Question # 1 of 20 ( Start time: 10:26:31 PM ) Total Marks: 1 Following are t e e!

am"les of t e se#tors t at are more te# nologi#all$ oriente% &'(&PT: Sele#t #orre#t o"tion: Te!tile P arma#euti#al Tele#ommuni#ations Beverages Question # 2 of 20 ( Start time: 10:2):1* PM ) Total Marks: 1 +ll of t e following woul% re"resent "ossi,le t reats to t e +-( (om"an$ &'(&PT w i# one of t e following. Sele#t #orre#t o"tion: &ntran#e of new #om"etitors Improved buyer or supplier relationships /ew or re0ise% regulations Slow in%ustr$1market growt Question # 3 of 20 ( Start time: 10:2):*0 PM ) Total Marks: 1 2""ortunit$ anal$sis is one of t e ,asi# fun#tions of w i# one of t e following. Sele#t #orre#t o"tion: (om"uter information s$stems Marketing Pro%u#tion1o"erations 3esear# an% %e0elo"ment Question # * of 20 ( Start time: 10:24:04 PM ) Total Marks: 1 5 i# of t e following refers to %etermining t e ,est #a"ital stru#ture for t e #om"an$. Sele#t #orre#t o"tion: 3estru#turing %e#isions Financing decisions

Strategi# %e#ision 6n0estment %e#ision The financing decision concerns determining the best capital structure Question # 7 of 20 ( Start time: 10:24:24 PM ) Total Marks: 1 5 i# of t e following is not a "itfall an organi8ation s oul% a0oi% in strategi# "lanning. Sele#t #orre#t o"tion: Failing to in0ol0e ke$ em"lo$ees in all " ases of "lanning Involving all managers rather than delegating planning to a planner To" managers not a#ti0el$ su""orting t e strategi# "lanning "ro#ess 9oing strategi# "lanning onl$ to satisf$ a##re%itation or regulator$ re:uirements PART IX ( !"##$ Question # 6 of 20 ( Start time: 10:24:73 PM ) Total Marks: 1 5 i# of t e following is not a ke$ :uestion t at #an re0eal internal strengt s an% weaknesses of t e marketing %e"artment. Sele#t #orre#t o"tion: 9oes t e firm a0e an effe#ti0e sales organi8ation. +re markets segmente% effe#ti0el$. +re t e firm;s "ro%u#ts an% ser0i#es "ri#e% a""ro"riatel$. %oes the &irm have good li uidity' Question # ) of 20 ( Start time: 10:2<:16 PM ) Total Marks: 1 5 i# of t e following i%entifie% t at =strategi# management en#ourages forwar% t inking> fa0ora,le attitu%es towar%s # ange an% %is#i"line to t e management of ,usiness?. Sele#t #orre#t o"tion: @reele$ (reenly @reenle$ @reenwi# (reenly stated that strategic management o&&ers the &ollo)ing bene&its* It encourages a &avorable attitude to)ard change+ "#+ It gives a degree o& discipline and &ormality to the management o& a business Question # 4 of 20 ( Start time: 10:2<:*) PM ) Total Marks: 1 &t ni# ,alan#e is affe#te% %ue to w i# of t e following. Sele#t #orre#t o"tion: ( ange in et ni# 0alues +wareness of et ni# norms

Migration o& the people to)ards di&&erent areas 6ntro%u#tion of new laws relating to et ni#it$ ,thnic balance changes due to the migration o& the people &rom di&&erent areas to di&&erent areas+ Question # < of 20 ( Start time: 10:30:1* PM ) Total Marks: 1 9ifferent t$"es of #onsumers are #reate% %ue to new tren%s> w i# in turn re:uire w i# t$"e of "ro%u#ts. Sele#t #orre#t o"tion: 9ifferent "ro%u#ts 9ifferent ser0i#es 9ifferent strategies All o& the given options -e) trends are creating a di&&erent type o& consumer and. conse uently. a need &or di&&erent products. di&&erent services. and di&&erent strategies+ Question # 10 of 20 ( Start time: 10:30:36 PM ) Total Marks: 1 5 i# of t e following is an e!am"le of a narrow mission. Sele#t #orre#t o"tion: /e sell packaged pineapples T e firm %eals in ,e0erages Stationer$ is our "ro%u#t (om"an$ manufa#tures foo% items Question # 11 of 20 ( Start time: 10:30:7* PM ) Total Marks: 1 +ll of t e following are fun#tional su""ort roles of Management 6nformation S$stem &'(&PT: Sele#t #orre#t o"tion: 3e#or%ing an% storing a##ounting re#or%s 3e#or%ing an% storing in0entor$ %ata 3e#or%ing an% storing ,usiness intelligen#e %ata The enhanced ability to e0plore 1)hat i&1 (2andout page 34 Question # 12 of 20 ( Start time: 10:31:1* PM ) Total Marks: 1 -a#kwar% integration is effe#ti0e in all of t e following situations &'(&PT: Sele#t #orre#t o"tion: 5 en an organi8ation #om"etes in an in%ustr$ t at is growing ra"i%l$ 5 en an organi8ation nee%s to a#:uire a nee%e% resour#e :ui#kl$ /hen the advantage o& stable prices are not important 5 en "resent su""liers a0e ig "rofit margins http*55)))+icmap+com+pk5 p6s7k0589:s;84:mabs6sans+pd& Question # 13 of 20 ( Start time: 10:31:*3 PM ) Total Marks: 1

Politi#al 0aria,les a0e a signifi#ant effe#t on w i# one of t e following. Sele#t #orre#t o"tion: Formulation and implementation o& strategy Formulation an% &0aluation of a strateg$ 6m"lementation an% e0aluation of a strateg$ Formulation> im"lementation an% e0aluation of a strateg$ Impact o& political variables Formulation o& <trategies Implementation o& <trategies Question # 1* of 20 ( Start time: 10:32:0) PM ) Total Marks: 1 5 i# of t e following is /2T a #om"onent of e!ternal en0ironment anal$sis. Sele#t #orre#t o"tion: (ustomer satisfa#tion fee%,a#k @lo,al im"a#ts =egal issues )ithin the industry (om"etiti0e "osition of ri0al #om"anies Question # 17 of 20 ( Start time: 10:32:23 PM ) Total Marks: 1 5 i# of t e following is t e first ste" in t e #ontrolling fun#tion of management. Sele#t #orre#t o"tion: Take #orre#ti0e a#tions 3estri#t ,reaks em"lo$ees take &0aluate e!"ense re"orts ,stablish per&ormance standards >ontrolling consists o& &our basic steps* "+ ,stablishing per&ormance standards 7+ Measuring individual and organi?ational per&ormance 4+ >omparing actual per&ormance to planned per&ormance standards #+ Taking corrective actions Question # 16 of 20 ( Start time: 10:32:*2 PM ) Total Marks: 1 Test marketing is #ommonl$ a""lie% ,$ w i# of t e following #om"anies. Sele#t #orre#t o"tion: 6n%ustrial goo%s #om"anies >onsumer goods companies Pu,li# se#tor #om"anies Pri0ate se#tor #om"anies Test marketing is used more &re uently by consumer goods companies than by industrial goods companies+

Question # 1) of 20 ( Start time: 10:33:01 PM ) Total Marks: 1 5 en t e ( ief &!e#uti0e of a # ain of " arma#ies %e#i%e% to sell off or #lose some of t e lo#ations t at were not "rofita,le> e was "erforming w i# of t e management fun#tion. Sele#t #orre#t o"tion: Aea%ing Planning >ontrolling 2rgani8ing Question # 14 of 20 ( Start time: 10:33:2< PM ) Total Marks: 1 Strategi# management integrates all of t e following areas &'(&PT: Sele#t #orre#t o"tion: Management Marketing 3esear# an% %e0elo"ment 2uman resource management <trategic Management*Route to <uccess It integrates* Marketing. Management Finance. Research @ %evelopment Question # 1< of 20 ( Start time: 10:33:76 PM ) Total Marks: 1 5 i# of t e following is ,est i%entifie% as a statement t at "resents =a firmBs ,ig "i#ture statement> %es#ri,ing a %esire% en%Cstate> general in s#o"e> an% not restri#ti0e?. Sele#t #orre#t o"tion: (or"orate " iloso" $ statement (om"an$ #ree% Aision statement Mission statement A vision statement is sometimes called a picture o& your company in the &uture but itBs so much more than that+ Question # 20 of 20 ( Start time: 10:3*:24 PM ) Total Marks: 1 5 i# of t e following is not a strateg$Cim"lementation a#ti0it$. Sele#t #orre#t o"tion: =ong term goals and obCectives 9e0elo"ing strateg$ su""orti0e #ulture 3e%ire#ting marketing efforts 9e0elo"ing an% utili8ing information s$stem http*55)))+icmap+com+pk5 p6s7k0589:s;84:mabs6sans+pd& Question # 1 of 20 ( Start time: 10:3<:24 PM ) Total Marks: 1 6n w i# of t e following " ase of strategi# management> annual o,De#ti0es are es"e#iall$ im"ortant.

Sele#t #orre#t o"tion: Formulation &0aluation Implementation Management E <trategy Implementation * Policies . Annual DbCectives. Resource Allocation E ,mployee Motivation Question # 2 of 20 ( Start time: 10:3<:*7 PM ) Total Marks: 1 5 i# of t e following arise w en a #om"an$ #an take a%0antage of #on%itions in its en0ironment to formulate an% im"lement strategies t at ena,le it to ,e#ome more "rofita,le. Sele#t #orre#t o"tion: Strengt s Dpportunities 5eaknesses T reats http*55)))+drugs)ell+com5)ino)5E)ino)BestF78-otesF78o& F78<trategy54;G"38;9:Best:-otes:o&:<trategy+htm Question # 3 of 20 ( Start time: 10:*0:04 PM ) Total Marks: 1 =+ @oo% mission statement i%entifies t e utilit$ of a firmBs "ro%u#ts to its #ustomers?F w i# of t e following re"resents t is statement. Sele#t #orre#t o"tion: 2rgani8ation;s " iloso" $ >ustomer orientation So#ial "oli#$ 9e#laration of attitu%e (2andout page 7#$ Question # * of 20 ( Start time: 10:*0:32 PM ) Total Marks: 1 T e "ur"ose of an e!ternal au%it is to "re"are a list of w i# of t e following. Sele#t #orre#t o"tion: 2""ortunities an% weaknesses T reats an% strengt s Dpportunities and threats Strengt s an% weaknesses An e0ternal audit reveals key opportunities and threats con&ronting an organi?ation

Question # 7 of 20 ( Start time: 10:*0:72 PM ) Total Marks: 1 5 i# management fun#tion in#lu%es ,reaking tasks into Do,s> #om,ining Do,s to form %e"artments an% %elegating aut orit$. Sele#t #orre#t o"tion: Moti0ating Staffing Drgani?ing Planning (2andout page 9;$ Question # 6 of 20 ( Start time: 10:*1:1< PM ) Total Marks: 1 6ntegration strategies are sometimes #olle#ti0el$ referre% to as w i# of t ese strategies. Sele#t #orre#t o"tion: Gori8ontal integration Forwar% integration Gierar# i#al integration Aertical integration For)ard integration. back)ard integration. and hori?ontal integration are sometimes collectively re&erred to as vertical integration strategies Question # ) of 20 ( Start time: 10:*1:3) PM ) Total Marks: 1 5 i# of t e following are %e0elo"e% in strateg$ im"lementation " ase of strategi# management. Sele#t #orre#t o"tion: Hision an% mission Annual obCectives Strengt s an% weaknesses 2""ortunities an% t reats Question # 4 of 20 ( Start time: 10:*1:73 PM ) Total Marks: 1 &!ternal assessment is "erforme% in w i# of t e strategi# management " ase. Sele#t #orre#t o"tion: Strateg$ formulation stage Strateg$ im"lementation stage <trategy evaluation stage +ll of t e gi0en o"tions <trategy ,valuation Fundamental Activities* E Internal assessment E ,0ternal assessment E Measuring per&ormance E Remedial measurers5Fine tuning

Question # < of 20 ( Start time: 10:*2:04 PM ) Total Marks: 1 5 i# of t ese strategies is effe#ti0e w en t e num,er of su""liers is small an% t e num,er of #om"etitors is large. Sele#t #orre#t o"tion: (onglomerate %i0ersifi#ation Forwar% integration Back)ard integration Gori8ontal %i0ersifi#ation Question # 10 of 20 ( Start time: 10:*2:** PM ) Total Marks: 1 =+ %esire% future state t at t e organi8ation attem"ts to reali8e?I 6%entif$ t e term rele0ant to t e gi0en statementI Sele#t #orre#t o"tion: (oal Strateg$ Poli#$ Pro#e%ure http*55)))+slideshare+net5gar6dev5organi?ational:planning:goal:setting Question # 11 of 20 ( Start time: 10:*3:03 PM ) Total Marks: 1 6n t e "ro#ess of %e0elo"ing a mission statement> w i# of t e following is (233&(T. Sele#t #orre#t o"tion: To in0ol0e as few managers as "ossi,le To involve as many managers as possible To in0ol0e u""erCle0el management onl$ To in0ol0e t e ,oar% of %ire#tors onl$ http*55baehrisch+com5mediapool5H95H98G"G5data5<pring""6<tratMgt5Iu estions>h7+pd& Question # 12 of 20 ( Start time: 10:*3:2* PM ) Total Marks: 1 5 i# of t e follwoing are t e gui%elines of %e#ision making. Sele#t #orre#t o"tion: Aaws 3ules Policies @oals Policies are t e means ,$ w i# annual o,De#ti0es will ,e a# ie0e%I Poli#ies in#lu%e gui%elines Question # 17 of 20 ( Start time: 10:**:12 PM ) Total Marks: 1 5 i# of t e following ste" in t e strategi# %e0elo"ment "ro#ess in0ol0es mo,ili8ing em"lo$ees an% managers to "ut strategies into a#tion. Sele#t #orre#t o"tion:

Formulating strateg$ Strateg$ e0aluation Implementing strategy Strateg$ "lanning <trategy Implementation This is the action phase Question # 16 of 20 ( Start time: 10:**:30 PM ) Total Marks: 1 5 at a""ens to t e %eman% for %is#retionar$ goo%s w en interest rates rise. Sele#t #orre#t o"tion: 3ises %eclines 3emains t e same First rises t en %e#lines Interest rates rise. discretionary income declines. and the demand &or discretionary goods &alls Question # 14 of 20 ( Start time: 10:*7:1) PM ) Total Marks: 1 T e total weig te% s#ore of 6F& matri! %e0elo"e% for 'JK #or"oration is 3I7I 5 i# of t e following statement is T3L& a,out 'JK (or"oration in t e lig t of 6F& matri! total weig te% s#ore. Sele#t #orre#t o"tion: (or"oration as strong e!ternal "osition (or"oration as weak internal "osition >orporation has strong internal position (or"oration as weak e!ternal "osition Question # 1< of 20 ( Start time: 10:*7:*1 PM ) Total Marks: 1 6nternal anal$sis in0ol0es gat ering an% anal$8ing t e information a,out all areas of a firm &'P&(T: Sele#t #orre#t o"tion 3esear# an% %e0elo"ment Management information s$stem Marketing >ompetitors Question # 3 of 20 ( Start time: 10:71:2* PM ) Total Marks: 1 &sta,lis ing an% im"lementing wa$s of making t ings work is known as: Sele#t #orre#t o"tion: Planning Drgani?ing Aea%ing (ontrolling tt":11wwwItmsI#omIau1tms12C2#I tml

Question # * of 20 ( Start time: 10:71:*< PM ) Total Marks: 1 5 i# t$"e of tren% #an ,e e!em"lifie% ,$ t e in#rease in a0erage le0el of e%u#ation in a so#iet$. Sele#t #orre#t o"tion: <ocial &#onomi# (ultural Te# nologi#al Question # ) of 20 ( Start time: 10:72:*4 PM ) Total Marks: 1 5 i# statement is (233&(T a,out strategi#Cmanagement "ro#ess. Sele#t #orre#t o"tion: 6t o##urs on#e a $ear It is a continuous process 6t a""lies mostl$ to large ,usiness 6t a""lies mostl$ to small ,usinesses Question # 4 of 20 ( Start time: 10:73:1< PM ) Total Marks: 1 5 i# of t e following is t e ,enefit of strategi# management. Sele#t #orre#t o"tion: Fewer #om"le!es More #om"le! Aess stati# More pro&itable Question # < of 20 ( Start time: 10:73:36 PM ) Total Marks: 1 5 i# one of t e following %imensions is /2T a re#ommen%e% #om"onent of a mission statement. Sele#t #orre#t o"tion: SelfC#on#e"t Markets <trategies (ustomers Question # 10 of 20 ( Start time: 10:7*:00 PM ) Total Marks: 1 Aa#k of a##ess to ke$ %istri,ution # annel in%i#ates w i# of t e following. Sele#t #orre#t o"tion: Strengt /eakness 2""ortunit$ T reat Question # 11 of 20 ( Start time: 10:7*:20 PM ) Total Marks: 1 5 i# one of t e following is /2T a ,asi# mission of a #om"etiti0e intelligen#e "rogram.

Sele#t #orre#t o"tion: To "ro0i%e a general un%erstan%ing of an in%ustr$ To "ro0i%e a general un%erstan%ing of a #om"an$;s #om"etitors To identi&y industry e0ecutives )ho could be hired by the &irm To i%entif$ "otential mo0es a #om"etitor mig t make t at woul% en%anger a firm Question # 12 of 20 ( Start time: 10:7*:*7 PM ) Total Marks: 1 6n0estment %e#isions are also known as: Sele#t #orre#t o"tion: -usiness finan#e (a"ital stru#ture >apital budgeting 9i0i%en% "oli#$ Question # 13 of 20 ( Start time: 10:77:07 PM ) Total Marks: 1 GTMA stan%s for w i# of t e following. Sele#t #orre#t o"tion: G$,ri% te!t marku" language 2yperte0t Markup =anguage G$"er te!t manufa#ture language Gig l$ te# ni#al marku" language Question # 1* of 20 ( Start time: 10:77:21 PM ) Total Marks: 1 w i# t e amount of fun%s t at are retaine% in a firm #om"are% to t e amount "ai% out to sto#k ol%ers. Sele#t #orre#t o"tion: Finan#ing 6n0estment (a"ital %ividend Question # 17 of 20 ( Start time: 10:77:34 PM ) Total Marks: 1 +ssessment of #om"etiti0e ri0alr$ %oes /2T in#lu%e an un%erstan%ing of w i# of t e following. Sele#t #orre#t o"tion: Mergers an% a#:uisition in in%ustr$ Market growt rates &!it ,arriers an% o"erational effi#ien#$ of #om"etitor The management structure o& an organi?ation http*55)ps+pearsoned+co+uk5ema6uk6he6Cohnson6e0corpstrat6357;5;;335 "38G4H7+c)5content5inde0+html Question # 16 of 20 ( Start time: 10:77:7) PM ) Total Marks: 1 &ffe#ti0e mission statements %on;t a0e one of t e following features:

Sele#t #orre#t o"tion: @enerate range of feasi,le strategi# alternati0es 3e#on#ile interests among %i0erse stake ol%ers /hat does the &irm )ant to become (P!"3$ Pro0i%e #riteria for sele#ting strategies Question # 1) of 20 ( Start time: 10:76:16 PM ) Total Marks: 1 6%entif$ t e stages of strategi# management "ro#ess in a "re#ise se:uen#eI Sele#t #orre#t o"tion: Strateg$ e0aluation> strateg$ formulation M strateg$ im"lementation Strateg$ e0aluation> strateg$ im"lementation M strateg$ formulation <trategy &ormulation. strategy implementation @ strategy evaluation Strateg$ im"lementation> strateg$ e0aluation M strateg$ formulation Question # 14 of 20 ( Start time: 10:76:*3 PM ) Total Marks: 1 5 i# #om"onent of a mission statement a%%resses t e firm;s %istin#ti0e #om"eten#e or maDor #om"etiti0e a%0antage. Sele#t #orre#t o"tion: Te# nolog$ P iloso" $ (ustomers <el&:concept Question # 1< of 20 ( Start time: 10:7):0* PM ) Total Marks: 1 T e mission statement answers w i# of t e following :uestion. Sele#t #orre#t o"tion: /hat is our business' Gow #an we im"ro0e oursel0es. 5 at %o we want to ,e#ome. 5 o are our stake ol%ers. Question # 20 of 20 ( Start time: 10:7):14 PM ) Total Marks: 1 5 i# of t e following ,est %es#ri,es t is statementF =a S$stemati# an% et i#al "ro#ess for gat ering an% anal$8ing information a,out t e #om"etition;s a#ti0ities an% general ,usiness tren%s to furt er a ,usiness; own goals?. Sele#t #orre#t o"tion: &!ternal assessment 6n%ustr$ anal$sis >ompetitive intelligence program -usiness et i#s %avid >hapter 4

Question # 1 of 20 ( Start time: 11:01:24 PM ) Total Marks: 1 +ll of t e following are in#lu%e% in t e fi0e fun#tions of t e management "ro#ess &'(&PT: Sele#t #orre#t o"tion: Planning 2rgani8ing Aea%ing %elegating Question # 2 of 20 ( Start time: 11:01:72 PM ) Total Marks: 1 5 i# of t e following refers to t e ,elief relate% to o,De#ti0es setting t at Nt e future is la%en wit great un#ertaint$ an% t at if we tr$ an% %o not su##ee%> t en we o"e our se#on% (or t ir%) attem"t will su##ee%N. Sele#t #orre#t o"tion: Managing by hope Managing ,$ e!tra"olation Managing ,$ #risis Managing ,$ su,De#ti0es (2andout page 3G$ Question # 3 of 20 ( Start time: 11:02:16 PM ) Total Marks: 1 5 i# of t e following %ire#ts at %e0elo"ing new "ro%u#ts ,efore #om"etitors %o at im"ro0ing "ro%u#t :ualit$ or at im"ro0ing manufa#turing "ro#esses to re%u#e #osts. Sele#t #orre#t o"tion: Marketing 2""ortunit$ anal$sis Research and development Management (2andout page 3"$ Question # * of 20 ( Start time: 11:02:37 PM ) Total Marks: 1 +ll of t ese are "itfalls an organi8ation s oul% a0oi% in strategi# "lanning &'(&PT: Sele#t #orre#t o"tion: Jsing plans as a standard &or measuring per&ormance+ Lsing strategi# "lanning to gain #ontrol o0er %e#isions an% resour#es Failing to in0ol0e ke$ em"lo$ees in all " ases of "lanning -eing so formal in "lanning t at fle!i,ilit$ an% #reati0it$ are stifle% (2andout page "#$ Question # ) of 20 ( Start time: 11:03:2) PM ) Total Marks: 1 +ll of t e s"e#ifie% a""roa# es #oul% ,e use% to %etermine 3M9 ,u%get allo#ation &'(&PT:

Sele#t #orre#t o"tion: Finan#ing as man$ "roDe#ts as "ossi,le Lsing "er#entageCofCsales met o% Budgeting irrelative to competitors 9e#i%ing ow man$ su##essful new "ro%u#ts are nee%e% (2andout page 37$ Question # 10 of 20 ( Start time: 11:0*:20 PM ) Total Marks: 1 5 i# of t e followings %eals wit t e management of in"uts> transformations an% out"uts t at 0ar$ a#ross in%ustries an% markets. Sele#t #orre#t o"tion: Marketing Finan#e Dperations 9istri,ution Question # 11 of 20 ( Start time: 11:0*:3) PM ) Total Marks: 1 Total weig te% s#ores of 6F& matri! ,elow 2I7 # ara#teri8es an organi8ations as: Sele#t #orre#t o"tion: 2rgani8ation is e!ternall$ weak Drgani?ation is internally )eak 2rgani8ation is internall$ strong 2rgani8ation is e!ternall$ strong Question # 12 of 20 ( Start time: 11:0*:76 PM ) Total Marks: 1 +ll of t e following are t e ,roa% #ategories of &!ternal for#es &'(&PT: Sele#t #orre#t o"tion: &#onomi# for#es <ocioeconomic &orces Te# nologi#al for#es (om"etiti0e for#es Question # 13 of 20 ( Start time: 11:07:21 PM ) Total Marks: 1 9in Mo amma%> a farmer sells is #ro"s at t e lo#al market rat er t an to a %istri,ution #enterI T is a#tion of 9in Mo amma% #omes un%er w i# of t e following. Sele#t #orre#t o"tion: -a#kwar% integration Pro%u#t %e0elo"ment For)ard integration Gori8ontal integration http*55)))+investopedia+com5terms5&5&or)ardintegration+asp Question # 17 of 20 ( Start time: 11:06:02 PM ) Total Marks: 1

Te# nologi#al a%0an#ements #an #reate w i# of t e following a%0antage ,esi%es man$ ot er e!isting "owerful a%0antages for t e ,usinesses. Sele#t #orre#t o"tion: &#onomi# >ompetitive So#ial &n0ironmental Technological advancements can create ne) competitive advantages that are more po)er&ul than e0isting advantages+ Question # 16 of 20 ( Start time: 11:06:16 PM ) Total Marks: 1 5 i# one of t e following is /2T a ke$ e!ternal for#e. Sele#t #orre#t o"tion: So#ial res"onsi,ilit$ 28one re%u#tion >ompany management &nerg$ #onser0ation Question # 1) of 20 ( Start time: 11:06:3* PM ) Total Marks: 1 5 i# of t e following is /2T a # ara#teristi# of wellC#onstru#te% goals. Sele#t #orre#t o"tion: +%%ress im"ortant issues ,asy to remember Pre#ise an% measura,le ( allenging ,ut realisti# Question # 1< of 20 ( Start time: 11:0):0) PM ) Total Marks: 1 5 at is t e first ste" in t e #om"re ensi0e strategi#Cmanagement mo%el. Sele#t #orre#t o"tion: Performing e!ternal au%its %eveloping vision and mission statements Performing internal au%its Measuring an% e0aluating "erforman#e (2andout page 7G$ Question # 13 of 20 ( Start time: 07:*3:** PM ) Total Marks: 1 Strateg$ formulation stage in#lu%es all of t e following &'(&PT: Sele#t #orre#t o"tion: Hision an% mission Strengt an% weakness 2""ortunities an% t reats Annual obCectives Question # 20 of 20 ( Start time: 07:*6:00 PM ) Total Marks: 1

&!#lusi0e a##ess to ig gra%e natural resour#es is an e!am"le of w i# of t e following. Sele#t #orre#t o"tion: <trength 5eakness 2""ortunit$ T reat (2andout page H$ Question # 10 of 20 ( Start time: 07:72:*1 PM ) Total Marks: 1 5 i# of t e following en0ironment in#lu%es all t ose fa#tors w i# affe#t t e organi8ation an% itself affe#te% ,$ t e organi8ation. Sele#t #orre#t o"tion: &!ternal en0ironment So#ial en0ironment Task environment 6nternal en0ironment (2andout page H$ Question # ) of 20 ( Start time: 06:02:*0 PM ) Total Marks: 1 6ntuition is ,ase% on all of t e following fa#tors &'(&PT: Sele#t #orre#t o"tion: Past e!"erien#es Ou%gments Jncertainties Feelings Intuition rests on* Past e0periences : Kudgment : Feelings Question # 4 of 20 ( Start time: 06:03:0) PM ) Total Marks: 1 6n a%a"ting to # ange an organi8ation must monitor w i# of t e following. Sele#t #orre#t o"tion: 2ngoing "ro#esses 6nternal an% e!ternal e0ents Timel$ # anges All o& the given options (2andout page ;$ Question # 1* of 20 ( Start time: 06:0*:37 PM ) Total Marks: 1 +ll of t e following statements are true a,out a firm;s mission statement &'P&(T: Sele#t #orre#t o"tion: + mission statement %oes not %ire#tl$ #ontri,ute "ositi0el$ to finan#ial "erforman#eI + mission statement %ire#tl$ #ontri,utes "ositi0el$ to finan#ial "erforman#eI

A mission statement should not provide use&ul criteria &or selecting among alternative strategies+ Primar$ reason to %e0elo" a mission statement is not to attra#t t e #ustomers Question # < of 20 ( Start time: 06:0<:32 PM ) Total Marks: 1 5 i# of t e following statement is T3L& a,out a Hision statement of a #om"an$. Sele#t #orre#t o"tion: It concentrates on &uture 6t %efines t e #ustomers 6t i%entif$ #riti#al "ro#esses 6t informs a,out t e %esire% le0el of "erforman#e Question # 7 of 20 ( Start time: 06:20:71 PM ) Total Marks: 1 +ll of t e following fall un%er Pri#ing %e#isions &'(&PT: Sele#t #orre#t o"tion: 9is#ounts (re%it terms Marku"s %ealer relations (2andout page ;7$ Question # 7 of 20 ( Start time: 06:2):20 PM ) Total Marks: 1 Finan#ial ratios are el"ful in anal$8ing t e relations i" among w i# of t e following. Sele#t #orre#t o"tion: +ll assets an% lia,ilities Profits an% #osts All &unctional areas o& business Sales an% "rofita,ilit$ Question # 1* of 20 ( Start time: 03:32:12 PM ) Total Marks: 1 + s$stem of se0eral rites #onne#te% wit a single o##asion or e0ent is known as: Sele#t #orre#t o"tion: M$t >eremonial Saga Aegen% >eremonial A system o& several rites connected )ith a single occasion or event Question # 1< of 20 ( Start time: 03:33:06 PM ) Total Marks: 1

5 i# #ategor$ of ratios measures a firm;s a,ilit$ to meet maturing s ortC term o,ligations. Sele#t #orre#t o"tion: Profita,ilit$ Ae0erage =i uidity +#ti0it$ Question # 2 of 20 ( Start time: 02:21:*6 +M ) Total Marks: 1 +ll of t e following are t e out"uts of a s$stem &'(&PT: Sele#t #orre#t o"tion: Ta,les ( arts %ata @ra" s Dutputs include computer printouts. )ritten reports. tables. charts. graphs. checks. purchase orders. invoices. inventory records. payroll accounts. and a variety o& other documents+ Question # 3 of 20 ( Start time: 02:22:24 +M ) Total Marks: 1 9efensi0e strategies in#lu%e all of t e following &'(&PT: Sele#t #orre#t o"tion: 3etren# ment Ac uisition 9i0estiture Ai:ui%ation %e&ensive <trategies *In addition to integrative. intensive. and diversi&ication strategies. organi?ations also could pursue retrenchment. divestiture. or li uidation+ Question # 7 of 20 ( Start time: 02:23:11 +M ) Total Marks: 1 T e 'JK 2rgani8ation as a statement t at %es#ri,es t e nee%s for w i# t e organi8ation was #reate% to fill an% answers t e ,asi# :uestion of w $ t e organi8ation e!istsI 'JK is most likel$ to a0e an$ one of t e following. Sele#t #orre#t o"tion: Strateg$ Hision statement Mission statement Fun#tional ta#ti#s http*55)))+boardsource+org5Lno)ledge+asp'I%M"+7;7 Question # 6 of 20 ( Start time: 02:23:23 +M ) Total Marks: 1 5 i# grou" woul% ,e #lassifie% as a stake ol%er.

Sele#t #orre#t o"tion: (ommunities -anks Su""liers All o& the given options Question # ) of 20 ( Start time: 02:23:31 +M ) Total Marks: 1 5 i# of t e following statements is /2T #orre#t a,out a mission statement. Sele#t #orre#t o"tion: 6t #ontains t e %efinition of t e #om"an$Bs ,usiness It is called the picture o& a companyBs &uture+ 6t is a statement #ontaining t e #om"an$Bs maDor goals 6t is known as statement of t e #or"orate " iloso" $ Question # 10 of 20 ( Start time: 02:26:00 +M ) Total Marks: 1 Finan#ial ,enefits of strategi# management in#lu%es all of t e following &'(&PT: Sele#t #orre#t o"tion: Progression in "rofita,ilit$ Improvement in employee productivity &!"ansion in t e sales of ,usiness &n an#ement in "ro%u#ti0it$ Financial bene&its* Improved productivity Improved sales Improved pro&itability Question # 11 of 20 ( Start time: 02:26:23 +M ) Total Marks: 1 T e organi8ations t at #on%u#t ,usiness o"erations a#ross national ,or%ers are known as w i# of t e following. Sele#t #orre#t o"tion: 9omesti# firms Multinational corporations Parent #om"anies Fran# ises Question # 1* of 20 ( Start time: 02:2):7< +M ) Total Marks: 1 Prin#i"les of #on%u#t t at gui%e %e#isionCmaking are known as: Sele#t #orre#t o"tion: Guman rig ts Business ethics T e #onstitution So#ial res"onsi,ilit$

Business ethics can be de&ined as principles o& conduct )ithin organi?ations that guide decision making and behaviorI Question # 16 of 20 ( Start time: 02:2<:0* +M ) Total Marks: 1 5 at is t e s$stemati# gat ering> re#or%ing> an% anal$8ing of %ata a,out "ro,lems relating to t e marketing of goo%s an% ser0i#es. Sele#t #orre#t o"tion: Management Planning Marketing Research Market segmentation Marketing research is the systematic gathering. recording. and analy?ing o& data about problems relating to the marketing o& goods and services Question # 1) of 20 ( Start time: 02:2<:** +M ) Total Marks: 1 5 ere an organi8ation takes into a##ount t e effe#t of its strategi# %e#isions on t e so#iet$> t e firm is taking #are of w i# of t ese. Sele#t #orre#t o"tion: (or"orate go0ernan#e -usiness "oli#$ -usiness et i#s <ocial policy An organi?ationNs social policy should be integrated into all strategic: management activities. including the development o& a mission statement+ Question # 14 of 20 ( Start time: 02:30:04 +M ) Total Marks: 1 5 i# of t e following term re"resents t e en%uring statement of "ur"ose t at %istinguis one ,usiness from ot er similar firms. Sele#t #orre#t o"tion: Hision Strateg$ Mission Ta#ti#s Mission statements are 1enduring statements o& purpose that distinguish one business &rom other similar &irms Question # 1< of 20 ( Start time: 02:30:27 +M ) Total Marks: 1 5 i# of t e following are t e fa#tors t at #on#ern t e nature an% %ire#tion of t e e#onom$ in w i# a firm o"erates. Sele#t #orre#t o"tion: Te# nologi#al &#ologi#al So#ial

,conomic http*55)))+strategy:&ormulation+7#0ls+com5en"89 Question # 20 of 20 ( Start time: 02:30:*0 +M ) Total Marks: 1 Ao#al> state> an% national ele#tions> worl% oil> #urren#$> an% la,or markets> num,er of "atents> s"e#ial tariffs are t e e!am"les of w i# one of t e following. Sele#t #orre#t o"tion: &#onomi# for#es So#ial> #ultural an%> %emogra" i# for#es Political. governmental. and legal &orces (om"etiti0e for#es Question # 1 of 20 ( Start time: 02:*):3* +M ) Total Marks: 1 +ll of t e following are t e ,asi# fun#tions of marketing &'(&PT: Sele#t #orre#t o"tion: Selling "ro%u#ts1ser0i#es Pro%u#t an% ser0i#e "lanning Marketing resear# Arranging &or &inance Question # 3 of 20 ( Start time: 02:*4:04 +M ) Total Marks: 1 T e anal$sis of in%ustr$;s maDor #om"etitors; strengt s ma$ gi0e an insig t of w i# one of t ese. Sele#t #orre#t o"tion: Ley threats &or the &irm Pe$ o""ortunities for t e firm -ot o""ortunities an% strengt s for t e firm /one of t e gi0en o"tions Question # * of 20 ( Start time: 02:*4:22 +M ) Total Marks: 1 5 i# of t e following is t e "ro#ess of influen#ing "eo"le to a##om"lis s"e#ifi# o,De#ti0es. Sele#t #orre#t o"tion: Staffing Motivating (ontrolling 2rgani8ing Motivating In&luencing people to accomplish speci&ic obCectives Question # 6 of 20 ( Start time: 02:*<:30 +M ) Total Marks: 1 5 i# #ategor$ of ratios measures = ow effe#ti0el$ a firm #an maintain its e#onomi# "osition in t e growt of t e e#onom$ an% in%ustr$?. Sele#t #orre#t o"tion: Ai:ui%it$

Ae0erage +#ti0it$ (ro)th (ro)th ratios measure the &irmNs ability to maintain its economic position in the gro)th o& the economy and industry+ Question # ) of 20 ( Start time: 02:70:*3 +M ) Total Marks: 1 2f t e following> w i# one woul% /2T ,e #onsi%ere% one of t e #om"onents of a mission statement. Sele#t #orre#t o"tion: T e target market for 'JK is oil an% gas "ro%u#ers as well as "ro%u#ers of # emi#als XOP shall hire only those individuals )ho have )ith su&&icient educational levels so as to be o& bene&it to our customers T e #ustomers of 'JK s all in#lu%e glo,al an% lo#al #onsumers of gas an% oil "ro%u#ts an% %omesti# users of nonto!i# # emi#als T e te# nologies utili8e% ,$ 'JK s all fo#us u"on %e0elo"ment of alternati0e sour#es of gas an% oil so as to remain #om"etiti0e wit in t e in%ustr$ http*55highered+mcgra): hill+com5sites5883489#77#5student6vie)85chapter75multiple6choice6 ui?+ html Question # 10 of 20 ( Start time: 02:72:71 +M ) Total Marks: 1 -u$ers #an e!er#ise ig ,argaining "ower o0er t eir su""liers un%er w i# one of t e following #on%itions. Sele#t #orre#t o"tion: 5 en t ere are man$ goo% su,stitutes of raw material There are &e) buyers in the market T e$ a0e few su""liers to # oose from T ere is a ig #on#entration of su""liers http*55)ps+pearsoned+co+uk5ema6uk6he6Cohnson6e0corpstrat6357;5;;335 "38G4H7+c)5content5inde0+html Question # 11 of 20 ( Start time: 02:73:*2 +M ) Total Marks: 1 5 i# of t e following "erio% strategi# management was #onsi%ere% to ,e #ure for all "ro,lems. Sele#t #orre#t o"tion: Mi% 1<70s to mi% 1<60s Mid "G;8s to mid "G38s Mi% 1<)0s to mi% 1<40s Mi% 1<40s to mi% 1<<0s Question # 1) of 20 ( Start time: 02:77:03 +M ) Total Marks: 1

5 i# of t e following #an ,e #onsi%ere% one of t e fa#tors of e!ternal o""ortunities an% t reats of an organi8ation. Sele#t #orre#t o"tion: Pro%u#tion1 o"erations 3esear# M %e0elo"ment >ompetitive trends Management information s$stem competitive trends and events that could signi&icantly bene&it or harm an organi?ation in the &uture+ Question # 14 of 20 ( Start time: 02:77:26 +M ) Total Marks: 1 5 i# of t e following ties all ,usiness fun#tions toget er an% "ro0i%es t e ,asis for all managerial %e#isions. Sele#t #orre#t o"tion: Marketing In&ormation Te# nolog$ 5orkfor#e In&ormation ties all business &unctions together and provides the basis &or all managerial decisions Question # 1< of 20 ( Start time: 02:76:1< +M ) Total Marks: 1 To w om a "lanning ori8on of two to fi0e $ears a""lies. Sele#t #orre#t o"tion: Top management Mi%%le management Aower management +ll le0els The time hori?on &or planning decreases &rom t)o to &ive years &or top: level to less than si0 months &or lo)er:level managers+ Question # 20 of 20 ( Start time: 02:7):3< +M ) Total Marks: 1 5 en an in%ustr$ relies ea0il$ on go0ernment #ontra#ts> w i# of t e following is im"ortant for t e firm to foresee as a "art of its e!ternal au%it. Sele#t #orre#t o"tion: &#onomi# for#es Political &orces Te# nologi#al for#es (om"etiti0e for#es Question # 1 of 20 ( Start time: 06:11:3) PM ) Total Marks: 1 5 i# of t e following #an re0eal t e %emogra" i# # ara#teristi#s of an organi8ation;s #ustomers. Sele#t #orre#t o"tion:

>ustomer pro&iling Test marketing Market %e0elo"ment T e 0ision statement >ustomer pro&iles can reveal the demographic characteristics o& an organi?ationNs customers+ Question # 2 of 20 ( Start time: 06:12:3) PM ) Total Marks: 1 5 i# of t e following is t e greatest a%0antage of international o"erations. Sele#t #orre#t o"tion: 3e%u#e% tariffs an% ta!es +##ess to glo,al ,usiness "ra#ti#es (aining ne) customers AessCintense #om"etition http*55)))+scribd+com5doc548H878;#5"75The:-ature:o&:(lobal: >ompetition Question # 7 of 20 ( Start time: 06:13:37 PM ) Total Marks: 1 5 at is t e range for a firm;s total weig te% s#ore in an &!ternal Fa#tor &0aluation Matri!. Sele#t #orre#t o"tion: 0 to 7 0 to * 1 to 7 " to # Assign a ":to:# rating to each key e0ternal &actor to indicate ho) e&&ectively the &irmNs current strategies respond to the &actor Question # 4 of 20 ( Start time: 06:17:10 PM ) Total Marks: 1 ( oose t e e#onomi# 0aria,le from t e listI Sele#t #orre#t o"tion: +ttitu%es towar% ,usiness +ttitu%es towar% "ro%u#t :ualit$ Po"ulation # anges ,$ ra#e <tock market trends Question # 11 of 20 ( Start time: 06:17:*7 PM ) Total Marks: 1 6n (om"etiti0e Profile Matri!> t e rating * in%i#ates w at. Sele#t #orre#t o"tion: MaDor weakness MaCor strength Minor strengt Minor weakness Question # 13 of 20 ( Start time: 06:1):20 PM ) Total Marks: 1

(or"orate so#ial "oli#$ s oul% ,e %esigne% an% arti#ulate% %uring w i# " ase of strategi# management. Sele#t #orre#t o"tion: 6m"lementation Formulation &0aluation Management >orporate social policy should be designed and articulated during strategy &ormulation. Question # 1) of 20 ( Start time: 06:14:06 PM ) Total Marks: 1 5 ile "re"aring an &!ternal Fa#tor &0aluation matri!> a total s#ore of 0I4 in%i#ates w at. Sele#t #orre#t o"tion: Firm is taking a%0antages of strengt s an% a0oi%ing t reats Firm is not taking a%0antages of o""ortunities an% is a0oi%ing t reats Firm is not taking advantages o& opportunities and is not avoiding threats Firm is taking a%0antage of o""ortunities an% is a0oi%ing t e t reats Question # 14 of 20 ( Start time: 06:1<:2) PM ) Total Marks: 1 +ll of t e following are t e ke$ o""ortunities or t reats in e!ternal en0ironment ,e#ause of Politi#al> @o0tI M lAegal for#e &'(&PT: Sele#t #orre#t o"tion: Ta! rates Trust in government PakC6n%ia relations i"s Patent laws Question # 1< of 20 ( Start time: 06:1<:** PM ) Total Marks: 1 6%entif$ t e term t at is known as a =mean of "ro0i%ing gui%an#e to a#tions an% "ro#e%ures> in#lu%ing ow resour#es are to ,e allo#ate% an% ow tasks assigne% to t e organi8ation mig t ,e a##om"lis e%?I Sele#t #orre#t o"tion: +s"irations 2,De#ti0es Policies @oals http*55)))+introduction:to:management+7#0ls+com5en7"8 Question # 7 of 20 ( Start time: 06:72:3* PM ) Total Marks: 1 +ll of t e following are t e ke$ :uestions t at #an re0eal internal strengt s an% weaknesses in t e management %e"artment &'(&PT: Sele#t #orre#t o"tion:

6s t e organi8ation;s stru#ture a""ro"riate. +re rewar% an% #ontrol me# anisms effe#ti0e. Are the organi?ationBs products positioned )ell' 9oes t e firm use strategi# management #on#e"ts. Question # 6 of 20 ( Start time: 06:73:23 PM ) Total Marks: 1 6ntegration strategies allow a firm to gain #ontrol o0er all of t e following &'(&PT: Sele#t #orre#t o"tion: 9istri,utors Investors Su""liers (om"etitors Allo) a &irm to gain control over* %istributors (&or)ard integration$ <uppliers (back)ard integration$ >ompetitors (hori?ontal integration$ Question # 11 of 20 ( Start time: 06:76:10 PM ) Total Marks: 1 5 i# one of t e following area #an ,e t e weakness of a firm. Sele#t #orre#t o"tion: ( anging lifest$le Gig oil "ri#es Ine&&ective Marketing 6n#reasing "ollution Question # 12 of 20 ( Start time: 06:76:71 PM ) Total Marks: 1 +ll of t e following are t e t$"es of Profita,ilit$ ratios &'(&PT: Sele#t #orre#t o"tion: /et "rofit margin Inventory turnover 3eturn on total assets &arnings "er s are Question # 13 of 20 ( Start time: 06:7):*4 PM ) Total Marks: 1 5 i# of t e following #an ,e ,est %es#ri,e% as s ortCterm in nature. Sele#t #orre#t o"tion: Mission statements Annual obCectives Strategies Hision statement Question # 1< of 20 ( Start time: 06:74:*4 PM ) Total Marks: 1 6nternal strengt s an% weaknesses t at #an signifi#antl$ ,enefit or arm an organi8ation ma$ in#lu%e all of t e following &'(&PT: Sele#t #orre#t o"tion:

Pro%u#tion1 o"erations 3esear# M %e0elo"ment ,:commerce Management information s$stem They arise in the management. marketing. &inance5accounting. production5operations. research and development. and computer in&ormation systems activities o& a business+ Question # 20 of 20 ( Start time: 06:7<:00 PM ) Total Marks: 1 +ssigning a rateQ2 in 6F& matri! in%i#ates w at. Sele#t #orre#t o"tion: + maDor weakness A minor )eakness + minor strengt + maDor strengt Question # 4 of 20 ( Start time: 0):2<:77 PM ) Total Marks: 1 5 i# of t e following is one of t e Politi#al> @o0ernmental M legal fa#tors. Sele#t #orre#t o"tion: &t i#al #on#erns Traffi# #ongestion =obbying activities +0erage le0el of e%u#ation Question # 16 of 20 ( Start time: 0):32:72 PM ) Total Marks: 1 5 i# of t e following #an ,e t e weakness of an organi8ation. Sele#t #orre#t o"tion: Pri#e war Poor location o& business 6n#rease% tra%e ,arriers 6nno0ati0e su,stitute "ro%u#t Question # 3 of 20 ( Start time: 04:20:70 PM ) Total Marks: 1 5 i# of t e following marketing entit$ is /2T an interme%iar$. Sele#t #orre#t o"tion: -rokers +gents Producer Hen%ors Question # * of 20 ( Start time: 04:22:0< PM ) Total Marks: 1 5 i# of t e following is t e ,est e!am"le for a# ie0ing longCterm o,De#ti0es. Sele#t #orre#t o"tion:

Strengt s <trategies Poli#ies 2""ortunities Long-term objectives represent the results e0pected &rom pursuing certain strategies+ Question # 7 of 20 ( Start time: 04:22:23 PM ) Total Marks: 1 9e0elo"ing a 0ision an% a mission statement is im"ortant ,e#ause of t e following reasons &'(&PT: Sele#t #orre#t o"tion: They are use&ul &or large &irms only T e$ esta,lis organi8ational #ulture T e$ are t e ,asis for allo#ating resour#es T e$ translate o,De#ti0es into work stru#ture Question # 11 of 20 ( Start time: 04:2*:72 PM ) Total Marks: 1 T e so#ial fa#tors t at affe#t a firm in0ol0e all of t e following &'(&PT: Sele#t #orre#t o"tion: +ttitu%es of "eo"le in t e e!ternal en0ironment Aifest$les of "eo"le Per #a"ita in#ome Aalues and belie&s o& persons outside the &irm Question # 12 of 20 ( Start time: 04:27:0) PM ) Total Marks: 1 5 i# of t e following is t e %e#ision su""ort role of management information s$stem. Sele#t #orre#t o"tion: Pro#essing marketing re#or%s into marketing "lans Allo)ing users to ask 1/hat i&Q uestions 3e#or%ing an% storing su# uman resour#e re#or%s Pro#essing o"erations re#or%s into "ro%u#tion s# e%ules Question # 16 of 20 ( Start time: 04:26:37 PM ) Total Marks: 1 Strategist is an in%i0i%ual w o is in0ol0e% in t e strategi# management "ro#ess> t us ma$ ,e known as: Sele#t #orre#t o"tion: Mem,er ,oar% of %ire#tor President 9i0ision manager +ll of t e gi0en o"tions Question # ) of 20 ( Start time: 04:72:*2 PM ) Total Marks: 1

Strategi# management is t e art an% s#ien#e of formulating> im"lementing an% e0aluating #rossCfun#tional %e#isions w i# is usuall$ %one ,$ all of t e following &'(&PT: Sele#t #orre#t o"tion: ( airman of t e #om"an$ -oar% of %ire#tors ( ief e!e#uti0e offi#er Marketing o&&icer Question # 10 of 20 ( Start time: 04:73:1< PM ) Total Marks: 1 5 i# of t e following grou"s re"resents t e stake ol%ers of a #om"an$. Sele#t #orre#t o"tion: T e owners of t e #om"an$ T e "eo"le w o "ur# ases t e s ares of t e #om"an$ The people )ho have a special stake or claim on the company +re t e "eo"le w o are in t e management a #om"an$ tt":11 istrateg$I,logs"otI#om120111021# ara#teristi#sCofCmissionC statementI tml Question # 11 of 20 ( Start time: 04:7*:*3 PM ) Total Marks: 1 For t e "ast four $ears t e +-( (or"oration as ,een "lanning to e!"an% its o"erations in or%er to rea# out to t e worl% marketI &ssentiall$> t e +-( (or"oration %esires to %o w at. Sele#t #orre#t o"tion: -e#ome an online ,usiness -e#ome a ,ri#kCnCmortar ,usiness ,mbrace globali?ation -e#ome a #li#kCnCmortar ,usiness Question # 12 of 20 ( Start time: 04:77:06 PM ) Total Marks: 1 5 i# of t e following are t e fi0e for#es t at affe#t t e le0el of #om"etition in an in%ustr$. Sele#t #orre#t o"tion: Threat o& entrantsR po)er o& buyersR po)er o& suppliersR threat o& substitutesR competitive rivalry T reat of ,u$ersF "ower of entr$F "ower of su,stitutesF t reat of su""liersF t reat of re#ession T reat of re#essionF "ower of ,u$ersF "ower of su""liersF t reat of management failureF #om"etiti0e ri0alr$ T reat of entr$F "ower of ,u$ersF "ower of su""liersF t reat of su,stitutesF go0ernment a#tion Question # 13 of 20 ( Start time: 04:77:34 PM ) Total Marks: 1

3easons %ue to w i# some firms %o =/o Strategi# Planning? in#or"orate all of t e following &'(&PT: Sele#t #orre#t o"tion: 5astage of time FireCfig ting (ontent wit su##ess Privileged re)ard structures P!"4 Question # 1) of 20 ( Start time: 04:7):36 PM ) Total Marks: 1 5 i# of t e following #ategories of ratios in#lu%es return on total assets an% return on sto#k ol%ers; e:uit$ as its t$"es. Sele#t #orre#t o"tion: Pro&itability Ae0erage @rowt Ai:ui%it$ Question # 1< of 20 ( Start time: 04:74:** PM ) Total Marks: 1 5 i# of t e following is t e ig est "ossi,le weig te% s#ore for t e organi8ation in 6F& matri!. Sele#t #orre#t o"tion: 1I0 1I7 2I7 #+8 Question # 2 of 20 ( Start time: 0<:20:*2 PM ) Total Marks: 1 /onCfinan#ial ,enefits of strategi# management in#lu%es all of t e following &'(&PT: Sele#t #orre#t o"tion: -etter awareness of e!ternal t reats &n an#e% awareness of t reats 3e%u#e% resistan#e to # ange Increase in sales Question # 3 of 20 ( Start time: 0<:20:*4 PM ) Total Marks: 1 5 i# one 0aria,le falls un%er t e #ategor$ of t e So#ial> (ultural> 9emogra" i#> an% &n0ironmental Haria,le. Sele#t #orre#t o"tion: Pro"ensit$ of "eo"le to s"en% Buying habits Ae0el of %is"osa,le in#ome 6n#ome %ifferen#es ,$ region Question # 7 of 20 ( Start time: 0<:21:13 PM ) Total Marks: 1

5 at are istori#al narrati0es %es#ri,ing t e uni:ue a##om"lis ments of a grou" an% its lea%ers> usuall$ in eroi# terms. Sele#t #orre#t o"tion: 3ites <agas (P!9"$ Stories M$t s Question # 16 of 20 ( Start time: 0<:27:0) PM ) Total Marks: 1 5 i# of t e following refers to a fun#tional su""ort role of an information s$stem. Sele#t #orre#t o"tion: 5 at ifR.N :uestions /hat is the capacity o& plant' (P!34$ 5 at %o we %o. 5 at if ta! rate in#reases ,$ 10S. Question # 14 of 20 ( Start time: 0<:27:36 PM ) Total Marks: 1 9uring w i# stage of strategi# management> firm;s s"e#ifi# internal strengt s an% weaknesses are %etermine%. Sele#t #orre#t o"tion: Formulation 6m"lementation &0aluation Fee%,a#k Question # 1 of 20 ( Start time: 0<:3<:*7 PM ) Total Marks: 1 5 i# of t e following is /2T in#lu%e% in t e strategi# management mo%el. Sele#t #orre#t o"tion: Measure an% e0aluate "erforman#eI Per&orm internal research to identi&y customers+ &sta,lis longCterm o,De#ti0esI 9e0elo" mission an% 0ision statementsI Question # 16 of 20 ( Start time: 0<:*7:10 PM ) Total Marks: 1 +##or%ing to Freun%> 5 i# one of t e following s oul% /2T ,e t e # ara#teristi#s of ke$ e!ternal fa#tors. Sele#t #orre#t o"tion: Measura,le Relatively &e) in number +""li#a,le to all #om"eting firms 6m"ortant to a# ie0e longCterm o,De#ti0es Question # 16 of 20 ( Start time: 11:3*:07 PM ) Total Marks: 1

5 i# of t e following is a stan%ar%i8e%> %etaile% set of te# ni:ues an% ,e a0iors t at manage an!ieties> ,ut sel%om "ro%u#e inten%e%> te# ni#al #onse:uen#es of "ra#ti#al results. Sele#t #orre#t o"tion: Folktales 3ites Rituals Halues Question # 20 of 20 ( Start time: 11:37:0* PM ) Total Marks: 1 +s managers mo0e u" t e organi8ation> t e$ "erform w i# of t e management fun#tion more. Sele#t #orre#t o"tion: Aea%ing (ontrolling 2rgani8ing Planning Question # 7 of 20 ( Start time: 11:*3:13 PM ) Total Marks: 1 5 i# of t ese ,asi# :uestions a 0ision statement answers. Sele#t #orre#t o"tion: 5 at is our ,usiness. 5 o are our em"lo$ees. /hat do )e )ant to become' 5 o are our #om"etitors. Question # ) of 20 ( Start time: 11:*3:26 PM ) Total Marks: 1 3e man in%ustries is anal$8ing t e te# nologi#al for#es for t e firm w i# ma$ "ro0i%e it o""ortunities an% t reats for w i# of t e following stage1s of strategi# management "ro#ess. Sele#t #orre#t o"tion: <trategy &ormulation Strateg$ im"lementation Strateg$ e0aluation +ll of t e gi0en o"tions Question # 10 of 20 ( Start time: 11:*3:7* PM ) Total Marks: 1 +ssigning rating 3 to an internal fa#tor in 6F& matri! in%i#ates w at. Sele#t #orre#t o"tion: MaDor weakness Minor weakness Minor strength MaDor strengt Question # 11 of 20 ( Start time: 11:*7:03 PM ) Total Marks: 1

T e "ro#ess of monitoring "erforman#e> #om"aring it wit goals> an% #orre#ting an$ signifi#ant %e0iations is known as: Sele#t #orre#t o"tion: Planning 2rgani8ing Aea%ing >ontrolling Question # 1< of 20 ( Start time: 11:*):23 PM ) Total Marks: 1 9e"artmentali8ation #an ,e %one on t e ,asis of man$ fa#tors &'(&PT: Sele#t #orre#t o"tion: Fun#tions -umber o& employees Strategi# ,usiness units 9i0isions Question # 2 of 20 ( Start time: 01:17:23 +M ) Total Marks: 1 Selling in#lu%es all of t e following marketing a#ti0ities &'(&PT: Sele#t #orre#t o"tion: +%0ertising Pricing Sales "romotion (ustomer relations Question # ) of 20 ( Start time: 03:3):33 PM ) Total Marks: 1 AongCterm o,De#ti0es are nee%e% at w i# le0el(s) of t e organi8ation. Sele#t #orre#t o"tion: (or"orate le0el 9i0isional le0el Fun#tional le0el All o& the given options Question # 10 of 20 ( Start time: 0*:0):2) PM ) Total Marks: 1 &!ternal for#es %ire#tl$ affe#ts all of t e following &'(&PT: Sele#t #orre#t o"tion: Market segmentation strategies T$"es of "ro%u#ts1ser0i#es offere% Management structure o& organi?ation ( oi#e of ,usinesses to a#:uire or sell Question # 20 of 20 ( Start time: 0*:0<:2* PM ) Total Marks: 1 5 i# marketing fun#tion in#lu%es test marketing. Sele#t #orre#t o"tion: Selling "ro%u#ts1ser0i#es (ustomer anal$sis

Product5service planning 9istri,uting Question # ) of 20 ( Start time: 07:07:0* PM ) Total Marks: 1 + "lanne% a#ti0it$ aime% at %is#o0er$ of new knowle%ge wit t e o"e of %e0elo"ing new or im"ro0e% "ro%u#ts an% ser0i#es an% translation of its fin%ings into a "lan or %esign of new or im"ro0e% "ro%u#ts an% ser0i#es is known as: Sele#t #orre#t o"tion: Marketing Research and development Pro%u#tion Management information s$stem tt":11wwwI0enturelineI#om1a##ountingCglossar$131resear# Can%C %e0elo"mentC%efinition1 Question # 10 of 20 ( Start time: 07:06:73 PM ) Total Marks: 1 5 i# one of t e followings ,est %es#ri,es t is statementF =T e #on%itions t at a #om"an$ must satisf$ in or%er to ,e a,le to enter an in%ustr$?. Sele#t #orre#t o"tion: &#onomies of s#ale Barriers to entry 9ifferentiation (om"etiti0e en0ironment Question # 16 of 20 ( Start time: 07:04:7< PM ) Total Marks: 1 5 i# of t e following statement a""lies to Hision Statement. Sele#t #orre#t o"tion: %escribes the purpose o& e0istence o& an organi?ation 6%entif$ t e #ustomers of t e organi8ation T e ke$ measure or measures of t e organi8ation;s su##ess 9e"i#t t e 0alues of an organi8ation tt":11enIwiki"e%iaIorg1wiki1MissionTstatement Question # 1) of 20 ( Start time: 07:0<:1) PM ) Total Marks: 1 +ll of t e following fall un%er t e #ategor$ of NPro#ess? fun#tion of "ro%u#tion management &'(&PT: Sele#t #orre#t o"tion: ( oi#e of te# nolog$ Iuality assurance Pro#ess flow anal$sis Trans"ortation anal$sis (2andout page ;H$ Question # < of 20 ( Start time: 07:26:01 PM ) Total Marks: 1

5 i# of t e following statement is refere% to UPri#e flu#tuation;. Sele#t #orre#t o"tion: 9e#rease in "ri#es 6n#rease in "ri#es Flu#tuation in t e "ri#es of a "arti#ular #ommo%it$ Fluctuation in general price level Price &luctuation re&ers to general price &luctuation+ Question # 11 of 20 ( Start time: 07:2):06 PM ) Total Marks: 1 5 i# of t ese is t e allo#ation an% reallo#ation of #a"ital an% resour#es to "roDe#ts> "ro%u#ts> assets an% %i0isions of an organi8ation. Sele#t #orre#t o"tion: Investment decision Finan#ing %e#isions 3estru#turing %e#isions Strategi# %e#ision The investment decision, also called capital budgeting, is the allocation and reallocation o& capital and resources to proCects. products. assets. and divisions o& an organi?ation Question # 3 of 20 ( Start time: 07:3*:36 PM ) Total Marks: 1 Harious Do, titles of a strategist ma$ in#lu%es all of t e following &'(&PT: Sele#t #orre#t o"tion: 2wner Foreman ( an#ellor ( ief e!e#uti0e offi#er Question # < of 20 ( Start time: 07:37:3) PM ) Total Marks: 1 T e general #on%itions for #om"etition t at influen#e ,usiness firms> w i# "ro0i%e similar "ro%u#ts an% ser0i#es is known: Sele#t #orre#t o"tion: 3emote en0ironment 6nternational en0ironment &!ternal en0ironment Industry environment T e industry environment in#lu%es the Sgeneral conditions &or competition that in&luence all businesses t at provide similar products and services+ tt":11wwwIsuite101I#om1#ontent1star,u#ksCaCnewC,usinessCstrateg$C a363**4 Question # 4 of 20 ( Start time: 11:11:*0 PM ) Total Marks: 1 5 i# of t e following en0ironment in#lu%es all t ose fa#tors w i# affe#t

t e organi8ation an% itself affe#te% ,$ t e organi8ation. Sele#t #orre#t o"tion: &!ternal en0ironment So#ial en0ironment Task environment 6nternal en0ironment