 |
| 1 | |
Planning enables a manager or an organization to passively affect rather than actively accept the future. |
| | A) | True |
| | B) | False |
|
|
|
| 2 | |
Contingency planning is mostly necessary when a company is in a stable environment. |
| | A) | True |
| | B) | False |
|
|
|
| 3 | |
A mission defines the basic purpose or purposes of the organization. |
| | A) | True |
| | B) | False |
|
|
|
| 4 | |
A rule is a series of related steps or tasks expressed in chronological order for a specific purpose. |
| | A) | True |
| | B) | False |
|
|
|
| 5 | |
A strategic business unit is a distinct business that has its own set of competitors and can be managed reasonably independently of other businesses within the organization. |
| | A) | True |
| | B) | False |
|
|
|
| 6 | |
The process of deciding what objectives to pursue refers to: |
| | A) | organizing. |
| | B) | strategizing. |
| | C) | implementing. |
| | D) | formalizing. |
| | E) | planning. |
|
|
|
| 7 | |
A(n) __________ plan is written, documented, and developed through an identifiable process. |
| | A) | informal |
| | B) | formal |
| | C) | long-range |
| | D) | contingency |
| | E) | tactical |
|
|
|
| 8 | |
A plan that originates from marketing, finance, or personnel is called a: |
| | A) | short-range plan. |
| | B) | contingency plan. |
| | C) | functional plan. |
| | D) | strategic plan. |
| | E) | tactical plan. |
|
|
|
| 9 | |
A _________ plan is analogous to top-level long-range planning that affects many parts of the organization. |
| | A) | strategic |
| | B) | short-range |
| | C) | functional |
| | D) | contingency |
| | E) | tactical |
|
|
|
| 10 | |
Plans that address the "what ifs" of a manager's job are called: |
| | A) | short-range plans. |
| | B) | formal plans. |
| | C) | functional plans. |
| | D) | tactical plans. |
| | E) | contingency plans. |
|
|
|
| 11 | |
A __________ strategy is used when an organization is satisfied with its present course. |
| | A) | corporate |
| | B) | business |
| | C) | stability |
| | D) | constancy |
| | E) | functional |
|
|
|
| 12 | |
A strategy designed to produce and deliver the product or service at a lower cost than the competition is called: |
| | A) | differentiation. |
| | B) | focus. |
| | C) | quality leadership. |
| | D) | overall cost leadership. |
| | E) | price focus. |
|
|
|
| 13 | |
Concentration, vertical integration, and diversification are examples of: |
| | A) | corporate strategies. |
| | B) | growth strategies. |
| | C) | defensive strategies. |
| | D) | combination strategies. |
| | E) | stability strategies. |
|
|
|
| 14 | |
Business strategies that deal with marketing, finance, or human resources are called: |
| | A) | stability strategies. |
| | B) | retrenchment strategies. |
| | C) | combination strategies. |
| | D) | functional strategies. |
| | E) | business strategies. |
|
|
|
| 15 | |
The Strategic plan is put into effect in the __________ phase of the strategic management process. |
| | A) | implementation |
| | B) | conversion |
| | C) | execution |
| | D) | formulation |
| | E) | evaluation |
|
|
|
| 16 | |
The strategic plan is monitored, evaluated, and updated in which phase of the strategic management process? |
| | A) | Formulation |
| | B) | Implementation |
| | C) | Evaluation |
| | D) | Appraisal |
| | E) | Maintenance |
|
|
|
| 17 | |
__________ are statements outlining what the organization is trying to achieve, and give an organization and its members direction. |
| | A) | Policies |
| | B) | Strategies |
| | C) | Formal plans |
| | D) | Functional plans |
| | E) | Objectives |
|
|
|
| 18 | |
__________ are broad, general guides to action that constrain or direct the attainment of objectives. |
| | A) | Procedures |
| | B) | Policies |
| | C) | Objectives |
| | D) | Strategies |
| | E) | Rules |
|
|
|
| 19 | |
A SWOT analysis includes all of the following EXCEPT: |
| | A) | strengths. |
| | B) | weaknesses. |
| | C) | opponents. |
| | D) | opportunities. |
| | E) | threats. |
|
|
|
| 20 | |
Which of the following is NOT part of the Five Forces Model of Competition? |
| | A) | Threat of entry by potential competitors |
| | B) | Threat of substitute products |
| | C) | Rivalry among established firms |
| | D) | Bargaining power of suppliers |
| | E) | Bargaining power of competitors |
|
|
.