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.
| 401. |
Which of the following is not a way in which organizations can behave more ethically and socially responsibly? |
| A. | y avoiding discrimination and improving working conditions |
| B. | y lowering prices to their targeted market, to stimulate demand and increasing profit by increases in productivity to meet customer demands |
| C. | y ensuring product safety |
| D. | y avoiding pollution and safely disposing of waste |
| Answer» C. y ensuring product safety | |
| 402. |
Which of the following does Campbell (1989) suggest to be a dimension of valuable mission statements? |
| A. | ifferentiates the business from competitors |
| B. | tates the objectives of the organization |
| C. | eaningful and relevant to stakeholders |
| D. | tates the values of the organization |
| Answer» E. | |
| 403. |
What are the decisions and actions that determine long-run performance of an organization? |
| A. | trategies |
| B. | issions |
| C. | oals |
| D. | pportunities |
| Answer» B. issions | |
| 404. |
Which of the following would you not expect to see in a vision statement? |
| A. | escriptions of desirable future situations |
| B. | otivational terminology |
| C. | ocus on the values to which the organization is committed |
| D. | hat the organization seeks to do to reach desirable future states |
| Answer» E. | |
| 405. |
Which of these questions is not addressed by an effective business model? |
| A. | hat do customers value today? |
| B. | ho are our customers? |
| C. | hat does the organization produce? |
| D. | one of the aboveAll are essential questions for effective business models |
| Answer» E. | |
| 406. |
______ and ______ are outcomes from a study of the external environment |
| A. | hreats and Weaknesses |
| B. | trengths and Weaknesses |
| C. | eights and Measures |
| D. | pportunities and Threats |
| Answer» E. | |
| 407. |
Which one of the following is not an aspect of the MOST analysis |
| A. | ission |
| B. | trategies |
| C. | actics |
| D. | rganization |
| Answer» E. | |
| 408. |
Why is strategic management important? |
| A. | t has little impact on organizational performance |
| B. | t is involved in many of the decisions that managers make |
| C. | ost organizations do not change |
| D. | rganizations are composed of similar divisions and functions |
| Answer» C. ost organizations do not change | |
| 409. |
Which one of the following is not a form of non-price competition? |
| A. | randing |
| B. | nnovation |
| C. | dvertising |
| D. | oneAll of the above increase non-price competition |
| Answer» E. | |
| 410. |
The merging of analysis of internal and external factors influencing the organizations strategy is known as |
| A. | omplete studies |
| B. | rganizational behavior and theory |
| C. | efinitional analysis |
| D. | WOT analysis |
| Answer» E. | |
| 411. |
An example of a core competency of a firm is |
| A. | he corporate reputation |
| B. | ommunicating with customers in their own languages worldwide |
| C. | eveloping least squared exemptions within its accounting system |
| D. | valuating tangible and intangible assets |
| Answer» C. eveloping least squared exemptions within its accounting system | |
| 412. |
Which one of the following is not a future pattern identified by Courtney et al. (1997) |
| A. | limited and definable number of discrete alternatives which can be evaluated and judged by strategic managers |
| B. | limited and definable number of alternatives which cannot be evaluated nor judged with any great certainty |
| C. | limited but undefinable number of discrete alternatives which can be evaluated and judged |
| D. | limited but undefinable number of discrete alternatives that cannot be evaluated nor judged at all |
| Answer» B. limited and definable number of alternatives which cannot be evaluated nor judged with any great certainty | |
| 413. |
_______ are the organizations major value creating skills, capabilities and resources that determine the organizations competitive weapons |
| A. | trengths |
| B. | pportunities |
| C. | ore competencies |
| D. | eaknesses |
| Answer» D. eaknesses | |
| 414. |
Which of the following is not a recognized area of opportunity for developing synergy? |
| A. | unctional |
| B. | rocessual |
| C. | trategic |
| D. | anagerial |
| Answer» C. trategic | |
| 415. |
_________ strategy determines what businesses an organization should be in |
| A. | usiness |
| B. | rganizational |
| C. | perational |
| D. | orporate |
| Answer» E. | |
| 416. |
Which of the following is not an element of strategic thinking? |
| A. | udge what strategic changes to make |
| B. | ealize what needs to change |
| C. | nderstanding current strategic positions |
| D. | anage organizational resources and competencies |
| Answer» E. | |
| 417. |
Middle level managers typically are responsible for ___________ strategies |
| A. | usiness |
| B. | rganizational |
| C. | perational |
| D. | orporate |
| Answer» B. rganizational | |
| 418. |
What is Kelloggs main challenge for the future: |
| A. | o 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. | o create new products for a market that is both growing and declining according to geography |
| C. | o create new products for a market that has the same tastes, whilst generating enough cash to advertise and launch new products |
| D. | o not become adversely affected by increased competition again and adapt to changing customer tastes |
| Answer» B. o create new products for a market that is both growing and declining according to geography | |
| 419. |
What is synergy? |
| A. | hen the organization is providing a product to the customer that perfectly suits their requirements |
| B. | hen the parts of an organization are combined and managed in such a way that the drawbacks exceed those which would result if the parts were operating separately |
| C. | hen the parts of an organization are combined and managed in such a way that the benefits exceed those which would result if the parts were operating separately |
| D. | hen the parts of an organization are combined and managed in such a way to reduce costs |
| Answer» D. hen the parts of an organization are combined and managed in such a way to reduce costs | |
| 420. |
A stability strategy is particularly appropriate when |
| A. | he firm is facing rapid growth opportunities |
| B. | he industry is in a state of rapid upheaval |
| C. | n organization is not meeting its goals |
| D. | n organizations performance is declining |
| Answer» C. n organization is not meeting its goals | |
| 421. |
An organization that is diversifying its product line is exhibiting what type of growth strategy? |
| A. | tability |
| B. | etrenchment |
| C. | rowth |
| D. | aintenance |
| Answer» D. aintenance | |
| 422. |
Which of these is a characteristic of soft human resource management? |
| A. | anagers are responsible for employees |
| B. | eams provide increased productivity |
| C. | anagers are responsible for deploying employees |
| D. | cientific management principles and systems should be used to deal with employees |
| Answer» C. anagers are responsible for deploying employees | |
| 423. |
Strategic mission |
| A. | s a statement of a firms unique purpose and scope of operations |
| B. | s an internally-focused affirmation of the organization's societal and ethical goals |
| C. | oes not limit the firm by specifying the industry in which the firm intends to compete |
| D. | s developed by a firm before the firm develops its strategic intent |
| Answer» B. s an internally-focused affirmation of the organization's societal and ethical goals | |
| 424. |
Hard human resource management assumes which of the following? |
| A. | mployees are more productive when they are better informed |
| B. | mployees are more productive if they are committed to the organization |
| C. | mployees are resources to be used effectively in the search for competitive advantage |
| D. | mployees have to be trusted to make correct decisions |
| Answer» D. mployees have to be trusted to make correct decisions | |
| 425. |
Organizations require good people with appropriate skills and abilities to work together effectively to be successful. Which of the following characteristics is not seen as critical for this? |
| A. | ompetent |
| B. | ommitted |
| C. | ost-effective |
| D. | apable |
| Answer» E. | |
| 426. |
A young industry that is beginning to form is considered to be in __________ stage |
| A. | ntroduction |
| B. | rowth |
| C. | hakeout |
| D. | aturity |
| Answer» B. rowth | |
| 427. |
Which of the following is not one of the three elements of strategy creation? |
| A. | ales |
| B. | nnovation |
| C. | lanning |
| D. | eadership |
| Answer» B. nnovation | |
| 428. |
In business, __________ generally refers to the fight for market share which serves the same basic customer needs |
| A. | ompetition |
| B. | omposition |
| C. | ivalry |
| D. | one of the above |
| Answer» B. omposition | |
| 429. |
Strategy creation involves three strands. Which of the following is not one of the three stands? |
| A. | lanning |
| B. | ision |
| C. | ntrepreneurship |
| D. | mergent strategies |
| Answer» D. mergent strategies | |
| 430. |
According to Press (1990), what are the four discrete philosophies upon which an organization's culture can be based? |
| A. | he resource focus, the product focus, the shareholder focus and the people focus |
| B. | he product focus, the shareholder focus, the people focus and the market focus |
| C. | he resource focus, the shareholder focus, the people focus and the market focus |
| D. | he shareholder focus, the people focus, the product focus and the market focus |
| Answer» D. he shareholder focus, the people focus, the product focus and the market focus | |
| 431. |
__________ is identifying opportunities and threats affecting their business |
| A. | rganizational analysis |
| B. | nvironmental analysis |
| C. | ndustry analysis |
| D. | ompetitive analysis |
| Answer» C. ndustry analysis | |
| 432. |
According to Sir Allen Shepherd what is the task of corporate leadership? |
| A. | o apply energy and judgement to the corporate culture to ensure its relevance |
| B. | o apply energy and judgement to the corporate culture to ensure its stability |
| C. | o apply energy and judgement to the corporate culture to ensure its continuity |
| D. | o apply energy and judgement to the corporate culture to ensure its productivity |
| Answer» B. o apply energy and judgement to the corporate culture to ensure its stability | |
| 433. |
________ are external forces affecting organizations |
| A. | echnological forces |
| B. | olitical forces |
| C. | conomic forces |
| D. | ll of the above |
| Answer» E. | |
| 434. |
What form of strategy formation would be expected to be found in Defender organizations? |
| A. | ormal planning |
| B. | isionary |
| C. | daptive |
| D. | ncremental |
| Answer» B. isionary | |
| 435. |
_____________ involves the development of projections about the direction, scope, speed and intensity of environmental change |
| A. | nvironmental scanning |
| B. | nvironmental monitoring |
| C. | ompetitive intelligence |
| D. | nvironmental forecasting |
| Answer» E. | |
| 436. |
Kets de Vries (1996) suggested strategic leaders have two key roles to play. Which two roles are they? |
| A. | ransformational and Effective |
| B. | harismatic and Effective |
| C. | ransformational and Charismatic |
| D. | harismatic and Architectural |
| Answer» E. | |
| 437. |
___________ involves surveillance of a firm's external environment to predict environmental changes to come and detect changes already under way |
| A. | nvironmental scanning |
| B. | nvironmental monitoring |
| C. | ompetitive intelligence |
| D. | nvironmental forecasting |
| Answer» B. nvironmental monitoring | |
| 438. |
What is an incremental strategy? |
| A. | ne that is formalized from the beginning and adhered to along the way exactly |
| B. | ne that evolves according to past experiences and changing circumstances |
| C. | ne that is formalized, but is slightly flexible if necessary |
| D. | ne that has the potential to open up new opportunities along the way which can be incorporated into the long term strategy |
| Answer» C. ne that is formalized, but is slightly flexible if necessary | |
| 439. |
The five forces model developed by ________ has been the most commonly used analytical tool for examining competitive environment |
| A. | ichnal EPorter |
| B. | ewis Charter |
| C. | arrywell |
| D. | chwiz |
| Answer» B. ewis Charter | |
| 440. |
Explosive growth cannot be maintained indefinitely. Sooner or later, the rate of growth slow and the industry enters the |
| A. | mbroynic stage |
| B. | rowth stage |
| C. | hakeout stage |
| D. | aturity stage |
| Answer» D. aturity stage | |
| 441. |
What must the strategic visionary leader avoid in order to ensure the prolonged success of a strategy? |
| A. | ecoming blinkered by the success of one strategy to the detriment of others |
| B. | epending too heavily on colleagues |
| C. | ecoming too ambitious |
| D. | eing adaptable |
| Answer» B. epending too heavily on colleagues | |
| 442. |
Innovation and quality can be seen as which form of management? |
| A. | arketing management |
| B. | inancial management |
| C. | perations management |
| D. | uman resource management |
| Answer» D. uman resource management | |
| 443. |
Which one of the following criteria does not provide a means to assess strategic resources? |
| A. | ustainability |
| B. | carcity |
| C. | nimtability |
| D. | ynergy |
| Answer» E. | |
| 444. |
As indicated in the strategic-management model, a clear _______ is needed before alternate strategies can be formulated and implemented. |
| A. | ong-term objective |
| B. | hort-term objective |
| C. | olicy |
| D. | ission statement |
| Answer» E. | |
| 445. |
What is the key variable in executing visionary strategy creation at the competitive strategy level? |
| A. | eizing the opportunities presented |
| B. | ormalized planning |
| C. | nnovation |
| D. | earning |
| Answer» D. earning | |
| 446. |
In military analogy, what is the outcome if in strategy creation the organization has both capability and intent? |
| A. | apacity |
| B. | redibility |
| C. | mergent strategy |
| D. | ntended strategy |
| Answer» C. mergent strategy | |
| 447. |
__________ refers to the ability of buyers to bargain down prices charged by firms in the industry or driving up the costs of the firm by demanding better product quality and service |
| A. | argaining power of suppliers |
| B. | hreats of new entrants |
| C. | argaining power of buyers |
| D. | hreat of substitute products |
| Answer» D. hreat of substitute products | |
| 448. |
The first of Porters Five Forces model is the |
| A. | ntensity of rivalry among industry competitors |
| B. | hreats of new entrants |
| C. | argaining power of suppliers |
| D. | argaining power of buyers |
| Answer» C. argaining power of suppliers | |
| 449. |
Information is defined by Lucas (1976) as |
| A. | ome tangible or intangible entity that creates certainty about a state or event |
| B. | ome tangible or intangible entity that reduces uncertainty about a state or event |
| C. | ome tangible or intangible entity that leads to understanding |
| D. | ome tangible or intangible entity that leads to knowledge |
| Answer» C. ome tangible or intangible entity that leads to understanding | |
| 450. |
In the process of developing a mission statement, it is important to involve |
| A. | s few managers as possible |
| B. | s many managers as possible |
| C. | pper-level management only |
| D. | ower-level management only |
| Answer» C. pper-level management only | |