40MCQ Strategic Management

stenar1

40mcq_strategic_management.docx

Home >Business & Finance homework help >Management homework help >40MCQ Strategic Management

Mark the correct answer in yellow

Question 1 of 40

2.5 Points

After a current product-market profile has been assessed, the next step is to

A. identify sources of competitive advantage and the disadvantage in the main product-market segments.
B. emphasize the interactions between the organization and customers.
C. conduct an external assessment of competitors.
D. All of the answer choices are correct.

Question 2 of 40

2.5 Points

An internal analysis involves an examination of the organization's:

A. mission and vision.
B. resources and capabilities.
C. strategic objectives.
D. functional and business strategies.

Question 3 of 40

2.5 Points

Characteristics of dynamic capabilities include all of the following except:

A. timely responsiveness.
B. reactive responsiveness.
C. rapid and flexible product innovation.
D. coordinating and deploying organizational resources and capabilities.

Question 4 of 40

2.5 Points

The ability of Honda to use its fuel-efficient and reliable engines in automobiles, motorcycles, and power generators is an example of:

A. contributing to superior customer value.
B. creating a product that is difficult for competitors to imitate.
C. developing an innovation that can be used in a number of ways.
D. simulating an effective system developed by a competitor.

Question 5 of 40

2.5 Points

Core competencies cannot be a source of ________, but can contribute to the development of ________.

A. organizational goals; competitive advantage
B. dynamic capabilities; internal analysis.
C. competitive advantage; distinctive capabilities.
D. distinctive capabilities; organizational goals

Question 6 of 40

2.5 Points

_______ are the special and unique capabilities that distinguish an organization from its competitors.

A. Organizational strengths
B. Distinctive organizational capabilities
C. Competitive advantages
D. Core competencies

Question 7 of 40

2.5 Points

Performance of ________ activities would not be possible without ________ activities.

A. core; support
B. primary; support
C. support; primary
D. strategic; support

Question 8 of 40

2.5 Points

Customer value is determined by:

A. a unique and different product.
B. a low-priced product.
C. the ability to respond to specific or distinct customer needs.
D. All of the answer choices are correct.

Question 9 of 40

2.5 Points

The various organizational routines and processes that determine how efficiently and effectively the organization transforms its inputs into outputs are called

A. strengths.
B. core competencies.
C. capabilities.
D. customer value.

Question 10 of 40

2.5 Points

The internal audit concentrates on the availability or lack of critical ________ and the level of ________.

A. capital; skills
B. resources; capabilities
C. financial resources; management
D. skills; resources

Question 11 of 40

2.5 Points

All of the following reflect questions asked of the management function during the internal audit except:

A. Are jobs effectively designed?
B. What is the level of employee turnover?
C. Is the organization able to raise long-term capital?
D. Does the organization effectively use work teams?

Question 12 of 40

2.5 Points

Factors like Coca-Cola's brand name "Coke" and Nike's "swoosh" symbol construct ________ resources for the organization.

A. physical
B. intangible
C. financial
D. invisible

Question 13 of 40

2.5 Points

All of the following constitute support activities except:

A. technological development.
B. procurement.
C. operations.
D. human resource management.

Question 14 of 40

2.5 Points

Resources that are lacking or deficient and that prevent the organization from developing a sustainable competitive advantage, are known as:

A. weaknesses.
B. strengths.
C. opportunities.
D. threats.

Question 15 of 40

2.5 Points

Special and unique capabilities that distinguish the organization from its competitors are called _______ organizational capabilities.

A. distinguished
B. distinctive
C. demonstrated
D. delineated

Question 16 of 40

2.5 Points

Which of the following are considered to be primary activities in a value chain analysis as outlined by Porter?

A. Inbound logistics
B. Procurement
C. Human resource management
D. Firm's infrastructure

Question 17 of 40

2.5 Points

Resources that the organization possesses and capabilities that the organization has developed, both of which can be developed into a sustainable competitive advantage, are known as:

A. weaknesses.
B. strengths.
C. opportunities.
D. threats.

Question 18 of 40

2.5 Points

Southwest's capability of quick gate turnaround time and exceptional employee-customer interactions is known as:

A. a distinctive organizational capability.
B. an exceptional opportunity.
C. a superior customer value.
D. a distinguished service.

Question 19 of 40

2.5 Points

A capabilities assessment _______ is an in-depth evaluation of an organization’s capabilities.

A. analysis
B. profile
C. formulation
D. review

Question 20 of 40

2.5 Points

The second step in identifying distinctive organizational capabilities through a capabilities assessment profile is:

A. describe all the organizational capabilities and competencies.
B. identify and agree on the key capabilities and competencies.
C. identify sources of competitive advantage and disadvantage in the main product-market segments.
D. sort the core capabilities and competencies according to strategic importance.

Question 21 of 40

2.5 Points

The role of top-level decision makers in the strategic management process is to:

A. establish the overall operational goals.
B. develop the overall goal that the organization hopes to achieve.
C. establish functional strategies.
D. supervise line managers.

Question 22 of 40

2.5 Points

Which of the following is a possible production-operations management strategy?

A. Selective specialization
B. Inventory management systems
C. User positioning
D. Market logistics

Question 23 of 40

2.5 Points

The ________ strategy is one in which an organization continually innovates by finding and exploiting new product and market opportunities.

A. prospector
B. defender
C. analyzer
D. reactor

Question 24 of 40

2.5 Points

When an organization competes by providing unique products with features that customers value, perceive as different, and are willing to pay a premium price for, it is using a strategy of:

A. cost leadership.
B. focus.
C. differentiation.
D. niche.

Question 25 of 40

2.5 Points

Which of the following is NOT a possible dimension for identifying strategic groups?

A. Units sold
B. Price
C. Quality
D. Geographic scope

Question 26 of 40

2.5 Points

Which of the following is NOT one of Miles and Snow's adaptive strategies?

A. Defender
B. Prospector
C. Cost leader
D. Analyzer

Question 27 of 40

2.5 Points

When an organization hasn't developed a low cost or a differentiation competitive advantage, it is said to be

A. stuck-in-the-middle.
B. using an integrated strategy.
C. using a strategy of best cost.
D. pursuing a niche-based competitive advantage.

Question 28 of 40

2.5 Points

Determining the optimum mix of equity or debt is a decision made by which organizational support process?

A. Financial-accounting systems
B. Corporate governance systems
C. Procurement systems
D. Product development systems

Question 29 of 40

2.5 Points

The ________ strategy is one in which an organization continually innovates by finding and exploiting new product and market opportunities.

A. prospector
B. defender
C. analyzer
D. reactor

Question 30 of 40

2.5 Points

Which of the following is not a recommended competitive strategy for developing a competitive advantage?

A. Reactor
B. Defender
C. Analyzer
D. Prospector

Question 31 of 40

2.5 Points

The two main support processes in an organization are:

A. production systems and marketing systems.
B. procurement systems and HR systems.
C. financial accounting systems and HR systems.
D. information systems and financial accounting systems.

Question 32 of 40

2.5 Points

Which of the following is NOT a way to segment specialized market niches?

A. Price consciousness
B. Geographical
C. Type of customer
D. Product line segment

Question 33 of 40

2.5 Points

________ strategies are the short-term goal-directed decisions and actions of the organization's various functional areas.

A. Competitive
B. Coordinating
C. Corporate
D. Functional

Question 34 of 40

2.5 Points

An organization's ________ strategies reflect its commitment to and treatment of its employees.

A. procurement
B. corporate
C. HR
D. competitive

Question 35 of 40

2.5 Points

If Mr. Carol wanted to introduce high-performance work practices in his organization, which of the following practices would he adopt?

A. Centralized decision making
B. Fixed job assignments
C. Limited communication
D. Self-managed work teams

Question 36 of 40

2.5 Points

In Porter's cost leadership strategy, the main goal of the cost leader is to have the lowest ________ in the industry.

A. profits
B. prices
C. costs
D. products

Question 37 of 40

2.5 Points

One factor that would lead to high-performance work practices is

A. using contingent pay.
B. forming problem-solving groups.
C. conducting attitude surveys.
D. All of the answer choices are correct.

Question 38 of 40

2.5 Points

Which are the two biggest factors in marketing?

A. Competitors and pricing
B. Product and competitors
C. Customers and competitors
D. Pricing and customers

Question 39 of 40

2.5 Points

When a company builds a profitable business by "stealing" ideas from other successful peers, it is following a(n) ________ strategy.

A. prospector
B. defender
C. analyzer
D. reactor

Question 40 of 40

2.5 Points

Francesca has had a higher than desirable level of server turnover in her restaurant. She decided that she needs to pay better attention to which strategies?

A. Marketing
B. Human resources
C. Information
D. Financial-accounting

END