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B)
C)
D)
2. 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)
B)
C)
D)
3. XYZ Corp. is centering on the objective of low-cost, high quality, on-time production by
curtailing idle productive facilities and workers. The XYZ Corp. is taking advantage of a
____________ system.
A)
Just-In-Time (JIT)
B)
C)
D)
Highly mechanized
B)
C)
human resource management, technology development, customer service, and
procurement
D)
human resource management, customer service, marketing and sales, and operations
5. Although firm infrastructure is quite frequently viewed only as overhead expense, it can
become a source of competitive advantage. Examples include all of the following except:
A)
B)
marketing expertise increasing a firm's revenues and enabling it to enter new markets.
C)
effective information systems contributing significantly to a firm's overall cost leadership
strategy.
D)
6. The competencies or skills that a firm employs to transform inputs into outputs are:
A)
tangible resources.
B)
intangible resources.
C)
organizational capabilities.
D)
reputational resources.
7. An array of firm resources include interpersonal relations among managers in the firm, its
culture, and its reputation with its customers and suppliers. Such competitive advantages are
based upon
A)
physical uniqueness.
B)
path dependency.
C)
social complexity.
D)
tangible resources.
8. 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
9. The "balanced scorecard" supplies top managers with a _____________ view of the business.
A)
long-term financial
B)
C)
D)
Answer of MCQ
1. c
2. d
3. a
4. a
5. b
6. c
7. c
8. a
9. d
11. Job titles that refer to strategists include which of the following?
a.
b.
c.
d.
External audit
Owner, entrepreneur, executive director, and accountant
Chief executive officer, salesman, dean, and lawyer
Owner, dean, president, and executive director
External audit
Allocating resources
Internal audit
Evaluating strategies
Annually
Quarterly
Monthly
Continuously
14. Who is most responsible for developing, communicating, and enforcing the code of business
ethics for a firm?
a.
b.
c.
d.
Strategists
Line managers
Staff managers
All managers
17. Conducting research, integrating intuition with analysis, and making decisions are all
__________ activities.
a.
b.
c.
d.
strategy-formulation
strategy-implementation
long-range planning
short-range planning
21. __________ are the means by which long-term objectives will be achieved
a.
b.
c.
d.
Mission statements
Strategies
Vision statements
Long-term goals
complacent
proactive
authoritarian
reactive
Profit
Commitment
Understanding
Order
24. __________ is one of the reasons for poor or no strategic planning in organizations.
a.
b.
c.
d.
Answer of MCQ
10. c
11. d
12. c
13. d
14. a
15. d
16. d
17. a
18. b
19. b
20. c
21. b
22. b
23. c
24. d
26. Which of the following period strategic management was considered to be cure for all
problems?
a. Mid 1950s to mid 1960s
b. Mid 1960s to Mid 1970s
c. Mid 1970s to mid 1980s
29. A desired future state that the organization attempts to realize. Identify the term relevant to
the given statement.
Select correct option:
a. goal
b. Strategy
c. Policy
d. Procedure
c. Sales promotion
d. Customer relations
Answer of MCQ
25. b
26. b
27. a
28. d
29. a
30. b
31. A strategic decision can be distinguished from other types of decisions by three factors, these
are magnitude, time-scale and:
a) Commitment
b) Riskiness
c) Impact
d) Longevity
34. 'Influence' is defined as the ability to ____________ someone to something they would not
otherwise have done.
a) Intimidate
b) Force
c) Order
d) Persuade
35. McDonalds is deciding whether to expand into manufacturing kitchen equipment in China.
At what level is this decision likely to be made?
a) Business
b) Corporate
c) Functional
d) International
36. The authors believe there are three tests that can be applied to judge whether a strategy is
'good'. These are:
a) Fit, distinctiveness, sustainability
b) Fit, internal resources, external environment
c) Distinctiveness, internal resources, fit
d) Sustainability, distinctiveness, external environment
38. According to Porter, dealing with the paradox of premature commitment versus not enough
commitment involves some kind of:
a) Trade-off
b) Lock-in
c) Lock-out
d) Diversification
Answer of MCQ
31. a
32. b
33. b
34. d
35. b
36. a
37. a
38. a
39. a
40. b
42. Which of the following statements is not true when describing a successful strategy?
a) It provides some property that is unique or distinctive
b) It provides the means for renewing competitive advantage
c) It addresses changes in the external environment
45. In the case where an organization acquires its supplier, this is an example of:
a) Horizontal integration
b) Forwards vertical integration
c) Backwards vertical integration
d) Downstream vertical integration
46. When a firm seeks the benefits of global integration and local adaptation, it is best described
as which type of strategy?
a) Transnational
b) Global
c) Multi-national
d) Global-local
48. Competitive advantage based on the creation of opportunities using internal resources is
characterized by which approach/view?
a) The positioning approach
b) The outside-in approach
c) The resource-based view
d) The knowledge-management approach
49. 'Reputation' in the context of an organization's resources can provide competitive advantage
because:
a) It is difficult to copy
b) It is based on word-of-mouth
c) It is a threshold resource
d) It is explicit
50. A strategic manager that seeks to reach acceptable profit targets as opposed to making as
much profit as possible is making decisions of which type?
a) Satisfactory
b) Satisficing
c) Irrational
d) Optimal
Answer of MCQ
41. b
42. d
43. c
44. d
45. c
46. a
47. c
48. c
49. a
50. b
51. Which of the following most accurately summarises the main sets of forces affecting
organisations?
a. government, competitors and consumers
b. general environmental factors, competitive forces, factors internal to the organisation and the
interests of stakeholders
c. external stakeholders, management and staff
d. existing and potential competitors, suppliers, customers and substitute products or service
52. Which of the following would NOT be a reason for management carrying out an
environmental or PEST analysis?
a. to determine environmentally responsible business practices
b. to identify all potential influences on the future of the organisation
c. to consider how organisational strategy should take account of changes in the outside world
d. to determine the external factors most likely to impact upon the organisation
53. Which of the following would you NOT classify as a political-legal factor in the external
environment.
a. European Union directive on working hours
b. government policy on corporate and personal income taxes
c. Oftels regulatory requirements for the telecommunications industry
d. consumer attitudes to greater competition in the gas and electricity industries
54 . According to Porter, which group of forces together determine the level of competitiveness
and profitability in an industry?
a. supplier cartels, dominant buyers and other powerful stakeholders
b. stakeholders, senior management, major competitors and customers
c. existing and potential competitors, customers and suppliers, plus the availability of
substitute products or services
d. existing and potential competitors, government regulators, buyers and suppliers
55 . Which of the following would NOT help a firm to improve its competitive position?
a.
b.
c.
d.
56. Which of the following would NOT typically characterize a highly competitive industry?
57. Which of the following firms is likely to operate in the least complex environment:
a. a firm engaged directly in the production, distribution and sale of fashion garments
b. a firm specialising in selling domestic properties in the south west of England
c. a firm exporting fresh produce to more than 50 countries across the world
d. a firm manufacturing components for the global consumer electronics industry
60. In large organisations, which of the following groups is least likely to have a role in
environmental analysis and strategic planning?
a. individual product or market divisions
b. strategic business units
c. corporate communications departments
d. corporate planning departments
Answer of MCQ
51. c
52. d
53. a
54. a
55. d
56. a
57. d
58. c
59. d
60. a
61. A business whether national or international contains the following activities or functions:
a)
Operations, Human Resource Management, Accounting, Marketing and Research and
Development.
b)
Production, Human Resource Management, Finance & Accounting, Marketing, and
Research and Development.
c)
Production, Human Resources, Finance, Sales and Marketing, Research and
Development.
d)
Operations, Human Resources, Accounting & Finance, Sales, Research and
Development.
Correct!
b)
c)
d)
they are industries that are too big for ordinary investors to be able to fund and manage.
c)
all nationalised, or state owned enterprises, have failed in the private sector, and can only
succeed under government control.
d)
Public ownership involves workers in the running of the company more than in the
private sector.
e)
64. Organisational structures can be divided into the following three broad categories
a)
b)
c)
d)
b)
The notion of shared direction - strategic intent - ensures individual freedom and
concerted and coordinated effort.
c)
d)
66. Current Corporate Governance issues can centre around the point of view of the shareholder
and will centre on a set group of issues:
a)
Maximising profit or shareholder value should be the primary aim of the company.
b)
c)
Active investors, as shareholders, seek to promote active monitoring of directors and
voice shareholder concerns.
d)
Stakeholders represent a range of broader interests which impact directly or indirectly on
the company.
e)
a, b, and c.
b)
c)
d)
e)
b and d.
a)
b)
c)
external strengths and weaknesses plus the internal opportunities and threats.
d)
the internal strengths and weaknesses as well as the external threats and opportunities.
b)
c)
d)
a manufacturing company.
b)
c)
a service company
d)
b)
c)
d)
e)
c and d
a)
b)
c)
d)
b)
c)
d)
e)
74. Providing separate goods and services for distinct groups of consumers is known as:
a)
Separation.
b)
Specialisation.
c)
Segmenting.
d)
Segmentation.
e)
Differentiation.
b)
c)
d)
e)
b and d
Answer of MCQ
61. a
62. d
63. a
64. b
65. d
66. e
67. c
68. d
69. a
70. c
71. b
72. c
73. c
74. d
75. c