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Chapter 8: Planning and strategic

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Multiple choice questions: strategic

management

Multiple choice questions: strategic management

11 questions on strategic management. Another set on planning completes Chapter 8.
This activity contains 11 questions.

In strategic thinking, how long is the long term, approximately?

A week to a month
1 to 12 months
1 to 5 years
More than 5 years
None of these
Any of these

What are stages 2, 3 and 4 of the outline strategy process?

Generate options; select strategy; implement strategy
Appraisal of strengths and weaknesses; choice of strategic direction; strategy
implementation
Deliberate strategy; emergent strategy; realised strategy.
Strategy selection; strategy implementation; strategic control

Which terms refer to which strategic questions?

A matching question presents 3 answer choices and 3 items. The answer choices are lettered
A through C. The items are numbered 3.1 through 3.3. Screen readers will read the answer
choices first. Then each item will be presented along with a select menu for choosing an
answer choice.Using the pull-down menus, match each item in the left column to the
corresponding item in the right column.

3.1 How do we succeed

in this business?
3.2 What business
should we be in?
3.3 How does this unit
contribute?

Business
strategy
Corporate
strategy
Functional
strategy

Which four parameters appear in the Ashridge Mission Model?

Purpose; values, strategy; standards of behaviour
Aims; goals; objectives; constraints
Policies; plans; controls and constraints
Environment; resources; beliefs; ethical standards
Strengths; weaknesses; opportunities; threats

Name the types of response to environmental uncertainty set out by

Miles and Snow.

A matching question presents 5 answer choices and 5 items. The answer choices are lettered
A through E. The items are numbered 5.1 through 5.5. Screen readers will read the answer
choices first. Then each item will be presented along with a select menu for choosing an
answer choice.Using the pull-down menus, match each item in the left column to the
corresponding item in the right column.

5.1 Limited product

range in narrowly
defined market.
5.2 Develops new
products and
searches for new
markets.
5.3 Seeks efficiency
and copies best of
competitors.
5.4 Changes only
when
environmental
pressure is strong.

Prospector

Defender

Reactor
Not in Miles
and Snow
typology
Analyser

5.5 Operates
entrepreneurially,
without explicit
strategy.

Withdrawal, consolidation and building are examples of .... what?

Corporate strategies
Strategic directions
Strategy alternatives
Grand strategies
Directional strategies
None of the above

Name cells 1,2 and 3 in Ansoff's product-market matrix.

A matching question presents 4 answer choices and 4 items. The answer choices are lettered
A through D. The items are numbered 7.1 through 7.4. Screen readers will read the answer
choices first. Then each item will be presented along with a select menu for choosing an
answer choice.Using the pull-down menus, match each item in the left column to the
corresponding item in the right column.

7.1 1

Diversification

Market development

7.2 2

Product development

7.3 3
Decentralisation

7.4 None of
these

The marketing strategy emphasises price as the key to good value;

operations runs with tight cost control; development focuses on cost
reduction.
Which of Porter's competitive strategies is illustrated here?
Differentiation
Cost focus
Differentiation focus
Cost leadership
Divisionalisation

In the sketch of the BCG matrix, what is the label of the horizontal
axis?
Market growth rate
Product range
Business strength
Market share
Stage in product life cycle
Industry growth rate

In the sketch of the BCG matrix, what is the label of the vertical axis?
Market share
Business size
Business strength
Industry growth rate
Market growth rate
Strength of competition

Name the strategies, identified by Mintzberg, whose sequence is shown

in the figure.

A matching question presents 5 answer choices and 5 items. The answer choices are lettered
A through E. The items are numbered 11.1 through 11.5. Screen readers will read the
answer choices first. Then each item will be presented along with a select menu for choosing
an answer choice.Using the pull-down menus, match each item in the left column to the
corresponding item in the right column.

11.1 1
Intended

11.2 2

11.3 3

Emergent

Deliberate

Unrealised

11.4 4
Realised

11.5 5

Answer choices in this exercise appear in a different order each time the page is loaded.

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strategic management"
Management, second edition

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Summary of Results

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29% Correct of 24 Scored items:

7 Correct:

Management, second edition

17 Incorrect:

Book Title:
Naylor

29%
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11 total questions in quiz (with 4 questions containing

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Student Resources > Chapter 8:

Location on Planning and strategic
Site: management > Multiple choice
questions: strategic management

Date/Time January 7, 2016 at 3:13 AM

Submitted: (UTC/GMT)

In strategic thinking, how long is the long term, approximately?

1.

Any of these
Your
Answer:

2.
What are stages 2, 3 and 4 of the outline strategy process?
Appraisal of strengths and weaknesses; choice of
Your Answer: strategic direction; strategy implementation

Strategy selection; strategy implementation; strategic

Correct control
Answer:

Which terms refer to which strategic questions?

3.

Option

Your Answer:

How do we succeed in this business?

A. Business strategy

What business should we be in?

B. Corporate strategy

How does this unit contribute?

C. Functional strategy

3.1

3.2

3.3

Which four parameters appear in the Ashridge Mission Model?

4.

Environment; resources; beliefs; ethical standards

Your
Answer:

5.

Name the types of response to environmental uncertainty set out by Miles

and Snow.

Option

Your Answer:

Correct Answer:

5.1

5.2

5.3

5.4

5.5

Limited product range in

narrowly defined market.

C. Reactor

B. Defender

Develops new products and

searches for new markets.

B. Defender

A. Prospector

Seeks efficiency and copies

best of competitors.

B. Defender

E. Analyser

Changes only when

environmental pressure is
strong.

D. Not in Miles and C. Reactor

Snow typology

Operates entrepreneurially,
without explicit strategy.

D. Not in Miles and D. Not in Miles and

Snow typology
Snow typology

Withdrawal, consolidation and building are examples of .... what?

6.

Strategy alternatives
Your Answer:
Grand strategies
Correct
Answer:

7.
Name cells 1,2 and 3 in Ansoff's product-market matrix.

Option
1

7.1

Your Answer:
B. Market development

Correct Answer:
C. Product development

B. Market development

B. Market development

D. Decentralisation

A. Diversification

None of these

C. Product development

D. Decentralisation

7.2

7.3

7.4

8.

The marketing strategy emphasises price as the key to good value;

operations runs with tight cost control; development focuses on cost
reduction.
Which of Porter's competitive strategies is illustrated here?
Differentiation
Your Answer:
Cost leadership
Correct
Answer:

Porter argued that differentiating features, such as superior standards of

design, quality or service, cost more to deliver.

9.
In the sketch of the BCG matrix, what is the label of the horizontal axis?
Business strength
Your Answer:
Market share
Correct
Answer:

You ought to be able to sketch the BCG model fully.

10
.

In the sketch of the BCG matrix, what is the label of the vertical axis?
Strength of competition
Your Answer:
Industry growth rate
Correct
Answer:

You ought to be able to sketch the BCG model fully.

11
.

Name the strategies, identified by Mintzberg, whose sequence is shown in

the figure.

Option

Your Answer:

Correct Answer:

B. Emergent

A. Intended

A. Intended

E. Realised

C. Deliberate

B. Emergent

D. Unrealised

C. Deliberate

E. Realised

D. Unrealised

11.1

11.2

11.3

11.4

11.5

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INCORRECT

Which of the following is not a limitation of SWOT (Strengths, Weaknesses,

Opportunity, Threats) analysis?
A Organizational
) strengths may not
lead to competitive
advantage
B SWOT gives a one) shot view of a moving
target
C SWOT's focus on the
) external environment
is too broad and
integrative
D SWOT
) overemphasizes a
single dimension of
strategy

INCORRECT

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 synergy of the
) business units.
B need to maintain the
) reputation of the
company.
C organizational culture
) and leadership.
D interrelationships
) among functional
areas and firm
strategies.

INCORRECT

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 Last In, First Out
) (LIFO)
C First In, First Out
) (FIFO)
D) Highly mechanized

INCORRECT

Which of the following lists is comprised of support activities:

A human resource
) management,
information systems,
procurement, and
firm infrastructure
B customer service,
) information systems,
technology
development, and
procurement
C human resource
) management,
technology
development,
customer service, and
procurement
D human resource
) management,
customer service,
marketing and sales,
and operations

INCORRECT

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 negotiating and
) maintaining ongoing
relations with
regulatory bodies.
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 top management
) providing a key role
in collaborating with
important customers.

INCORRECT

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.

INCORRECT

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.

INCORRECT

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

INCORRECT

The "balanced scorecard" supplies top managers with a _____________ view of the
business.
A) long-term financial
B)detailed and complex
C) simple and routine
D fast but
) comprehensive

The CEO of Lucent Technologies made a lot of mistakes, such as committing errors in assessing the market
and competitive conditions, as well as improperly redesigning the organization into 11 business units. Such
errors led to performance declines. According to the text, this example illustrates the _________________
perspective of leadership.
A) romantic
B) internal
mechanism
C) operational
D) external control

INCORRECT

The "advance work" in the

strategic management
process is comprised of
A) strategy
formulation.
B) strategy
implementation.
C) strategic
posturing.

D) strategy analysis.

INCORRECT

Strategy implementation
and formulation is a
challenging, on-going
process. To be effective, it
should involve
A) the board of
directors, CEO,
and CFO.
B) line and staff
managers.
C) the CEO and the
board of
directors.
D) all of the above.

INCORRECT

Members of an
organization's board of
directors should, while
working to prioritize and
fulfill their responsibilities,
A) direct all actions
of the CEO.
B) emphasize the
importance of
short-term goals.
C) represent their
own interests.
D) represent the
interests of the
shareholders.

INCORRECT

The "triple bottom line"

approach to corporate
accounting, according to the

text, includes which three

components
A) financial,
organizational,
and
psychological.
B) financial,
environmental,
and customer.
C) financial,
organizational,
and customer.
D) financial,
environmental,
and social.

INCORRECT

As our world increases in

complexity, the global
environment is increasingly
challenging and competitive.
The key to effective
globalization is
A) more people
speaking more
languages.
B) the flow of
capital, people,
and information.
C) governmental
regulations.
D) the flow of
goods.

INCORRECT

Which of the following lists

is the hierarchy of
organizational goals in order
from least specific to most
specific?
A) mission
statements,
strategic

objectives, vision
statements.
B) mission
statements,
vision
statements,
strategic
objectives.
C) vision
statements,
strategic
objectives,
mission
statements.
D) vision
statements,
mission
statements,
strategic
objectives.

INCORRECT

An organization's mission, in
contrast to it's vision, should
A) be less detailed.
B) encompass all
the major rules
and regulations
of the corporate
work force.
C) encompass both
the purpose of
the company as
well as the basis
of competition.
D) be shorter in
length.

INCORRECT

Vision statements are used

to create a higher
understanding of the
organization's overall
direction and purpose.
Vision statements

A) provide specific
objectives.
B) are very specific.
C) evoke powerful
and compelling
mental images.
D) set
organizational
structure.