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.
| 651. |
*/*_Which of the following is true for small businesses in relation to strategic planning?? |
| A. | It belongs in all organizations |
| B. | It is too expensive |
| C. | It only belongs in large organizations |
| D. | The benefits are too long term |
| Answer» B. It is too expensive | |
| 652. |
*/*_What does SPACE stand for?? |
| A. | Sales, Position, and ACtion Evaluation |
| B. | Strategic Profit And Credit Evaluation |
| C. | Sales, Profit, ACtion and Evaluation |
| D. | Strategic Position and ACtion Evaluation |
| Answer» E. | |
| 653. |
*/*_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 | |
| 654. |
*/*_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 | |
| 655. |
*/*__________ strategy is much talked and publicized in the present Indian environment? |
| A. | Corporate |
| B. | Business |
| C. | Functional |
| D. | Growth |
| Answer» E. | |
| 656. |
*/*_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. | |
| 657. |
*/*_In order for a culture to generate success, what does it need to be?? |
| A. | Stable and secure |
| B. | Flexible and adaptive |
| C. | Innovative and resourceful |
| D. | Flexible and resourceful |
| Answer» C. Innovative and resourceful | |
| 658. |
*/*_Information is defined by Lucas (1976) as? |
| A. | some tangible or intangible entity that creates certainty about a state or event |
| B. | some tangible or intangible entity that reduces uncertainty about a state or event |
| C. | some tangible or intangible entity that leads to understanding |
| D. | some tangible or intangible entity that leads to knowledge |
| Answer» C. some tangible or intangible entity that leads to understanding | |
| 659. |
*/*_Innovation and quality can be seen as which form of management?? |
| A. | Marketing management |
| B. | Financial management |
| C. | Operations management |
| D. | Human resource management |
| Answer» D. Human resource management | |
| 660. |
*/*_What does the acronym SMART refer to?? |
| A. | Superiority, Measurement, Appropriability, Replicability, Transparency |
| B. | Specific, Measurable, Achievable, Realistic, Timescale |
| C. | Substitutability, Measurement, Appropriability, Replicability, Transparency |
| D. | Specific, Measurable, Achievable, Realistic, Timely |
| Answer» C. Substitutability, Measurement, Appropriability, Replicability, Transparency | |
| 661. |
*/*_By what means should an organization measure its performance?? |
| A. | Efficiency |
| B. | Effectiveness |
| C. | Economy, efficiency, and effectiveness |
| D. | Efficiency and effectiveness |
| Answer» D. Efficiency and effectiveness | |
| 662. |
*/*_Effective mission statements? |
| A. | are usually changed every few months |
| B. | are usually changed every few years |
| C. | never require revision |
| D. | stand the test of time and require little revision |
| Answer» E. | |
| 663. |
*/*_Effective mission statements can vary in? |
| A. | length |
| B. | content |
| C. | format |
| D. | all of the above |
| Answer» E. | |
| 664. |
*/*_An effective mission statement is all of the following except? |
| A. | It reflects judgments about future growth directions that are based upon forward-looking external and internal analyses |
| B. | It provides useful criteria for selecting among alternative strategies |
| C. | It provides a basis for generating and screening strategic options |
| D. | It is static in orientation |
| Answer» E. | |
| 665. |
*/*_Situation analysis involves the process of:? |
| A. | designing and choosing appropriate organizational strategies |
| B. | analyzing the current environment of the organization |
| C. | analyzing the external environment only |
| D. | evaluating the internal aspects of the organization |
| Answer» C. analyzing the external environment only | |
| 666. |
*/*_An example of a corporate strategy would involve the decision to:? |
| A. | increase the price of the Hummer |
| B. | spin Taco Bell off from Pepsi |
| C. | combine marketing functions in the Northeast and the Southeast |
| D. | increase the advertising budget for Coca-Cola |
| Answer» C. combine marketing functions in the Northeast and the Southeast | |
| 667. |
*/*_______ takes place in the recovery phase of strategic conflict management? |
| A. | Conflict positioning |
| B. | Reputation management |
| C. | Risk communication |
| D. | Issues tracking |
| Answer» C. Risk communication | |
| 668. |
*/*_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. | synergy of the business units |
| B. | need to maintain the reputation of the company |
| C. | organizational culture and leadership |
| D. | interrelationships among functional areas and firm strategies |
| Answer» E. | |
| 669. |
*/*_Cross-functional teams are:? |
| A. | a small group of people from the same department who work on projects together |
| B. | a small group of people who come together to resolve business unit issues |
| C. | a small group of specialists who collaborate on a task force |
| D. | a small group of people from different departments who are mutually accountable to a common set of performance goals |
| Answer» E. | |
| 670. |
*/*_Cash cows are SBU's that typically generate:? |
| A. | problems for product managers |
| B. | paper losses in the long run |
| C. | large awareness levels but few sales |
| D. | a lot of competition |
| Answer» E. | |
| 671. |
*/*_An effective short-hand summary of the situation analysis is a:? |
| A. | BCG analysis |
| B. | SWOT analysis |
| C. | SBU analysis |
| D. | Competition analysis |
| Answer» B. SWOT analysis | |
| 672. |
*/*_One key to effective implementation is setting:? |
| A. | schedule of events |
| B. | deadlines |
| C. | milestones |
| D. | good managers in motion |
| Answer» E. | |
| 673. |
*/*_A company's ability to meet its short-term financial obligations is measured by which of the following categories?? |
| A. | liquidity ratios |
| B. | profitability ratios |
| C. | activity ratios |
| D. | leverage ratios |
| Answer» B. profitability ratios | |
| 674. |
*/*_Strategy-implementation activities include? |
| A. | conducting research |
| B. | measuring performance |
| C. | preparing a TOWS matrix |
| D. | establishing annual objectives |
| Answer» E. | |
| 675. |
*/*_Possibly the most important pre-20th century influence on management was:? |
| A. | Scientific management |
| B. | The industrial revolution |
| C. | The division of labour |
| D. | Therbligs |
| Answer» B. The industrial revolution | |
| 676. |
*/*_The three stages of strategic management are? |
| A. | strategy formulation, strategy implementation, and strategy execution |
| B. | strategy formulation, strategy execution, and strategy assessment |
| C. | strategy formulation, strategy implementation, and strategy evaluation |
| D. | stratify assessment, strategy execution, and strategy evaluation |
| Answer» D. stratify assessment, strategy execution, and strategy evaluation | |
| 677. |
*/*_Which of the following statements best describes scenario planning?? |
| A. | Exploring future possibilities by looking at potential outcomes from particular causes and seeking to explain why things might occur |
| B. | Considering three likely scenarios for future developments, and devising a strategy according to the likeliest outcome |
| C. | Helping managers come to terms with the threats and opportunities within the company by devising a possible scenario to eliminate the threats and capitalize on the opportunities |
| D. | Planning the best way to secure the scenario outcome that would benefit the company most |
| Answer» B. Considering three likely scenarios for future developments, and devising a strategy according to the likeliest outcome | |
| 678. |
*/*_Which one of the following is not one of the elements of strategic thinking described by Campbell and Alexander (1997)?? |
| A. | Organizational culture |
| B. | Outlining of competencies |
| C. | Future-gazing |
| D. | Organizational behavior |
| Answer» C. Future-gazing | |
| 679. |
*/*_Exports and imports apply mostly to which of the following?? |
| A. | services |
| B. | merchandise |
| C. | intellectual property |
| D. | licensing |
| Answer» C. intellectual property | |
| 680. |
*/*_International business has grown rapidly in recent decades for all the following reasons EXCEPT? |
| A. | rapid expansion of technology |
| B. | liberalization of governmental policies on cross-border movement of trade and resources |
| C. | development of institutions to support and facilitate international trade |
| D. | increased cost of labor in both the lesser-developed and developing countries |
| Answer» E. | |
| 681. |
*/*_To succeed, Ansoff (1987) demands that organizations become? |
| A. | more aggressive in terms of competitive strategies and entrepreneurialism or change orientation |
| B. | more aggressive in terms of competitive strategies |
| C. | more aggressive in terms of competitive strategies and in their pursuit of opportunities |
| D. | more aggressive in terms of competitive strategies and innovation |
| Answer» B. more aggressive in terms of competitive strategies | |
| 682. |
*/*_In which of the following scenarios is a joint venture likely to be more attractive than acquisition?? |
| A. | Horizontal integration |
| B. | Vertical integration |
| C. | New market entry |
| D. | Larger resource pool |
| Answer» B. Vertical integration | |
| 683. |
*/*_A joint venture can be defined as:? |
| A. | Two firms collaborate together on a specific project |
| B. | One firm licenses its intellectual property to another firm |
| C. | Two firms merge together |
| D. | Two firms come together to form a third, legally separate firm |
| Answer» E. | |
| 684. |
*/*_Which of the following statements is false? Formal strategic planning? |
| A. | implies determined actions for achieving objectives |
| B. | is a time consuming process |
| C. | should develop clear and rigid plans for the organization to implement |
| D. | is most applicable in stable environments |
| Answer» D. is most applicable in stable environments | |
| 685. |
*/*_Which type of strategies are of particular importance to global companies?? |
| A. | Corporate |
| B. | Functional |
| C. | Competitive |
| D. | Corporate and competitive |
| Answer» E. | |
| 686. |
*/*_Marketing current products with possible modifications and range increases is also known as what?? |
| A. | Retrenchment |
| B. | Market penetration |
| C. | Product development |
| D. | Market development |
| Answer» E. | |
| 687. |
*/*_Which of these is not an activity associated with restructuring?? |
| A. | Acquiring unrelated businesses |
| B. | Intervening in business processes |
| C. | Hoarding new businesses |
| D. | Value optimization |
| Answer» D. Value optimization | |
| 688. |
*/*_When are holding company structures are most useful?? |
| A. | For organizations in stable environments |
| B. | Where appropriate business unit splits exist |
| C. | For companies pursuing restructuring strategies |
| D. | For large, multinational companies |
| Answer» D. For large, multinational companies | |
| 689. |
*/*_Which of the following competencies relates to functionality?? |
| A. | Providing excellent quality which is recognized by customers |
| B. | Developing and introducing new processes for cost savings and speedier decision-making |
| C. | Manage 'green' issues to avoid crises or create competitive advantage |
| D. | Avoid business failures by becoming and staying crisis averse |
| Answer» C. Manage 'green' issues to avoid crises or create competitive advantage | |
| 690. |
*/*_A small company, with power concentrated in the hands of one central figure, tends to be what?? |
| A. | Centralized and formal |
| B. | Centralized and informal |
| C. | Decentralized and formal |
| D. | Decentralized and informal |
| Answer» C. Decentralized and formal | |
| 691. |
*/*_When a company is experiencing an economic recession this is a good time to do what?? |
| A. | Reduce costs and assets |
| B. | Refocus |
| C. | Simplify |
| D. | Invest |
| Answer» C. Simplify | |
| 692. |
%_Which of these is not an activity associated with restructuring?_% |
| A. | Acquiring unrelated businesses |
| B. | Intervening in business processes |
| C. | Hoarding new businesses |
| D. | Value optimization |
| Answer» D. Value optimization | |
| 693. |
%_Which of the following competencies relates to functionality?_% |
| A. | Providing excellent quality which is recognized by customers |
| B. | Developing and introducing new processes for cost savings and speedier decision-making |
| C. | Manage 'green' issues to avoid crises or create competitive advantage |
| D. | Avoid business failures by becoming and staying crisis averse |
| Answer» C. Manage 'green' issues to avoid crises or create competitive advantage | |
| 694. |
%_When a company is experiencing an economic recession this is a good time to do what?_% |
| A. | Reduce costs and assets |
| B. | Refocus |
| C. | Simplify |
| D. | Invest |
| Answer» C. Simplify | |
| 695. |
%_A small company, with power concentrated in the hands of one central figure, tends to be what?_% |
| A. | Centralized and formal |
| B. | Centralized and informal |
| C. | Decentralized and formal |
| D. | Decentralized and informal |
| Answer» C. Decentralized and formal | |
| 696. |
%_When are holding company structures are most useful?_% |
| A. | For organizations in stable environments |
| B. | Where appropriate business unit splits exist |
| C. | For companies pursuing restructuring strategies |
| D. | For large, multinational companies |
| Answer» D. For large, multinational companies | |
| 697. |
%_What are the decisions and actions that determine long-run performance of an organization?_% |
| A. | strategies |
| B. | missions |
| C. | goals |
| D. | opportunities |
| Answer» B. missions | |
| 698. |
%_Ansoff's growth vector matrix is used for_% |
| A. | analyzing the different strategic directions an organization can pursue |
| B. | analyzing the balance of the portfolio |
| C. | assessing whether the corporate parent is adding value |
| D. | assessing the market share of a business |
| Answer» B. analyzing the balance of the portfolio | |
| 699. |
%_In Porter's generic strategies model, a focus strategy involves_% |
| A. | selling a limited range of products |
| B. | selling to a narrow customer segment |
| C. | selling to one region only |
| D. | selling simple products that are cheap to produce |
| Answer» C. selling to one region only | |
| 700. |
%_Which one of the following would not be considered a functional strategy?_% |
| A. | Financial |
| B. | Marketing |
| C. | Product-market |
| D. | Operations |
| Answer» D. Operations | |