STR581 STR581 WEEK 5 QUIZ. This is concerned with tracking a strategy as it is being implemented, detecting problems or changes in its underlying premises, and making necessary adjustments.

1. This is concerned with tracking a strategy as it is being implemented, detecting problems or changes in its underlying premises, and making necessary adjustments.

Strategy evaluation

Strategic implementation

Strategic control

Strategic decision-making

2. Strategic surveillance must be kept

as focused as possible

as unfocused as possible

as fast as possible

internal

3. This, called kaizen in Japanese, is the process of relentlessly trying to find ways to improve and enhance a company's products and processes from design through assembly, sales, and service.

CCC21

Incremental innovation

Continuous improvement

Six Sigma

4. CCC21 stands for

Competitive cost competency in the 21st century

Construction of cost competitiveness for the 21st century

Cost chain competition for the 21st century

Continuous cost competitiveness in the 21st century

5. The DMAIC (define, measure, analyze, improve, and control) process is relevant to

CCC21

Balanced scorecard

Strategic matrix analysis

Six Sigma

6. This idea factor involves following demographic and other broad trends and trying to develop ideas that may be relevant and useful.

Mental invention

Trend following

Market research

Solution spotting

7. While these may under perform established products in mainstream markets, they often offer features or capabilities appreciated by some fringe customer group.

Throughput technologies

Acquired innovations

Disruptive innovations

Lagging innovations

8. These are also referred to as crowdsourcing or open innovation.

Ideagoras

Disruptors

Sustainers

Golddiggers

9. Short-term objectives are usually

Completed within 2 months

Quantitative

Qualitative

Set to be completed within 5 years

10. Short-term objectives assist strategy implementation by identifying measurable outcomes of action plans or functional activities, which can make feedback, correction, and evaluation

More relevant and acceptable

More expensive

More difficult

More geared toward growth

11. Discussion about and agreement on short-term objectives help raise issues and potential conflicts within an organization that usually

Need little coordination

Require additional personnel

Focus on public relations

Require organizational coordination

12. Key, routine activities that must be undertaken in each department of the organization are

Business tactics

Resource tactics

Functional tactics

Corporate tactics

13. In which type of strategy do functional tactics translate into action designed to accomplish specific short-term objectives?

Corporate strategy

Grand strategy

Operational strategy

Tactical strategy

14. A leader’s vision should be

varied

complex

simple

Long

15. The effort to familiarize future leaders with the skills important to the company and to develop exceptional leaders among the managers you employ is

Identifying an action plan

Education and leadership development

Developing principles

Creating passion

16. Organizational culture includes important assumptions shared by members of the organization. These assumptions are often

Very similar to all other organizations in that industry

Very obvious to outsiders

Unstated

Formalized

17. Power Fund is a long-standing brokerage firm with a great history of high returns and well-managed growth. The managers at Power Fund repeatedly refer to terms like quality, growth, and reliability in the firm's advertisements. This demonstrates managers

Dissemination of stories and legends about core values

Emphasis on key themes or dominant values

Building time into the organization

Managing the firm globally

18.  These create differences across national boundaries that influence how people interact, read personal cues, and otherwise interrelate socially.

Values

Religions

Social norms

Educations