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.
| 501. |
Which of the following is the best reason for why strategic planning is still important today? |
| A. | ithout a formal strategic plan a company cannot expect to compete effectively |
| B. | ithout a strategic plan an organization can drift without purpose or definition |
| C. | ithout it, companies would exist without cause or co-ordination |
| D. | ecause of slower economic growth, globalization and technological change |
| Answer» E. | |
| 502. |
____________ assesses the whole strategic management process |
| A. | trategic audit |
| B. | ompany audit |
| C. | usiness audit |
| D. | one of the above |
| Answer» B. ompany audit | |
| 503. |
Which of the following is not a key planning element of spheres of influence? |
| A. | uffer zones |
| B. | orward positions |
| C. | ost base |
| D. | ital interests |
| Answer» D. ital interests | |
| 504. |
Which of the following is not en element of the growth/market options matrix developed by Ansoff (1987)? |
| A. | arket development |
| B. | iversification |
| C. | roduct development |
| D. | arket segmentation |
| Answer» E. | |
| 505. |
______________ is called as a bundle of resources |
| A. | ndustry |
| B. | nit |
| C. | rganization |
| D. | anagement |
| Answer» D. anagement | |
| 506. |
_________________ is the process through which an organization evaluates its capability so as to have competitive advantage at market place |
| A. | nvironmental analysis |
| B. | rganizational analysis |
| C. | ndustry analysis |
| D. | usiness analysis |
| Answer» C. ndustry analysis | |
| 507. |
The understanding of what key element is essential for successful strategic planning? |
| A. | nderstanding the needs and expectations of stakeholders |
| B. | nderstanding competencies |
| C. | nderstanding the processes of strategic change |
| D. | nderstanding how to plan |
| Answer» D. nderstanding how to plan | |
| 508. |
___________ is also known as corporate appraisal, appraisal of internal factors and audit of organizational competence |
| A. | rganizational analysis |
| B. | nvironmental analysis |
| C. | ndustry analysis |
| D. | usiness analysis |
| Answer» B. nvironmental analysis | |
| 509. |
______________ strategy involves adopting a combined approach of low costs and high local respnsiveness simultaneously by the firms for their products and services |
| A. | lobal |
| B. | ultidomestic |
| C. | nternational |
| D. | ransnational |
| Answer» E. | |
| 510. |
_________ strategy is much talked and publicized in the present Indian environment |
| A. | orporate |
| B. | usiness |
| C. | unctional |
| D. | rowth |
| Answer» E. | |
| 511. |
Which of the following is not one of the contextual aspects that have a critical impact on strategic change? |
| A. | tructural factors |
| B. | nvironmental factors |
| C. | ersonal factors |
| D. | inancial factors |
| Answer» E. | |
| 512. |
_________ strategies are also known as grand or root strategies |
| A. | orporate |
| B. | usiness |
| C. | unctional |
| D. | perational |
| Answer» B. usiness | |
| 513. |
Which of the following is one of the factors related to the issue of the feasibility of a strategy? |
| A. | kills and resources, available and needed |
| B. | evels of return expected |
| C. | inance and other resource availability |
| D. | ffect on strategic perspective |
| Answer» D. ffect on strategic perspective | |
| 514. |
Which of the following is a consideration when assessing the feasibility of a strategy? |
| A. | iming |
| B. | lanning gap |
| C. | ynergy |
| D. | ulture |
| Answer» B. lanning gap | |
| 515. |
Which of the following is a consideration when assessing the appropriateness of a strategy? |
| A. | ynergy |
| B. | takeholders |
| C. | ompetitive advantage |
| D. | esources |
| Answer» E. | |
| 516. |
The word strategy originated from ___________ |
| A. | tratagos' |
| B. | tratum |
| C. | tatistics |
| D. | traight |
| Answer» B. tratum | |
| 517. |
Sound strategic choices will always address four issues. Which of the following is one of those reasons? |
| A. | vailablility of resources |
| B. | trategic thinking |
| C. | trategic fit |
| D. | inancial returns |
| Answer» E. | |
| 518. |
___________arises when a firm is able to perform an activity that is distinct from competitors |
| A. | ompetitive advantage |
| B. | ocus |
| C. | ost leadership |
| D. | ogic |
| Answer» B. ocus | |
| 519. |
First step in developing a vision statement is |
| A. | argeting the vision |
| B. | eveloping future scenarios |
| C. | etting vision context |
| D. | onducting vision audit |
| Answer» E. | |
| 520. |
Which of the following is not a key theme in market development? |
| A. | dentifying new uses for existing products and services |
| B. | trategic positioning |
| C. | eveloping new products for new markets and segments |
| D. | dentifying new markets and segments |
| Answer» D. dentifying new markets and segments | |
| 521. |
Which of the following is not a competence recognized by Richardson and Thompson (1994)? |
| A. | trategic thinking |
| B. | anaging paradoxes |
| C. | nnovative climate |
| D. | roviding excellent quality |
| Answer» C. nnovative climate | |
| 522. |
How might an organization spot, create, and exploit new opportunities ahead of its rivals? |
| A. | hrough managers in the various businesses working together, sharing information and capabilities, helping each other, and creating synergy |
| B. | hrough managers in the various businesses sharing information, capabilities, and creating synergy |
| C. | hrough managers in the various businesses working together, sharing information, and sharing capabilities |
| D. | hrough managers in the various businesses working together to create strategic competencies for the organization in order to pursue opportunities |
| Answer» B. hrough managers in the various businesses sharing information, capabilities, and creating synergy | |
| 523. |
How does Checkland (1981) describe an organization? |
| A. | collection of people who are trying to act with purpose |
| B. | ystems that comprise a collection of people who are trying to act with purpose |
| C. | collection of people that act with little purpose |
| D. | collection of systems and functions, inclusive of its people |
| Answer» C. collection of people that act with little purpose | |
| 524. |
Miles and Snow (1994) identify four main reasons for failure. Which of the following is one of those reasons? |
| A. | ack of competitive advantage |
| B. | ack of strategy competency |
| C. | ack of strategic resources |
| D. | oor judgement leading to poor, inappropriate strategic decisions |
| Answer» E. | |
| 525. |
Which of these is not one of Drucker???s (1982) five rules for successful acquisitions?. Determine the exact contribution the organization can make to the acquiring company. |
| A. | alue the people of the acquired company |
| B. | ithin a year, promote managers across company boundaries |
| C. | alue the products, services and customers of the acquired company |
| D. | alue the products of the acquired company |
| Answer» C. alue the products, services and customers of the acquired company | |
| 526. |
Which of these is not a factor causing weak synergy? |
| A. | nderestimated weaknesses |
| B. | ompetitor activity |
| C. | remium paid |
| D. | aking too many resources available to the integration program |
| Answer» E. | |
| 527. |
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? |
| A. | esource-based |
| B. | nrelated |
| C. | outine-based |
| D. | eplication-based |
| Answer» C. outine-based | |
| 528. |
Swot Analysis is done to know the |
| A. | trengths |
| B. | hreats and strengths |
| C. | eaknesses and opportunities |
| D. | hreats, strengths Weaknesses and opportunities |
| Answer» E. | |
| 529. |
A company's ability to meet its short-term financial obligations is measured by which of the following categories? |
| A. | iquidity ratios |
| B. | rofitability ratios |
| C. | ctivity ratios |
| D. | everage ratios |
| Answer» B. rofitability ratios | |
| 530. |
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. | hysical uniqueness |
| B. | ath dependency |
| C. | ocial complexity |
| D. | angible resources |
| Answer» D. angible resources | |
| 531. |
The competencies or skills that a firm employs to transform inputs into outputs are: |
| A. | angible resources |
| B. | ntangible resources |
| C. | rganizational capabilities |
| D. | eputational resources |
| Answer» D. eputational resources | |
| 532. |
Possibly the most important pre-20th century influence on management was: |
| A. | cientific management |
| B. | he industrial revolution |
| C. | he division of labour |
| D. | herbligs |
| Answer» B. he industrial revolution | |
| 533. |
What kind of training program is most appropriate for a simple task? |
| A. | n-the-job training |
| B. | estibule training |
| C. | aboratory training |
| D. | way-from-the-job training |
| Answer» B. estibule training | |
| 534. |
What kind of organizational structure combines a vertical chain of command with horizontal reporting requirements? |
| A. | ine authority |
| B. | atrix |
| C. | unctional |
| D. | uality circle |
| Answer» C. unctional | |
| 535. |
The three stages of strategic management are |
| A. | trategy formulation, strategy implementation, and strategy execution |
| B. | trategy formulation, strategy execution, and strategy assessment |
| C. | trategy formulation, strategy implementation, and strategy evaluation |
| D. | tratify assessment, strategy execution, and strategy evaluation |
| Answer» D. tratify assessment, strategy execution, and strategy evaluation | |
| 536. |
Cost efficiency is determined by which of the following drivers? |
| A. | upply Costs, Experience, Product/Process Design and Economies of Scale |
| B. | upply Costs & Economies of Scale |
| C. | roduct/Process Design and Economies of Scale |
| D. | xperience |
| Answer» B. upply Costs & Economies of Scale | |
| 537. |
Best in Class Benchmarking seeks to assess organisational performance against: |
| A. | he nearest geographical competitor |
| B. | he competitor who is 'best in class' wherever that may be |
| C. | he competitor who is the best in the industry |
| D. | he nearest principal competitor |
| Answer» C. he competitor who is the best in the industry | |
| 538. |
Which of these questions is addressed by a mission statement? |
| A. | hat do we want to become? |
| B. | hat is our business? |
| C. | ow many employees must we have? |
| D. | ho do we want to serve? |
| Answer» C. ow many employees must we have? | |
| 539. |
Conducting research, integrating intuition with analysis, and making decisions are all __________ activities. |
| A. | trategy-formulation |
| B. | trategy-implementation |
| C. | ong-range planning |
| D. | hort-range planning |
| Answer» B. trategy-implementation | |
| 540. |
In a large organization, strategic management activities occur at what level(s)? |
| A. | orporate and divisional |
| B. | unctional, business and corporate |
| C. | trategic business unit |
| D. | ivisional |
| Answer» C. trategic business unit | |
| 541. |
Strategy-implementation activities include |
| A. | onducting research |
| B. | easuring performance |
| C. | reparing a TOWS matrix |
| D. | stablishing annual objectives |
| Answer» E. | |
| 542. |
Who is most responsible for developing, communicating, and enforcing the code of business ethics for a firm? |
| A. | trategists |
| B. | ine managers |
| C. | taff managers |
| D. | ll managers |
| Answer» B. ine managers | |
| 543. |
How often should strategic-management activities be performed? |
| A. | nnually |
| B. | uarterly |
| C. | onthly |
| D. | ontinuously |
| Answer» E. | |
| 544. |
Cross-functional teams are: |
| A. | small group of people from the same department who work on projects together |
| B. | small group of people who come together to resolve business unit issues |
| C. | small group of specialists who collaborate on a task force |
| D. | small group of people from different departments who are mutually accountable to a common set of performance goals |
| Answer» E. | |
| 545. |
The three organizational levels are: |
| A. | orporate level, business level, functional level |
| B. | orporate level, business unit level, functional level |
| C. | orporate strategy level, business unit level, functional level |
| D. | orporate strategy level, business level, specialist level |
| Answer» B. orporate level, business unit level, functional level | |
| 546. |
Value for shareholders of a firm is measured by: |
| A. | ustomer comments |
| B. | tock performance and profitability |
| C. | ales revenue |
| D. | atisfactory employee targets |
| Answer» C. ales revenue | |
| 547. |
Cash cows are SBU's that typically generate: |
| A. | roblems for product managers |
| B. | aper losses in the long run |
| C. | arge awareness levels but few sales |
| D. | lot of competition |
| Answer» E. | |
| 548. |
A useful framework used to assess a company's investments/divisions is called: |
| A. | nit production analysis |
| B. | orporate insight analysis |
| C. | ompany productivity analysis |
| D. | usiness portfolio analysis |
| Answer» E. | |
| 549. |
The Holiday Inn, Burlington statement, "If a customer has a need or want, we fill it." is an example of a: |
| A. | usiness unit goals |
| B. | arketing objectives |
| C. | usiness unit mission |
| D. | oal of a business segment |
| Answer» C. usiness unit mission | |
| 550. |
An effective short-hand summary of the situation analysis is a: |
| A. | CG analysis |
| B. | WOT analysis |
| C. | BU analysis |
| D. | ompetition analysis |
| Answer» B. WOT analysis | |