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.
| 151. |
What is meant by the term ‘Stakeholder’? |
| A. | A person who is not related with a business. |
| B. | A person who is related with a business. |
| C. | A person who owns a business. |
| D. | A person who purchases the shares of a business. |
| Answer» C. A person who owns a business. | |
| 152. |
Michael Porter has proposed generic strategies that provide a good startingpoint for strategic thinking. |
| A. | 3 |
| B. | 5 |
| C. | 4 |
| D. | 6 |
| Answer» B. 5 | |
| 153. |
The primary focus of strategic management is: |
| A. | strategic analysis |
| B. | the total organisation |
| C. | strategy formulation |
| D. | strategy implementation. |
| Answer» C. strategy formulation | |
| 154. |
Internal analysis enables a firm to determine what the firm: |
| A. | can do. |
| B. | should do. |
| C. | will do. |
| D. | might do. |
| Answer» B. should do. | |
| 155. |
Strategic management involves the , directing, and controlling of acompany’s strategy-related decisions and actions. |
| A. | Financing; marketing |
| B. | Planning; financing |
| C. | Planning; organizing |
| D. | Marketing; planning |
| Answer» D. Marketing; planning | |
| 156. |
------------ strategy occupies the highest level of strategic decision making and covers actionsdealing with the objective of the firm, acquisition and allocation of resources and coordination of strategies of various SBUs for optimal performance. |
| A. | SBU |
| B. | Corporate level |
| C. | Functional |
| D. | Operational |
| Answer» C. Functional | |
| 157. |
In , the company may seek new opportunities that have no relation with itscurrent technology, products, or markets. |
| A. | Concentric diversification |
| B. | Horizontal diversification |
| C. | Conglomerate diversification |
| D. | None of the above |
| Answer» D. None of the above | |
| 158. |
In the airline industry, frequent-flyer programs, ticket kiosks, and e-ticketing are all examples of capabilities that are |
| A. | rare. |
| B. | causally ambiguous. |
| C. | socially complex. |
| D. | valuable. |
| Answer» E. | |
| 159. |
The overall strategy which is comprehensive in nature and provides the basis forstrategic direction is known as---- |
| A. | Corporate strategy |
| B. | Grand strategy |
| C. | General strategy |
| D. | All of these |
| Answer» C. General strategy | |
| 160. |
Which of the following defines how each individual business unit will attempt toachieve its mission? |
| A. | Business strategy |
| B. | Corporate strategy |
| C. | Functional strategy |
| D. | National strategy |
| Answer» B. Corporate strategy | |
| 161. |
The strategic management process is: |
| A. | a set of activities that is guaranteed to prevent organizational failure. |
| B. | a process concerned with a firm's resources, capabilities, and competencies, but not the conditions in its external environment. |
| C. | a set of activities that to date have not been used successfully in the notfor-profit sector. |
| D. | a dynamic process involving the full set of commitments, decisions, and actions related to the firm. |
| Answer» E. | |
| 162. |
External assessment is performed in which of the strategic management phase? |
| A. | Strategy formulation stage |
| B. | Strategy implementation stage |
| C. | Strategy evaluation stage |
| D. | All of the given options |
| Answer» B. Strategy implementation stage | |
| 163. |
Select right order of intensive growth strategies: |
| A. | market-development strategy, market-penetration strategy, product development strategy |
| B. | Market-penetration strategy, market development strategy, product development strategy |
| C. | market-penetration strategy, product development strategy, market- development strategy |
| D. | None of the above |
| Answer» C. market-penetration strategy, product development strategy, market- development strategy | |
| 164. |
An integrated and coordinated set of commitments and actions designed to exploitcore competencies and gain a competitive advantage in a specific product market is a definition of: |
| A. | business strategy. |
| B. | core competencies. |
| C. | sustained competitive advantage. |
| D. | strategic mission. |
| Answer» B. core competencies. | |
| 165. |
Market development strategy focuses on |
| A. | Current products and new markets |
| B. | Current products and current markets |
| C. | New products and current markets |
| D. | New products and new markets |
| Answer» B. Current products and current markets | |
| 166. |
Long-term objectives should be all of the following except: |
| A. | measurable. |
| B. | continually changing. |
| C. | reasonable. |
| D. | challenging. |
| Answer» C. reasonable. | |
| 167. |
The comprises economic and social conditions, political priorities and technological developments, all of which must be anticipated, monitored, assessed and incorporated into the executive’s decision making. |
| A. | Internal environment |
| B. | Task environment |
| C. | Operating environment |
| D. | Societal environment |
| Answer» E. | |
| 168. |
is/are the source of a firm’s , which is/are the source of the firm’s |
| A. | Resources, capabilities, core competencies |
| B. | Capabilities, resources, core competencies |
| C. | Capabilities, resources, above average returns |
| D. | Core competencies, resources, competitive advantage |
| Answer» B. Capabilities, resources, core competencies | |
| 169. |
VMOST stands for------- |
| A. | Value, Money, Organisation, Sales, Target |
| B. | Vision, Mission, Objective, Strategy, Tactics |
| C. | Value, Mission, Objective, Strategy, Tactics |
| D. | Vision, Money, Objective, Strategy, Technology |
| Answer» C. Value, Mission, Objective, Strategy, Tactics | |
| 170. |
-------------is a favourable position a business holds in the market which results in morecustomers and profits. |
| A. | Competitive Advantage |
| B. | Core Competency |
| C. | Strength |
| D. | Any of the above |
| Answer» B. Core Competency | |
| 171. |
A differentiation strategy provides products that customers perceive as having: |
| A. | acceptable features. |
| B. | features of little value relative to the value provided by the low-cost leader's product. |
| C. | features for which the customer will pay a low price. |
| D. | features that are non-standardized for which they are willing to pay a premium. |
| Answer» E. | |
| 172. |
Which of the following is/are component/s of ‘Four Corner Analysis’? |
| A. | future goals |
| B. | current strategy |
| C. | assumptions |
| D. | All of these |
| Answer» E. | |
| 173. |
An external analysis enables a firm to determine what the firm: |
| A. | can do. |
| B. | should do. |
| C. | will do. |
| D. | might do. |
| Answer» E. | |
| 174. |
In BCG Matrix, “BCG” stands for-------- |
| A. | Budgeted and Controlled Growth |
| B. | Basic Categorised Growth |
| C. | Boston Consultancy Group |
| D. | Bata Consultancy Group |
| Answer» D. Bata Consultancy Group | |
| 175. |
Which of the following is an element of a firm’s remote external environment? |
| A. | Competition |
| B. | Political agencies |
| C. | Suppliers |
| D. | Trade union |
| Answer» C. Suppliers | |
| 176. |
In , the company can develop new products that are technologically unrelatedto its current product line and still can appeal to its current customers. |
| A. | Concentric diversification |
| B. | Horizontal diversification |
| C. | Conglomerate diversification |
| D. | None of the above |
| Answer» C. Conglomerate diversification | |
| 177. |
Typically, how many strategic decision levels are in the corporate decision-makinghierarchy? |
| A. | 3 |
| B. | 4 |
| C. | could be more than 5 |
| D. | 2 |
| Answer» B. 4 | |
| 178. |
For strategic learning, the balanced scorecard supplies |
| A. | Two elements |
| B. | Three elements |
| C. | Four elements |
| D. | Five elements |
| Answer» D. Five elements | |
| 179. |
Which individuals are most responsible for the success and failure of an organization? |
| A. | Strategists |
| B. | Financial planners |
| C. | Personnel directors |
| D. | Stakeholders |
| Answer» B. Financial planners | |
| 180. |
The reasons for acquisition are |
| A. | Increased market power |
| B. | Increased diversification |
| C. | Increased speed to market |
| D. | All of the above |
| Answer» E. | |
| 181. |
Techniques used in environmental appraisal are |
| A. | single-variable extrapolation/multivariable interaction analysis |
| B. | Structured/ unstructured expert/inexpert opinion |
| C. | Dynamic modes and mapping |
| D. | All of the above |
| Answer» E. | |
| 182. |
The various organizational routines and processes that determine how efficiently andeffectively the organization transforms its inputs into outputs are called: |
| A. | strengths. |
| B. | core competencies. |
| C. | capabilities. |
| D. | customer value. |
| Answer» C. capabilities. | |
| 183. |
----------- is concerned with the determination of the basic long-term goals and theobjectives of an enterprise, and the adoption of courses of action and allocation of resources necessary for carrying out these goals. |
| A. | Policies framing |
| B. | Mission statement |
| C. | Target setting |
| D. | Strategic Management |
| Answer» E. | |
| 184. |
A cost leadership strategy provides goods or services with features that are: |
| A. | acceptable to customers. |
| B. | unique to the customer. |
| C. | highly valued by the customer. |
| D. | able to meet unique needs of the customer |
| Answer» B. unique to the customer. | |
| 185. |
Social responsibility is a critical consideration for a company’s strategic decision makers since |
| A. | Stockholders demand it |
| B. | The mission statement must express how the company intends to contribute to the societies that sustain it |
| C. | It increases a company’s profits |
| D. | It helps make decisions |
| Answer» C. It increases a company’s profits | |
| 186. |
Opportunities to achieve further growth within current businesses are: |
| A. | Intensive Opportunities |
| B. | Integrative Opportunities |
| C. | Diversification Opportunities |
| D. | None of the above |
| Answer» B. Integrative Opportunities | |
| 187. |
Which of these is the cornerstone of effective strategy evaluation? |
| A. | Adequate and timely feedback |
| B. | Quality and quantity of managers |
| C. | Smaller ratio of top- to lower-level management |
| D. | Evaluation preceding implementation stage |
| Answer» B. Quality and quantity of managers | |
| 188. |
Which of the following is retrenchment strategy? |
| A. | Turn around |
| B. | Divestiture |
| C. | Liquidation |
| D. | All of these |
| Answer» E. | |
| 189. |
Harvest strategy is used for |
| A. | Dogs |
| B. | Question marks |
| C. | Cash cow |
| D. | both ‘A’ and ‘B’ |
| Answer» E. | |
| 190. |
Large-scale, future-oriented plans, for interacting with the competitive environment to achieve company objectives refers to its |
| A. | Strategy |
| B. | Goals |
| C. | Competitive analysis |
| D. | Dynamic policies |
| Answer» B. Goals | |
| 191. |
Strategic decisions ostensibly commit the firm for |
| A. | 1 -2 years |
| B. | The short term |
| C. | one years |
| D. | A long time, typically five years |
| Answer» E. | |
| 192. |
Organizing means an identifiable group of people contributing their efforts towards the attainment of same goal. It is important at the time of: |
| A. | Environmental scanning |
| B. | Strategy formulation |
| C. | Strategy Implementation |
| D. | Strategy evaluation |
| Answer» D. Strategy evaluation | |
| 193. |
Strategic decisions are based on what managers , rather than on what they |
| A. | Know; forecast |
| B. | React to; anticipate |
| C. | Forecast; know |
| D. | Compromise with; analyse |
| Answer» D. Compromise with; analyse | |
| 194. |
The functional level strategy of marketing function is divided into various operating levelssuch as marketing research, sales promotion, etc. these types of strategies are called. |
| A. | Business strategy |
| B. | Corporate strategy |
| C. | Functional strategy |
| D. | Operational strategy |
| Answer» E. | |
| 195. |
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» C. It helps orientate management decisions to relevant environmental conditions | |
| 196. |
The task of strategy choice involves: |
| A. | developing plans and activities which will improve the organisation’s performance and competitive position |
| B. | determining how the organisation can be more market and efficiency oriented |
| C. | monitoring whether the organisation is achieving good financial performance |
| D. | keeping the organisation free of debt |
| Answer» B. determining how the organisation can be more market and efficiency oriented | |
| 197. |
A target market definition tends to focus on selling a product or service to a |
| A. | Current market |
| B. | Potential market |
| C. | Both a & b |
| D. | None of the above |
| Answer» B. Potential market | |
| 198. |
Which of the following is NOT an assumption of the Industrial Organization, or I/O,model? |
| A. | Organizational decision makers are rational and committed to acting in the firm's best interests. |
| B. | Resources to implement strategies are not highly mobile across firms. |
| C. | The external environment is assumed to impose pressures and constraints that determine the strategies that result in superior performance. |
| D. | Firms in given industries, or given industry segments, are assumed to control similar strategically relevant resources. |
| Answer» E. | |
| 199. |
It refers to formal and informal rules, regulations and procedures thatcomplement the company structure |
| A. | Strategy |
| B. | Systems |
| C. | Environment |
| D. | All of the above |
| Answer» C. Environment | |
| 200. |
The purpose of identifying company's strategic business unit is: |
| A. | Developing separate strategies |
| B. | Assign appropriate funding |
| C. | Both a & b |
| D. | All of above are false |
| Answer» D. All of above are false | |