MCQOPTIONS
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MCQOPTIONS
This section includes 1003 Mcqs, each offering curated multiple-choice questions to sharpen your General Management knowledge and support exam preparation. Choose a topic below to get started.
| 451. |
The vision statement answers which question? |
| A. | hat is our business? |
| B. | ow can we improve ourselves? |
| C. | hat do we want to become? |
| D. | ho are our stakeholders? |
| Answer» D. ho are our stakeholders? | |
| 452. |
What does the acronym SMART refer to? |
| A. | uperiority, Measurement, Appropriability, Replicability, Transparency |
| B. | pecific, Measurable, Achievable, Realistic, Timescale |
| C. | ubstitutability, Measurement, Appropriability, Replicability, Transparency |
| D. | pecific, Measurable, Achievable, Realistic, Timely |
| Answer» C. ubstitutability, Measurement, Appropriability, Replicability, Transparency | |
| 453. |
Which statement should be created first and foremost? |
| A. | trategic |
| B. | ision |
| C. | bjectives |
| D. | ission |
| Answer» C. bjectives | |
| 454. |
The vision and mission statement can often be found |
| A. | n the SEC report |
| B. | n annual reports |
| C. | n customer receipts |
| D. | n supplier invoices |
| Answer» C. n customer receipts | |
| 455. |
An effective mission statement is all of the following except |
| A. | t reflects judgments about future growth directions that are based upon forward-looking external and internal analyses |
| B. | t provides useful criteria for selecting among alternative strategies |
| C. | t provides a basis for generating and screening strategic options |
| D. | t is static in orientation |
| Answer» E. | |
| 456. |
Which of the following is a characteristic of a customer-driving organization? |
| A. | nnovative |
| B. | onservative |
| C. | esponsive |
| D. | nresponsive |
| Answer» D. nresponsive | |
| 457. |
What can be used to promote unbiased views and to manage the development of the mission and vision statement more effectively? |
| A. | n internal group |
| B. | committee of managers |
| C. | ommand-and-control |
| D. | facilitator |
| Answer» E. | |
| 458. |
Effective mission statements can vary in |
| A. | ength |
| B. | ontent |
| C. | ormat |
| D. | ll of the above |
| Answer» E. | |
| 459. |
Heller (1998) suggested organizations must address seven key issues effectively to sustain competitive advantage. Which of the following is not one of those issues? |
| A. | ffectiveness |
| B. | nnovation |
| C. | osts |
| D. | peed |
| Answer» E. | |
| 460. |
Good mission statements identify the ______ of a firms products to its customers |
| A. | tility |
| B. | rice |
| C. | rofit margin |
| D. | emand |
| Answer» B. rice | |
| 461. |
Effective mission statements |
| A. | re usually changed every few months |
| B. | re usually changed every few years |
| C. | ever require revision |
| D. | tand the test of time and require little revision |
| Answer» E. | |
| 462. |
Which component of a mission statement addresses the basic beliefs, values, aspirations, and ethical priorities of the firm? |
| A. | echnology |
| B. | hilosophy |
| C. | oncern for public image |
| D. | ustomers |
| Answer» C. oncern for public image | |
| 463. |
Which of the following is a source of differentiation? |
| A. | elationships with customers |
| B. | istribution |
| C. | ow costs |
| D. | nreliability |
| Answer» B. istribution | |
| 464. |
In order for a culture to generate success, what does it need to be? |
| A. | table and secure |
| B. | lexible and adaptive |
| C. | nnovative and resourceful |
| D. | lexible and resourceful |
| Answer» C. nnovative and resourceful | |
| 465. |
____________ is also referred to as external strategic management audit |
| A. | rganizational analysis |
| B. | nvironmental analysis |
| C. | ndustry analysis |
| D. | one of the above |
| Answer» D. one of the above | |
| 466. |
____________ refers to the strategies and counter strategies of a firm that compete in a shared market place |
| A. | etrenchment strategy |
| B. | ompetitive gaming |
| C. | usiness strategy |
| D. | orporate strategy |
| Answer» C. usiness strategy | |
| 467. |
By what means should an organization measure its performance? |
| A. | fficiency |
| B. | ffectiveness |
| C. | conomy, efficiency, and effectiveness |
| D. | fficiency and effectiveness |
| Answer» D. fficiency and effectiveness | |
| 468. |
The means by which long term objectives will be achieved are |
| A. | ission statements |
| B. | trategies |
| C. | ision statements |
| D. | ong term goals |
| Answer» C. ision statements | |
| 469. |
Which of the following is not a means to develop a customer commitment focus in the organization? |
| A. | ntroducing quality control |
| B. | ctivity mapping |
| C. | nhancing customer service |
| D. | mage building |
| Answer» D. mage building | |
| 470. |
What is said to be the key factor in maintaining organizational growth (e.g., Hurst 1995)? |
| A. | ntrepreneurial vision |
| B. | lanning |
| C. | nnovation |
| D. | lexibility |
| Answer» E. | |
| 471. |
Robert Kalpan and David developed the balanced score card in the early _____ as a performance measurement system |
| A. | 991 |
| B. | 990 |
| C. | 992 |
| D. | 995 |
| Answer» C. 992 | |
| 472. |
A _________ is a limitation or deficiency in resources, skills and capabilities that seriously impede effective performance |
| A. | trength |
| B. | hreat |
| C. | pportunities |
| D. | eakness |
| Answer» E. | |
| 473. |
If unprepared, what strategic pressures are recognized as key factors that can weaken the organization? |
| A. | ompetitive and environmental pressures |
| B. | ontrol at the expense of flexibility |
| C. | ack of planners |
| D. | ompetitive and environmental pressures, and excessive control |
| Answer» E. | |
| 474. |
Turnaround strategies involve changes at what level of strategy? |
| A. | orporate |
| B. | unctional |
| C. | ompetitive |
| D. | ll levels |
| Answer» D. ll levels | |
| 475. |
When a company is experiencing an economic recession this is a good time to do what? |
| A. | educe costs and assets |
| B. | efocus |
| C. | implify |
| D. | nvest |
| Answer» C. implify | |
| 476. |
If a business is blinkered, technology shy, and 'impoverished', what does this signal? |
| A. | weak strategic plan |
| B. | planning gap |
| C. | lack of innovation and vision |
| D. | eak strategic leadership |
| Answer» E. | |
| 477. |
Research into diversification and acquisition can be divided into 4 schools. Which of the following is not one of the schools? |
| A. | nvironmental |
| B. | inancial |
| C. | ccounting |
| D. | conomic |
| Answer» B. inancial | |
| 478. |
Which one of the following types of organizations would benefit from a matrix structure? |
| A. | iverse independent businesses in a conglomerate |
| B. | rganizations growing through merger and acquisition |
| C. | mall companies with few plants and limited product or service diversity |
| D. | mall, sophisticated service companies |
| Answer» E. | |
| 479. |
A small company, with power concentrated in the hands of one central figure, tends to be what? |
| A. | entralized and formal |
| B. | entralized and informal |
| C. | ecentralized and formal |
| D. | ecentralized and informal |
| Answer» C. ecentralized and formal | |
| 480. |
Which of the following is an aspect of implementation that can be changed indirectly if necessary? |
| A. | rganizational structure |
| B. | nformation systems |
| C. | uality |
| D. | rocedures |
| Answer» D. rocedures | |
| 481. |
Which of these is not an issue in selecting a business as a divestment candidate? |
| A. | urrent market position |
| B. | roduct life-cycle |
| C. | lternate uses for resources |
| D. | he size of the business |
| Answer» E. | |
| 482. |
Corporate resource allocation may be different depending on the speed of growth of the organization. Which of the following is inappropriate when facing rapid growth? |
| A. | pportunities for synergy |
| B. | ast allocations and budgets |
| C. | ook to share activities |
| D. | ssess desirability of outcomes to organizational strategy |
| Answer» C. ook to share activities | |
| 483. |
Which of these is not an activity associated with restructuring? |
| A. | cquiring unrelated businesses |
| B. | ntervening in business processes |
| C. | oarding new businesses |
| D. | alue optimization |
| Answer» D. alue optimization | |
| 484. |
Which of the following is not a strategic criteria for deciding which firms to retain in the organizational core? |
| A. | he company???s mission |
| B. | ongevity |
| C. | inancial performance over time |
| D. | elatedness of technologies |
| Answer» C. inancial performance over time | |
| 485. |
Which of these is not a valid reason in support of focused strategies? |
| A. | reater control |
| B. | eduction of weak business to develop a strong core |
| C. | ompetence consolidation |
| D. | ost reduction |
| Answer» B. eduction of weak business to develop a strong core | |
| 486. |
Which of these are characteristic of matrix structures? |
| A. | ecentralization and co-ordination |
| B. | entralization and co-ordination |
| C. | ecentralization and control |
| D. | entralization and control |
| Answer» B. entralization and co-ordination | |
| 487. |
When are holding company structures are most useful? |
| A. | or organizations in stable environments |
| B. | here appropriate business unit splits exist |
| C. | or companies pursuing restructuring strategies |
| D. | or large, multinational companies |
| Answer» D. or large, multinational companies | |
| 488. |
Which of these is not an identified form of organizational structure? |
| A. | ntrapreneurial |
| B. | unctional |
| C. | ivisional |
| D. | atrix |
| Answer» B. unctional | |
| 489. |
Which of these is not a main determinant of centralization/decentralization? |
| A. | eographical considerations (e g , location etc) |
| B. | osts |
| C. | ize |
| D. | emographical considerations (e g , age; ethnicity etc) |
| Answer» E. | |
| 490. |
Doing things right and doing the right things are also known as? |
| A. | fficiency and effectiveness |
| B. | trategic competency and congruence |
| C. | trategic competency and strategy creation |
| D. | orporate strategy and synergy |
| Answer» B. trategic competency and congruence | |
| 491. |
Which of the following competencies relates to functionality? |
| A. | roviding excellent quality which is recognized by customers |
| B. | eveloping and introducing new processes for cost savings and speedier decision-making |
| C. | anage 'green' issues to avoid crises or create competitive advantage |
| D. | void business failures by becoming and staying crisis averse |
| Answer» C. anage 'green' issues to avoid crises or create competitive advantage | |
| 492. |
Strategy effectiveness and competitive success is dependent on which of the following groups of competencies? |
| A. | hange, planning, learning |
| B. | ontent, change, planning |
| C. | ontent, change, learning |
| D. | earning, planning, content |
| Answer» D. earning, planning, content | |
| 493. |
What are designed to guide managers in the pursuit and achievement of strategies and objectives? |
| A. | rocedures |
| B. | udgets |
| C. | olicies |
| D. | lans |
| Answer» D. lans | |
| 494. |
What does SPACE stand for? |
| A. | ales, Position, and ACtion Evaluation |
| B. | trategic Profit And Credit Evaluation |
| C. | ales, Profit, ACtion and Evaluation |
| D. | trategic Position and ACtion Evaluation |
| Answer» E. | |
| 495. |
In __________ strategy assumptions are made that consumers needs are similar worldwide |
| A. | lobal |
| B. | ultidomestic |
| C. | nternational |
| D. | ransnational |
| Answer» B. ultidomestic | |
| 496. |
According to Ringbakk (1971) and Steiner (1972) which of the following should be avoided when creating a formal plan? |
| A. | eeing planning as a support activity in strategic decision making |
| B. | eeing planning as a once-a-year ritual |
| C. | lexibility |
| D. | nvolving implementers in planning |
| Answer» C. lexibility | |
| 497. |
In __________ strategy firms try to achieve a high levels of local responsiveness by making their product or service offering to the requirement of the countries they operate |
| A. | lobal |
| B. | ultidomestic |
| C. | nternational |
| D. | ransnational |
| Answer» C. nternational | |
| 498. |
Which of the following is true for small businesses in relation to strategic planning? |
| A. | t belongs in all organizations |
| B. | t is too expensive |
| C. | t only belongs in large organizations |
| D. | he benefits are too long term |
| Answer» B. t is too expensive | |
| 499. |
What is top-down planning? |
| A. | his takes place in someone's head, and the decisions may not be written down in any extensive formIt is often practiced by entrepreneurial managers with real flair |
| B. | his requires managers to spend time discussing the future opportunities and threats and areas in which the organization might develop |
| C. | his involves managers throughout the organization, and ensures that everyone involved in implementing plans will be consulted |
| D. | his relates to decisions taken at the higher parts of the organization and passed onto other managers for implementationThese managers will have had little or no input into the planning process |
| Answer» E. | |
| 500. |
________ is a widely used framework to summarize a company's situation or current position |
| A. | WOT analysis |
| B. | OWS matrix |
| C. | nsoff's matrix |
| D. | CG matrix |
| Answer» B. OWS matrix | |