible but realistic.
A. Policies
B. Plans
C. Goals
D. Objectives
ANSWER: C
__________ are the general goals of the organisation as described in the memorandum of
association, charter or annual report.
A. Official goals
B. Official plans
C. Official vision
D. Official mission
ANSWER: A
_____________ is a long term plan of action
A) Policies
B) Plans
C) Goals
D) Strategy
ANSWER: D
____________ strategy aims at stable growth
A) Stability
B) Growth
C) Functional
D) Business
ANSWER: A
____________ objectives traditionally include areas such as Finance and administration, marketing
sales, production, operations and human resource management
A. Vision
B. Mission
C. Operational
D. Functional
ANSWER: D
Business firms need to adopt a ____________ process in scanning the business environment
A) Concurrent
B) Futuristic
C) Current
D) Systematic
ANSWER: D
_________ is a four step technique
A) PTQM
B) TQM
C) QUEST
D) IDBI
ANSWER: C
Which one of the following is at the core of strategic management?
A) Choosing which organisational objectives to focus on
B) Being alert for opportunities to change work responsibilities
C) Adapting the organisation to a changing external environment
D) Choosing whether to make decisions autocratically or on the basis of participation
ANSWER: C
The corporate level is where top management directs:
A) All employees for orientation
B) Its efforts to stabilize recruitment needs
C) Overall strategy for the entire organization
D) Overall sales projections
ABSWER: C
The three organizational levels are:
A) Corporate level, business level, functional level
B) Corporate level, business unit level, functional level
C) Corporate strategy level, business unit level, functional level
D) Corporate strategy level, business level, specialist level
ANSWER: A
Strategy Formulation is a creative and __________ process
A. Rigid
B. Analytical
C. Administrative
D. Derivative
ANSWER: B
SWOT analysis is used at _________ intervals
A. Frequent
B. Infrequent
C. Regular
D. Irregular
ANSWER: C
Growth strategies are __________ action plans
A. Fixed
B. Alternative
C. Environmental
D. Written
ANSWER: B
SWOT analysis is ______________
A. Result oriented
B. Cost oriented
C. Future oriented
D. Policy oriented
ANSWER: C
_________ strategy reverses the process of decline
A. Divestment
B. Turnaround
C. Liquidation
D. Retrenchment
ANSWER: B
Strategy formulation links ___________ plans
A. Functional
B. Strategic
C. Short-term
D. Long-term
ANSWER: A
Environmental analysis is a part of __________ analysis
A. Economic
B. Research
C. Forecasting
D. SWOT
ANSWER: D
Environmental ___________ identifies opportunities and threats affecting the business
A. Analysis
B. Scanning
C. Audit
D. Evaluation
ANSWER: B
Stability strategy is _____________
A. Business oriented
B. Safety oriented
C. Time oriented
D. Performance oriented
ANSWER: B
___________ is difficult and undesirable
A. Integration
B. Disinvestment
C. Restructuring
D. Liquidation
ANSWER: D
_________ formulation is mapping the business landscape.
A. Strategy
B. Goals
C. Mission
D. Vision
ANSWER: A
____________ is the price of business survival
A. Goals
B. Policy
C. Performance
D. Adaptability
ANSWER: D
SWOT analysis converts threats into __________
A. Advantages
B. Strengths
C. Weaknesses
D. Goals
ANSWER: A
External growth strategies are ___________in character
A. Defensive
B. Offensive
C. Appreciative
D. Expensive
ANSWER: B
Integration strategy _________ the gap between management and employees
A. Changing
B. Mapping
C. Analysis
D. Bridges
ANSWER: D
Internationalisation strategy leads to __________ strategy
A. Expansion
B. Introduction
C. Mature
D. Process
ANSWER: A
_________ strategy is a type of competitive strategy
A. Cost analysis
B. Cost effective
C. Cost leadership
D. Cost adhoc
ANSWER: C
_________ strategy covers the organisation as a whole
A. Corporate level
B. Busines level
C. Strategy level
D. Functional level
ANSWER: A
_________ uses both offensive and defensive strategy
A. Turnaround
B. Stability
C. Research & development
D. Human resource
ANSWER: C
Marketing mix is a _________ of marketing policy
A. Component
B. Plan
C. Policy
D. Goal
ANSWER: A
Which of the following is not part of the micro environment?
A. Technology
B. Shareholders
C. Competitors
D. Publics
ANSWER: A
Which of the following is not a part the Macro Environment?
A. Laws & Policies
B. Demographics
C. Suppliers
D. Social Values
ANSWER: C
Retrenchment strategy is a ________ strategy
A. Defensive
B. Offensive
C. Derivative
D. Divestment
ANSWER: A
_________ strategies tell us what the production department must do to achieve the top aims of the
organisation
A. Marketing
B. Production
C. Finance
D. Human Resource
ANSWER: B
Production strategies decide about the __________ to be made for production.
A. Equity
B. Revenue
C. Financial
D. Investment
ANSWER: D
The fundamental purpose for the existence of any organization is described by its
A. Policies
B. Mission
C. Procedures
D. Strategy
ANSWER: B
The fundamental purpose of an organization’s mission statement is to
A. Create a good human relations climate in the organization
B. Define the organization’s purpose in society
C. Define the operational structure of the organization
D. Generate good public relations for the organization
ANSWER: B
The acronym TOWS stands for
A. Special Weapons for Operations Timeliness
B. Services, Worldwide Optimization, and Transport
C. Strengths Worldwide Overcome Threats
D. Threats, Opportunities, Weaknesses, and Strengths
ANSWER: D
Which of the following is not a characteristic of strategic management that makes it different from
other types of management?
A. It is interdisciplinary.
B. It has an external focus.
C. It has an internal focus.
D. It concerns the present direction of the organization.
ANSWER: D
Which of the following is an issue considered in developing corporate strategies?
A. What business(es) are we in?
B. What direction are we going?
C. What resources do we have to implement our strategies?
D. What businesses are we in and what to do with those businesses?
ANSWER: C
Which of the following is NOT a major element of the strategic management process?
A. Formulating strategy
B. Implementing strategy
C. Evaluating strategy
D. Assigning administrative tasks
ANSWER: D
Competitive advantage can best be described as:
A. Increased efficiency.
B. What sets an organization apart.
C. A strength of the organization.
D. Intangible resources
ANSWER: A
Strategy is developed by the visionary chief executive in ________ mode of strategic management
A. Planning mode
B. Adaptive mode
C. Strategic mode
D. Entrepreneurial mode
ANSWER: D
Stability strategy is a __________ strategy
A. Corporate level
B. Business level
C. Functional level
D. Strategic level
ANSWER: A
What are the means by which long term objectives will be achieved?
A. Strategies
B. Policies
C. Strength
D. Opportunities
ANSWER: A
Marketing strategy is a _________ type of strategy
A. Business level
B. Growth strategy
C. Corporate strategy
D. Functional strategy
ANSWER: D
When an industry relies heavily on government contracts, which forecasts can be the most
important part of an external audit
A. Economic
B. Competitive
C. Political
D. Multinational
ANSWER: C
The possible and desirable future state of an organization is called :
A. Mission
B. Vision
C. Strategy implementation
D. Strategy formulation
ANSWER: B
Selling all of a company's assets in parts for their tangible worth is called :
A. Divestiture
B. Concentric Diversification
C. Liquidation
D. Unrelated integration
ANSWER: C
What are the guides to decision making?
A. Rules
B. Procedures
C. Goals
D. Policies
ANSWER: D
In strategic thinking, how long is the long term, approximately?
A. 1 month to 1 year
B. 2 to 3 years
C. 3 to 5 years
D. More than 5 years
ANSWER: D
Buying another company by one company means:
A. Joint venture
B. Acquisition
C. Amalgamation
D. Merger
ANSWER: B
Which environment can create new market and new business segments?
A. Political environment
B. Economic environment
C. Socio-cultural environment
D. Technological environment
ANSWER: D
The word tactics is most likely to be associated with
A. Business strategy
B. Corporate strategy
C. Operational strategy
D. Cooperative strategy
ANSWER: C
Buyers market exist when
A. Few suppliers in the market
B. Buyers purchases in small volume
C. Buyers purchases in large volume
D. Product of suppliers are unique and differentiated
ANSWER: C
The reasons for diversification is:
A. To reduce competition
B. To increase organizational capabilities
C. To get tax advantage
D. To get quick entry into a business
ANSWER: B
Strategic management handles:
A. External issues
B. Management issues
C. Internal issues
D. Administrational issues
ANSWER: A
Corporate level strategy deals with:
A. Objectives of specific functions
B. Objectives of single strategic business unit
C. Objectives of the corporate
D. Objectives of specific operations
ANSWER: C
All of the following are key opportunities and threats in external environment because of political,
government and legal forces except:
A. Tax rate
B. Social security program
C. Cross border relationship
D. Patent law
ANSWER: B
Internal audit is done:
A. Before external audit
B. After external audit
C. Parallel to external audit
D. Vertical to external audit
ANSWER: C
Strategy making is an _________ process
A. Ongoing
B. Analytical
C. Adaptive
D. Selective
ANSWER: B
___________ mode is characterised by reactive approach
A. Selective
B. Adaptive
C. Alternative
D. Supportive
ANSWER: B
Strategic analysis is done in view of ________ environment
A. Extend
B. Time
C. Threat
D. Strengths
ANSWER: A
Strategic choice evaluates strategic ________
A. Support
B. Approach
C. Extend
D. Alternatives
ANSWER: D
_________ frame considers short term and long term implications of a choice
A. Money
B. Value
C. Time
D. Mission
ANSWER: C
________ earn huge cash but their rate of growth is low
A. Cash Cows
B. Dogs
C. Stars
D. Question Mark
ANSWER: A
Michael Porter emphasised _________ of new entrants as a competitive force
A. Strength
B. Threat
C. Opportunities
D. Weakness
ANSWER: B
Matrix structure has excellence in ________ specialisation
A. Inter-disciplinary
B. Discipline-oriented
C. Adaptive
D. Analytical
ANSWER: A
Strategic leadership works within the framework of ________
A. Mission
B. Vision
C. Planning
D. Intuition
ANSWER: A
Instrumental values are appropriate in all ________
A. Integrated
B. Acceptable
C. Analytical
D. Situation
ANSWER: D
The entrepreneurial model is dominated by an active search for __________
A. Opportunities
B. Threats
C. Weaknesses
D. Strengths
ANSWER: A
Decisions in __________ organization are usually fragmented and disjointed
A. Adopted
B. Associative
C. Analytical
D. Adaptive
ANSWER: D
Planning mode involves __________ in anticipation of future statue
A. Decision-making
B. Objective-oriented
C. Planning
D. Choice
ANSWER: A
________ analysis can be done at two levels - corporate and business level
A. Functional
B. Operational
C. Fragmented
D. Strategic
ANSWER: D
Strategic choice involves the _______ to select from among the alternative strategies
A. Choice
B. Decisions
C. Process
D. Objectives
ANSWER: B
Past strategies is a ________ factor
A. Subjective
B. Objective
C. Functional
D. Operational
ANSWER: A
__________ are businesses or products with low market share but which operate in higher growth
markets
A. Cash cows
B. Stars
C. Dogs
D. Question marks
ANSWER: D
__________ cell is based on the pioneering efforts of the General Electric company
A. GE
B. BCG
C. N-ARCH
D. PORTERS
ANSWER: A
___________ highlights the interconnection between seven factors and their role in successful
implementation of strategy
A. Porters model
B. GE cell
C. BCG model
D. 7-S framework
ANSWER: D
_________ involves the selection of a strategy or set of strategies that helps in achieveing
organizational objectives
A. Strategic choice
B. Market share
C. Objectives
D. Value
ANSWER: A
_________ evaluates different courses of action
A. Strategy
B. Strategy implementation
C. Strategic analyst
D. Strategic choice
ANSWER: D
___________ was developed by General Electronic Company, USA
A. BCG Model
B. GE 9 Cell matrix
C. 7S Framework
D. SWOT
ANSWER: B
Mckinsey's 7S Framework includes
A. Systems
B. Stage
C. Signal
D. Shadow
ANSWER: A
Strategic leaders _________ resources
A. Stagnate
B. Use
C. Ration
D. Mobilize
ANSWER: D
Strategic _________ puts plans into actions to reach goals
A. Formulation
B. Implementation
C. Evaluation
D. Control
ANSWER: B
_________ mode plays an important role in strategy making
A. Intuition
B. Feelings
C. Senses
D. Entrepreneurial
ANSWER: A
___________ mode deals with short term goals
A. Planning
B. Adaptive
C. Integrated
D. PEST Analysis
ANSWER: B
Strategic choice determines the __________ strategy of firm
A. Past
B. Present
C. Future
D. Anticipated
ANSWER: C
Michael Porter established ________ competitive forces
A. Two
B. Three
C. Four
D. Five
ANSWER: D
Process implementation moves an idea from __________ to reality
A. Assumption
B. Concept
C. Meaning
D. Assessment
ANSWER: B
________ are high growth businesses or products competing in markets where they are relatively
strong compared with the competition
A. Stars
B. Cash cows
C. Question marks
D. Dogs
ANSWER: A
_________ are low growth businesses or products with a relatively high market share
A. Dogs
B. Cash cows
C. Question marks
D. Stars
ANSWER: B
_________ mode deals with short term goals
A. Planning
B. Adaptive
C. Analytical
D. Integrated
ANSWER: B
Strategic choice determines the ________ strategy of firm
A. Past
B. Present
C. Future
D. Realistic
ANSWER: C
_________ developed the 'five forces model' that determine industry structure
A. Michael Porter
B. Ansoff
C. BCG
D. SWOT
ANSWER: A
________ quadrant in BCG matrix represents business units having a large market share in a mature
industry
A. Stars
B. Cash cows
C. Dogs
D. Question mark
ANSWER: A
PEST analysis is a tool of strategic ______
A. Analysis
B. Formulation
C. Implementation
D. Evaluation
ANSWER: A
_______ is the decision to select from among the alternative strategies considered which will best
meet the organization's objectives
A. Strategic choice
B. Strategic Formulation
C. Strategic Implementation
D. Strategic Evaluation
ANSWER: A
________ is the investigation of the objectives factors considered in the process of strategic choice
A. Strategic formulation
B. Strategic evaluation
C. Strategic implementation
D. Strategic analysis
ANSWER: D
The _________ mode essentially involves decision-making in anticipation of a future state that the
company wants to be in
A. Planning
B. Organising
C. Staffing
D. Directing
ANSWER: A
Strengths and _________ are considered to be internal factors over which you have some measure
of control
A. Values
B. Opportunities
C. Threats
D. Weakness
ANSWER: D
__________ and Threats are considered to be external factors over which you have essentially no
control
A. Weaknesses
B. Values
C. Opportunities
D. Strengths
ANSWER: C
_________ arise when conditions in external environment jeopardize the reliability and profitability
of the organisations's business
A. Threats
B. Strengths
C. Weakness
D. Opportunities
ANSWER: A
_________ are presented by the environment within which our organization operates
A. Weakness
B. Opportunities
C. Strengths
D. Threats
ANSWER: B
The __________ is a tool for managerial analysis and action that provides a structure with which to
consider a company as a whole, so that the organization's problems may be diagnosed and a
strategy may be developed and implemented
A.7-S model
B. BCG matrix
C. Planning model
D. GE 9 cell matrix
ANSWER: A
_________ are commonly held beliefs, mindsets and assumptions that shape how an organization
behaves its corporate culture
A. Analytical
B. Adaptability
C. Strategic choice
D. Shared vales
ANSWER: D
__________ refer to the dominant distinctive capabilities and competencies of the personnel or of
the organization as a whole
A. Knowledge
B. Skills
C. Mission
D. Vision
ANSWER: B
__________ are uncontrollable
A. Threats
B. Strengths
C. Weakness
D. Opportunities
ANSWER: A
Invest in leaders portfolio generates maximum __________
A. Assets
B. Information
C. Values
D. Returns
ANSWER: D
_________ are the qualities that enable us to accomplish the organisation's mission
A. Strengths
B. Weaknesses
C. Threats
D. Opportunities
ANSWER: A
________ are high growth businesses or products competing in markets where they are relatively
strong compared with the competition
A. Stars
B. Cash cows
C. Question marks
D. Dogs
ANSWER: A
_________ are low growth businesses or products with a relatively high market share
A. Dogs
B. Cash cows
C. Question marks
D. Stars
ANSWER: B
_________ mode deals with short term goals
A. Planning
B. Adaptive
C. Analytical
D. Integrated
ANSWER: B
Strategic choice determines the ________ strategy of firm
A. Past
B. Present
C. Future
D. Realistic
ANSWER: C
_________ developed the 'five forces model' that determine industry structure
A. Michael Porter
B. Ansoff
C. BCG
D. SWOT
ANSWER: A
________ quadrant in BCG matrix represents business units having a large market share in a mature
industry
A. Stars
B. Cash cows
C. Dogs
D. Question mark
ANSWER: A
PEST analysis is a tool of strategic ______
A. Analysis
B. Formulation
C. Implementation
D. Evaluation
ANSWER: A
_______ is the decision to select from among the alternative strategies considered which will best
meet the organization's objectives
A. Strategic choice
B. Strategic Formulation
C. Strategic Implementation
D. Strategic Evaluation
ANSWER: A
________ is the investigation of the objectives factors considered in the process of strategic choice
A. Strategic formulation
B. Strategic evaluation
C. Strategic implementation
D. Strategic analysis
ANSWER: D
The _________ mode essentially involves decision-making in anticipation of a future state that the
company wants to be in
A. Planning
B. Organising
C. Staffing
D. Directing
ANSWER: A
Strengths and _________ are considered to be internal factors over which you have some measure
of control
A. Values
B. Opportunities
C. Threats
D. Weakness
ANSWER: D
__________ and Threats are considered to be external factors over which you have essentially no
control
A. Weaknesses
B. Values
C. Opportunities
D. Strengths
ANSWER: C
_________ arise when conditions in external environment jeopardize the reliability and profitability
of the organisations's business
A. Threats
B. Strengths
C. Weakness
D. Opportunities
ANSWER: A
_________ are presented by the environment within which our organization operates
A. Weakness
B. Opportunities
C. Strengths
D. Threats
ANSWER: B
The __________ is a tool for managerial analysis and action that provides a structure with which to
consider a company as a whole, so that the organization's problems may be diagnosed and a
strategy may be developed and implemented
A.7-S model
B. BCG matrix
C. Planning model
D. GE 9 cell matrix
ANSWER: A
_________ are commonly held beliefs, mindsets and assumptions that shape how an organization
behaves its corporate culture
A. Analytical
B. Adaptability
C. Strategic choice
D. Shared vales
ANSWER: D
__________ refer to the dominant distinctive capabilities and competencies of the personnel or of
the organization as a whole
A. Knowledge
B. Skills
C. Mission
D. Vision
ANSWER: B
__________ are uncontrollable
A. Threats
B. Strengths
C. Weakness
D. Opportunities
ANSWER: A
Invest in leaders portfolio generates maximum __________
A. Assets
B. Information
C. Values
D. Returns
ANSWER: D
_________ are the qualities that enable us to accomplish the organisation's mission
A. Strengths
B. Weaknesses
C. Threats
D. Opportunities
ANSWER: A
Conducting variance analysis is a part of strategy _________
A. Formulation
B. Scanning
C. Making
D. Control
ANSWER: D
Social work benefit analysis benefits the _________
A. Employers
B. Employees
C. Society
D. Government
ANSWER: C
Standards can be either qualitative or _________
A. Quantitative
B. Numerical
C. Specific
D. Quota
ANSWER: A
Performance is measured through __________ reporting and communicating systems
A. Staffing
B. Planning
C. Organising
D. Accounting
ANSWER: D
Strategic surveillance is designed to monitor a broad range of __________
A. Calculations
B. Activities
C. Events
D. Shows
ANSWER: C
Computer based models is a technique of strategic _________ control
A. Leap
B. Monitor
C. Regulatory
D. Fixation
ANSWER: A
Budgetary control is a ________ device
A. Management
B. Controlling
C. Discipline
D. Performance
ANSWER: B
Financial synergy puts capital to ______ use
A. Future
B. Optimum
C. Perfect
D. Approximate
ANSWER: B
Synergy bias leads executives to ________ benefits and underestimate the costs of synergy
A. Balance
B. Calculate
C. Assume
D. Overestimate
ANSWER: D
Change is _________
A. Avoidable
B. Inactive
C. Informed
D. Inevitable
ANSWER: D
The purpose of ________ is to evaluate the effectiveness of strategy in achieving organizational
objectives
A. Strategic evaluation
B. Strategic control
C. Strategic implementation
D. Strategic formulation
ANSWER: A
The criteria for evaluating strategy can be classified into criteria and ________ criteria
A. Optimum
B. Standard
C. Qualitative
D. Quantitative
ANSWER: D
The first step in the control process is ________
A. Objective generation
B. Setting of standards
C. Goal setting
D. Value analysis
ANSWER: B
_________ is the result of higher utilization of facilities and personnel spreading of overhead
advantages of common learning curves and large lot purchasing
A. Operating synergy
B. Variance
C. Distribution channels
D. Market strategy
ANSWER: A
_________ can occur when products use common distribution channel common sales administration
or common warehousing
A. Operational control
B. Sales synergy
C. Premise
D. Variance
ANSWER: B
_________ is the difference between actual performance and standard performance
A. Variance
B. Premise
C. Optimum
D. Standard
ANSWER: A
In _________ control which measures results after an action is completed
A. Value analysis
B. Pre action
C. Post action
D. Price analysis
ANSWER: C
__________ control is suitable for organizations operating in a relatively stable environment
A. Strategic implementation
B. Strategic evaluation
C. Strategic formulation
D. Strategic momentum
ANSWER: D
When the environment is relatively unstable and dynamic in which various factors change beyond
production ________ control is used
A. Strategic leap
B. Strategic value
C. Strategic decision
D. Strategic planning
ANSWER: A
__________ control is aimed at the allocation and use of organizational resources
A. Optimum
B. Standard
C. Operational
D. Strategic
ANSWER: C
_________ compares the performance of a firm with its own past performance or with other firms
A. Distribution channel
B. Comparative analysis
C. Standard of deviation
D. Resistance to change
ANSWER: B
__________ is a frequently used technique for comparing the performance of a firm over a given
period of time
A.Historical analysis
B. Value analysis
C. Premise
D. Variance
ANSWER: A
________ analysis adopts a total approach rather than focusing on one area of activity or a function
or a department
A. Optimum
B. Standard
C. Comparative
D. Historical
ANSWER: C
_________ techniques like PERT and CPM and their variants are used extensively for planning and
scheduling activities
A. Network
B. Premise
C. Variance
D. Analysis
ANSWER: A
_________ is one of the major components of the firm's product-market strategy
A. Objectives
B. Channels
C. Value
D. Synergy
ANSWER: D
The last step in the control process is _________
A. Strategic surveillance
B. Operational control
C. Taking corrective action
D. Setting of standards
ANSWER: C
_________ is designed to detect deviations from standards and to permit corrective actions before
an operation is fully completed
A. Steering control
B. Internal analysis
C. Exchange control
D. EXternal analysis
ANSWER: A
_________ control serves the purpose of continually testing the assumptions to find other whether
they are still valid or not
A. Variance
B. Premise
C. Standard
D. Optimum
ANSWER: B
Special alert control is a type of ________ control
A. Standard
B. Functional
C. Operational
D. Strategic
ANSWER: D
Concept of synergy is that the whole is ________ than the sum of its parts
A. Greater
B. Lower
C. Standard
D. Volatile
ANSWER: A
