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.
| 551. |
The strategic marketing process is how an organization allocates its marketing mix resources to reach its: |
| A. | tated business ideas |
| B. | otential |
| C. | arget markets |
| D. | ompetition |
| Answer» D. ompetition | |
| 552. |
Firms may view growth opportunities in these terms: |
| A. | urrent markets and current products |
| B. | urrent and new markets, and current products |
| C. | ew markets and new products |
| D. | urrent and new markets, and current and new products |
| Answer» E. | |
| 553. |
One key to effective implementation is setting: |
| A. | chedule of events |
| B. | eadlines |
| C. | ilestones |
| D. | ood managers in motion |
| Answer» E. | |
| 554. |
cohesive marketing mix consists of the product, promotion, price, and |
| A. | ersonnel |
| B. | roduction |
| C. | dvertising |
| D. | ommunication |
| Answer» E. | |
| 555. |
Aggregating prospective buyers into groups is called: |
| A. | arket categorization |
| B. | arket segmentation |
| C. | odeling |
| D. | CG matrix analysis |
| Answer» C. odeling | |
| 556. |
An example of a corporate strategy would involve the decision to: |
| A. | ncrease the price of the Hummer |
| B. | pin Taco Bell off from Pepsi |
| C. | ombine marketing functions in the Northeast and the Southeast |
| D. | ncrease the advertising budget for Coca-Cola |
| Answer» C. ombine marketing functions in the Northeast and the Southeast | |
| 557. |
Which of the following statements is NOT true regarding corporate strategies? |
| A. | hey are concerned with the broad and more long-term issues of the organization |
| B. | hey are concerned with how the organization is going to compete in a specific business or industry |
| C. | hey are concerned with the direction the organization is headed |
| D. | hey are concerned with the business(es) that the organization is in and the businesses they want to be in |
| Answer» C. hey are concerned with the direction the organization is headed | |
| 558. |
Which of the following is NOT a major element of the strategic management process? |
| A. | ormulating strategy |
| B. | mplementing strategy |
| C. | valuating strategy |
| D. | ssigning administrative tasks |
| Answer» E. | |
| 559. |
______ takes place in the recovery phase of strategic conflict management |
| A. | onflict positioning |
| B. | eputation management |
| C. | isk communication |
| D. | ssues tracking |
| Answer» C. isk communication | |
| 560. |
Environmental scanning occurs in what phase of strategic conflict management? |
| A. | eactive |
| B. | roactive |
| C. | ecovery |
| D. | trategic |
| Answer» C. ecovery | |
| 561. |
______ is any sharp disagreement or collision of interests and ideas. |
| A. | ssues management |
| B. | onflict positioning |
| C. | conflict |
| D. | crisis |
| Answer» D. crisis | |
| 562. |
Situation analysis involves the process of: |
| A. | esigning and choosing appropriate organizational strategies |
| B. | nalyzing the current environment of the organization |
| C. | nalyzing the external environment only |
| D. | valuating the internal aspects of the organization |
| Answer» C. nalyzing the external environment only | |
| 563. |
An organization's strategies should be designed so that they incorporate: |
| A. | pportunities and threats |
| B. | esources and capabilities |
| C. | nly traditional values of past organizations |
| D. | pportunities, threats, resources, and capabilities |
| Answer» C. nly traditional values of past organizations | |
| 564. |
The basic activities of strategic management include: |
| A. | ffense, defense, and control |
| B. | ituation analysis, strategy formulation, implementation, and evaluation |
| C. | evelopment, control, and management |
| D. | thics, management, and practice |
| Answer» C. evelopment, control, and management | |
| 565. |
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. | ynergy of the business units |
| B. | eed to maintain the reputation of the company |
| C. | rganizational culture and leadership |
| D. | nterrelationships among functional areas and firm strategies |
| Answer» E. | |
| 566. |
Which of the following is not a limitation of SWOT (Strengths, Weaknesses, Opportunity, Threats) analysis? |
| A. | rganizational strengths may not lead to competitive advantage |
| B. | WOT gives a one-shot view of a moving target |
| C. | WOT's focus on the external environment is too broad and integrative |
| D. | WOT overemphasizes a single dimension of strategy |
| Answer» D. WOT overemphasizes a single dimension of strategy | |
| 567. |
What do you understand by the term 'a prospector organisation'? |
| A. | n organisation that represents a good prospect for a firm looking to make an acquisition |
| B. | n organisation with good growth prospects |
| C. | n organisation that has recently been founded as an entrepreneurial start-up |
| D. | n organisation that actively seeks new opportunities and change |
| Answer» E. | |
| 568. |
Which of these questions is addressed by a mission statement?%! |
| A. | What do we want to become? |
| B. | What is our business? |
| C. | How many employees must we have? |
| D. | Who do we want to serve? |
| Answer» C. How many employees must we have? | |
| 569. |
Conducting research, integrating intuition with analysis, and making decisions are all __________ activities.%! |
| A. | strategy-formulation |
| B. | strategy-implementation |
| C. | long-range planning |
| D. | short-range planning |
| Answer» B. strategy-implementation | |
| 570. |
In a large organization, strategic management activities occur at what level(s)?%! |
| A. | Corporate and divisional |
| B. | Functional, business and corporate |
| C. | Strategic business unit |
| D. | Divisional |
| Answer» C. Strategic business unit | |
| 571. |
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» D. Multinational | |
| 572. |
Which of the following is not a recognized area of opportunity for developing synergy?%! |
| A. | Functional |
| B. | Processual |
| C. | Strategic |
| D. | Managerial |
| Answer» C. Strategic | |
| 573. |
What is Kelloggs main challenge for the future:%! |
| A. | To create new products for a market that is both growing and declining according to geography whilst generating enough cash to advertise and launch new products |
| B. | To create new products for a market that is both growing and declining according to geography |
| C. | To create new products for a market that has the same tastes, whilst generating enough cash to advertise and launch new products |
| D. | To not become adversely affected by increased competition again and adapt to changing customer tastes |
| Answer» B. To create new products for a market that is both growing and declining according to geography | |
| 574. |
Which one of these would not be a problem for an organization attempting to establish a unified vision or direction?%! |
| A. | The constraints applied by key stakeholders upon the organizations management |
| B. | The personal objectives of those within the organization |
| C. | The varying expectations of external stakeholders |
| D. | Conflicts between the product and its desired target market |
| Answer» E. | |
| 575. |
Which of the following does Campbell (1989) suggest to be a dimension of valuable mission statements?%! |
| A. | Differentiates the business from competitors |
| B. | States the objectives of the organization |
| C. | Meaningful and relevant to stakeholders |
| D. | States the values of the organization |
| Answer» E. | |
| 576. |
______ and ______ are outcomes from a study of the external environment%! |
| A. | Threats and Weaknesses |
| B. | Strengths and Weaknesses |
| C. | Weights and Measures |
| D. | Opportunities and Threats |
| Answer» E. | |
| 577. |
The merging of analysis of internal and external factors influencing the organizations strategy is known as%! |
| A. | complete studies |
| B. | organizational behavior and theory |
| C. | definitional analysis |
| D. | SWOT analysis |
| Answer» E. | |
| 578. |
The two internal elements of SWOT analysis are%! |
| A. | weaknesses and threats |
| B. | opportunities and threats |
| C. | strength and weaknesses |
| D. | strengths and threats |
| Answer» D. strengths and threats | |
| 579. |
What common, related problem do not-for-profit organizations such as the British Museum and the National History Museum often face?%! |
| A. | Costs associated with repairs and maintenance |
| B. | The need to be educational and adhere to their scientific/research orientation whilst addressing commercial issues (e g , admission charges to cover costs) |
| C. | The need to be educational and adhere to their scientific/research orientation whilst satisfying main stakeholders |
| D. | The conflict between pursuing organizational objectives and resource availability constraints |
| Answer» B. The need to be educational and adhere to their scientific/research orientation whilst addressing commercial issues (e g , admission charges to cover costs) | |
| 580. |
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. | Opportunities for synergy |
| B. | Past allocations and budgets |
| C. | Look to share activities |
| D. | Assess desirability of outcomes to organizational strategy |
| Answer» C. Look to share activities | |
| 581. |
Doing things right and doing the right things are also known as?%! |
| A. | Efficiency and effectiveness |
| B. | Strategic competency and congruence |
| C. | Strategic competency and strategy creation |
| D. | Corporate strategy and synergy |
| Answer» B. Strategic competency and congruence | |
| 582. |
Which environment can create new market and new business segments?%! |
| A. | Political environment |
| B. | Economic environment |
| C. | Socio cultural environment |
| D. | Technological environment |
| Answer» E. | |
| 583. |
Turnaround strategies involve changes at what level of strategy?%! |
| A. | Corporate |
| B. | Functional |
| C. | Competitive |
| D. | All levels |
| Answer» D. All levels | |
| 584. |
Which one of the following types of organizations would benefit from a matrix structure?%! |
| A. | Diverse independent businesses in a conglomerate |
| B. | Organizations growing through merger and acquisition |
| C. | Small companies with few plants and limited product or service diversity |
| D. | Small, sophisticated service companies |
| Answer» E. | |
| 585. |
Which of these are characteristic of matrix structures?%! |
| A. | Decentralization and co-ordination |
| B. | Centralization and co-ordination |
| C. | Decentralization and control |
| D. | Centralization and control |
| Answer» B. Centralization and co-ordination | |
| 586. |
Strategic Management handles:%! |
| A. | external issues |
| B. | management issues |
| C. | internal issues |
| D. | administrational issues |
| Answer» B. management issues | |
| 587. |
Retrenchment is:%! |
| A. | When a company experiences declining profits and makes cutbacks to improve efficiency |
| B. | When a company adopts a new strategic position for a product or service |
| C. | The sale of the complete business, either as a single going concern or piecemeal to different buyers or sometimes by auctioning the assets |
| D. | ely to take place when an organization lacks a key success factor for a particular market |
| Answer» B. When a company adopts a new strategic position for a product or service | |
| 588. |
McDonalds is deciding whether to expand into manufacturing kitchen equipment in China. At what level is this decision likely to be made?%! |
| A. | Business |
| B. | Corporate |
| C. | Functional |
| D. | International |
| Answer» C. Functional | |
| 589. |
___________ are short-term milestones or benchmarks that organizations must achieve in order for longer term objectives are to be reached%! |
| A. | Vision |
| B. | Mission |
| C. | Plans |
| D. | Goals |
| Answer» E. | |
| 590. |
__________ strategy is often considered as entrepreneurial strategy where firm develops and introduce new products and markets or penetrate markets to build share%! |
| A. | Expansion Strategy |
| B. | Retrenchment Strategy |
| C. | Combination Strategy |
| D. | Stability Strategy |
| Answer» B. Retrenchment Strategy | |
| 591. |
Two reasons for mergers and acquisitions are%! |
| A. | to increase managerial staff and to minimize economies of scale |
| B. | to reduce tax obligations and increase managerial staff |
| C. | to create seasonal trends in sales and to make better use of a new sales force |
| D. | to provide improved capacity utilization and to gain new technology |
| Answer» E. | |
| 592. |
The BCG matrix is based on%! |
| A. | Industry attractiveness and Business strength |
| B. | Industry Growth rate and Business strength |
| C. | Industry Attractiveness and Relative Market share |
| D. | Industry growth rate and relative market share |
| Answer» E. | |
| 593. |
the sketch of the BCG matrix, what is the label of the horizontal axis?%! |
| A. | Industry growth rate |
| B. | Market share |
| C. | Market growth rate |
| D. | Business strength |
| Answer» C. Market growth rate | |
| 594. |
allah group of industries is involved in the sale of its marginal business. It is mot likely to say that Abdullah group is implementing which one of the following strategies?%! |
| A. | Retrenchment |
| B. | Liquidation |
| C. | Acquisition |
| D. | Join venture |
| Answer» D. Join venture | |
| 595. |
One of the top level manager of a large manufacturing plant uses to spend her day trying to ensure that the material waste is not more than 10% , she spends her day performing the management process of:%! |
| A. | Planning |
| B. | Organizing |
| C. | Leading |
| D. | Controlling |
| Answer» E. | |
| 596. |
Which of the following requires a firm to establish annual objectives, devise, policies, motivates employees and allocate resources for the execution of strategies?%! |
| A. | Strategy formulation |
| B. | Strategy evaluation |
| C. | Strategy implementation |
| D. | Strategy estimation |
| Answer» D. Strategy estimation | |
| 597. |
the following are considered grand strategies, except for:%! |
| A. | A retrenchment strategy |
| B. | Strategic business units |
| C. | A growth strategy |
| D. | Related diversification |
| Answer» C. A growth strategy | |
| 598. |
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. | Value the people of the acquired company |
| B. | Within a year, promote managers across company boundaries |
| C. | Value the products, services and customers of the acquired company |
| D. | Value the products of the acquired company |
| Answer» C. Value the products, services and customers of the acquired company | |
| 599. |
Which of the following is a consideration when assessing the feasibility of a strategy?%! |
| A. | Timing |
| B. | Planning gap |
| C. | Synergy |
| D. | Culture |
| Answer» B. Planning gap | |
| 600. |
Sound strategic choices will always address four issues. Which of the following is one of those reasons?%! |
| A. | Availablility of resources |
| B. | Strategic thinking |
| C. | Strategic fit |
| D. | Financial returns |
| Answer» E. | |