Strategic Management – Set 2 January 29, 2025 by aasi Home › Management › Strategic Management Strategic Management Strategic Management – Set 2 📝 Model Practice Set ⚡ Instant Answers & Explanation 🎯 Exam Oriented 0% Report a question What’s wrong with this question? You cannot submit an empty report. Please add some details. 1234567891011121314151617181920212223242526272829303132333435363738394041424344454647484950 Strategic Management – Set 2 Dear ! This is Strategic Management – Set 2 Quiz and it contains 50 questions. Keep Learning! 1 / 50 1) Which of these is not a factor causing weak synergy? Underestimated weaknesses Competitor activity Premium paid Making too many resources available to the integration program 2 / 50 2) A useful framework used to assess a company’s investments/divisions is called: unit production analysis corporate insight analysis company productivity analysis business portfolio analysis 3 / 50 3) Which of these is not a reason for why employees resist the implementation of strategic changes? Anxiety regarding jobs Lack of necessary strategic resources Lack of knowledge Poor strategic leadership 4 / 50 4) Which of the following is not a competence recognized by Richardson and Thompson (1994)? Strategic thinking Managing paradoxes Innovative climate Providing excellent quality 5 / 50 5) Which of these is not a main determinant of centralization/decentralization? Geographical considerations (e g , location etc) Costs Size Demographical considerations (e g , age; ethnicity etc) 6 / 50 6) The Holiday Inn, Burlington statement, “If a customer has a need or want, we fill it.” is an example of a: Business unit goals Marketing objectives Business unit mission Goal of a business segment 7 / 50 7) Which of these is not an activity associated with restructuring? Acquiring unrelated businesses Intervening in business processes Hoarding new businesses Value optimization 8 / 50 8) How might an organization spot, create, and exploit new opportunities ahead of its rivals? Through managers in the various businesses working together, sharing information and capabilities, helping each other, and creating synergy Through managers in the various businesses sharing information, capabilities, and creating synergy Through managers in the various businesses working together, sharing information, and sharing capabilities Through managers in the various businesses working together to create strategic competencies for the organization in order to pursue opportunities 9 / 50 9) The three organizational levels are: corporate level, business level, functional level corporate level, business unit level, functional level corporate strategy level, business unit level, functional level corporate strategy level, business level, specialist level 10 / 50 10) If a business is blinkered, technology shy, and ‘impoverished’, what does this signal? A weak strategic plan A planning gap A lack of innovation and vision Weak strategic leadership 11 / 50 11) How does Checkland (1981) describe an organization? A collection of people who are trying to act with purpose Systems that comprise a collection of people who are trying to act with purpose A collection of people that act with little purpose A collection of systems and functions, inclusive of its people 12 / 50 12) Business unit competencies should be distinctive enough to provide a(n): clear understanding of who you want to lead the company competitive advantage opportunity to compete on a productivity basis additional strategic mission 13 / 50 13) Value for shareholders of a firm is measured by: customer comments stock performance and profitability sales revenue satisfactory employee targets 14 / 50 14) Which of the following competencies relates to functionality? Providing excellent quality which is recognized by customers Developing and introducing new processes for cost savings and speedier decision-making Manage 'green' issues to avoid crises or create competitive advantage Avoid business failures by becoming and staying crisis averse 15 / 50 15) Swot Analysis is done to know the strengths Threats and strengths Weaknesses and opportunities Threats, strengths Weaknesses and opportunities 16 / 50 16) What is likely to be the effect of a logical corporate strategy but poor strategy implementation. Strategic weaknesses and underachievement Fragmented performance through strategic and structural flaws Structural and stylistic flaws Effectiveness but little efficiency 17 / 50 17) Strategy effectiveness and competitive success is dependent on which of the following groups of competencies? Change, planning, learning Content, change, planning Content, change, learning Learning, planning, content 18 / 50 18) The corporate level is where top management directs: all employees for orientation its efforts to stabilize recruitment needs overall strategy for the entire organization overall sales projections 19 / 50 19) TQM is a strategy that is designed to change the quality of a product to satisfy customer needs by using the concept of _________: benchmarking brainstorming reverse brainstorming product maintenance 20 / 50 20) Which of these is not an issue in selecting a business as a divestment candidate? Current market position Product life-cycle Alternate uses for resources The size of the business 21 / 50 21) Cash cows are SBU’s that typically generate: problems for product managers paper losses in the long run large awareness levels but few sales a lot of competition 22 / 50 22) Many merger discussions breakdown or are abandoned. Which of these is not a reason why? Egos can get in the way Reluctance to accept which will become ???number two??? The bid is deemed hostile leading to aggressive defense Inadequate consultation with shareholders who then intervene 23 / 50 23) Cross-functional teams are: a small group of people from the same department who work on projects together a small group of people who come together to resolve business unit issues a small group of specialists who collaborate on a task force a small group of people from different departments who are mutually accountable to a common set of performance goals 24 / 50 24) Disney is in the business of: theme parks or movies creating entertainment, fun and fantasy building theme parks designing new imaginative characters 25 / 50 25) Which of these is not one of Drucker???s (1982) five rules for successful acquisitions?. Determine the exact contribution the organization can make to the acquiring company. Value the people of the acquired company Within a year, promote managers across company boundaries Value the products, services and customers of the acquired company Value the products of the acquired company 26 / 50 26) Firms may view growth opportunities in these terms: Current markets and current products Current and new markets, and current products New markets and new products Current and new markets, and current and new products 27 / 50 27) Turnaround strategies involve changes at what level of strategy? Corporate Functional Competitive All levels 28 / 50 28) ETOP stands for___________ Environmental threat and opportunity profile Economic threat and Opportunity profile Enhanced technology and opportunity profile none of these 29 / 50 29) Doing things right and doing the right things are also known as? Efficiency and effectiveness Strategic competency and congruence Strategic competency and strategy creation Corporate strategy and synergy 30 / 50 30) A company specializing in producing mass market cars acquires a company which specializes in financial services. The new company can now offer financial services to its car purchasers. What form of diversification is this? Resource-based Unrelated Routine-based Replication-based 31 / 50 31) A small company, with power concentrated in the hands of one central figure, tends to be what? Centralized and formal Centralized and informal Decentralized and formal Decentralized and informal 32 / 50 32) Which of the following is not an aspect of a definition of the term budgets? Concerned with allocation of resources and investment A strategic plan outlining means to utilize budget, make sales, and generate profits Numerical or financial expression of money to be spent by departments and for what purpose Information on cash-flow 33 / 50 33) Which of these are characteristic of matrix structures? Decentralization and co-ordination Centralization and co-ordination Decentralization and control Centralization and control 34 / 50 34) Which of the following is an aspect of implementation that can be changed indirectly if necessary? Organizational structure Information systems Quality Procedures 35 / 50 35) Firms that practice unrelated mergers___________ conglomerate hostile friendly retrenchment 36 / 50 36) Corporate resource allocation may be different depending on the speed of growth of the organization. Which of the following is inappropriate when facing rapid growth? Opportunities for synergy Past allocations and budgets Look to share activities Assess desirability of outcomes to organizational strategy 37 / 50 37) When a company is experiencing an economic recession this is a good time to do what? Reduce costs and assets Refocus Simplify Invest 38 / 50 38) Acquisitions often fail to deliver the successes that were predicted prior to acquisition. What is the main reason for this failure? Premium price Poor strategic leadership Goodwill Synergy 39 / 50 39) Miles and Snow (1994) identify four main reasons for failure. Which of the following is one of those reasons? Lack of competitive advantage Lack of strategy competency Lack of strategic resources Poor judgement leading to poor, inappropriate strategic decisions 40 / 50 40) Which of the following elements of strategy affect the process of strategy creation and implementation? Synergy The strategic leader???s perspective on strategy Structure Strategic paradoxes 41 / 50 41) Which of the following is not a strategic criteria for deciding which firms to retain in the organizational core? The company???s mission Longevity Financial performance over time Relatedness of technologies 42 / 50 42) Which one of the following types of organizations would benefit from a matrix structure? Diverse independent businesses in a conglomerate Organizations growing through merger and acquisition Small companies with few plants and limited product or service diversity Small, sophisticated service companies 43 / 50 43) What are designed to guide managers in the pursuit and achievement of strategies and objectives? Procedures Budgets Policies Plans 44 / 50 44) If an organization is to survive, which of the following is most essential? Strong financial performance Committed employees High level of service Customer retention 45 / 50 45) Research into diversification and acquisition can be divided into 4 schools. Which of the following is not one of the schools? Environmental Financial Accounting Economic 46 / 50 46) Which of these is not an identified form of organizational structure? Intrapreneurial Functional Divisional Matrix 47 / 50 47) Which of these is not a valid reason in support of focused strategies? Greater control Reduction of weak business to develop a strong core Competence consolidation Cost reduction 48 / 50 48) When are holding company structures are most useful? For organizations in stable environments Where appropriate business unit splits exist For companies pursuing restructuring strategies For large, multinational companies 49 / 50 49) The business unit strategy has three major components: mission, business, and SBU goals marketing, advertising and pricing objectives mission, business unit goals, and competencies business mission, department mission, and daily plans 50 / 50 50) Which of the following is a consideration when assessing the feasibility of a strategy? Timing Planning gap Synergy Culture Your score isThe average score is 0%🎉 Challenge alert! 💡 Share this quiz with your friends and see who scores the highest! 🏆🤩🔥 LinkedIn Facebook Follow Us @ 0% Restart quiz Exit We’d love to hear your thoughts! 📝 Share your valuable review with us. 🙌 🌟 Thank you for your support! Your feedback means the world to us. 🙏💖 Send feedback
