| Question 1 | 5 / 5 points |
One strategic responsibility of managers and employees at other levels throughout the organization is:
Question options:
|
| strategy implementation. | ||
|
| situation analysis. | ||
|
| strategy formulation. | ||
|
| developing the organization's vision. | ||
| Question 2 | 5 / 5 points | ||
The board of directors in an organization:
Question options:
|
| plays a significant role in corporate governance. | ||
|
| is responsible for the implementation of the organization's operating activities. | ||
|
| serves in the role of executive management. | ||
|
| is not an important part of the organization's strategic development. | ||
| Question 3 | 5 / 5 points | ||
The academic discipline primarily responsible for the development of strategic management is:
Question options:
|
| accounting. | ||
|
| economics. | ||
|
| philosophy. | ||
|
| anthropology. | ||
| Question 4 | 5 / 5 points | ||
In the development of strategic management as a discipline, Alfred Chandler wrote the book:
Question options:
|
| <i>Corporate Strategy</i>. | ||
|
| <i>The Teflon Leader</i>. | ||
|
| <i>The Pursuit of Excellence</i>. | ||
|
| <i>Strategy and Structure</i>. | ||
| Question 5 | 5 / 5 points | ||
The emergence of strategic planning and strategic management dates back to the __________, when researchers began looking for explanations of organizational differences in performance and functioning.
Question options:
|
| 1950s | ||
|
| 1960s | ||
|
| 1970s | ||
|
| 1980s | ||
| Question 6 | 5 / 5 points | ||
An organization's __________ are its goal-directed plans and actions in which its capabilities and resources are matched with the opportunities and threats in its environment.
Question options:
|
| mission statements | ||
|
| vision statements | ||
|
| strategies | ||
|
| objectives | ||
| Question 7 | 5 / 5 points | ||
__________ differences are fundamental differences between countries that encompass traditions, history, religious beliefs, and deep-seated values.
Question options:
|
| Colonial | ||
|
| Cultural | ||
|
| Transnational | ||
|
| Regional | ||
| Question 8 | 5 / 5 points | ||
Strategic management affects all organizational members. However, the only issue that differs among organizational members is the:
Question options:
|
| stage of the strategic management process. | ||
|
| scope of the individual's actions. | ||
|
| development of the strategy. | ||
|
| administrative impacts. | ||
| Question 9 | 5 / 5 points | ||
__________ involves how a corporation uses its resources and protects stakeholders' interests.
Question options:
|
| Financial oversight | ||
|
| Corporate governance | ||
|
| Steering committee focus | ||
|
| Corporate counsel | ||
| Question 10 | 5 / 5 points | ||
Strategic __________ is the ability to anticipate, envision, maintain flexibility, think strategically, and work with others in the organization to initiate changes that will create a viable and valuable future for the organization.
Question options:
|
| awareness | ||
|
| leadership | ||
|
| thinking | ||
|
| control | ||
| Question 11 | 5 / 5 points | ||
__________ strategies are goal-directed plans and actions of the organization's functional areas.
Question options:
|
| Situational | ||
|
| Business | ||
|
| Competitive | ||
|
| Operational | ||
| Question 12 | 5 / 5 points | ||
An organization's strategy is its goal-directed decisions and actions in which its capabilities and resources are matched with the __________ in its environment.
Question options:
|
| internal and external financial controls | ||
|
| opportunities and threats | ||
|
| long-term issues | ||
|
| sequential management process | ||
| Question 13 | 5 / 5 points | ||
Globalization has created challenges because of the __________ that is necessary to make it work.
Question options:
|
| investment | ||
|
| management | ||
|
| openness | ||
|
| staffing | ||
| Question 14 | 5 / 5 points | ||
The organization type which first utilized strategy was the __________ organization.
Question options:
|
| entertainment | ||
|
| military | ||
|
| retail | ||
|
| not-for-profit | ||
| Question 15 | 5 / 5 points | ||
The basic activities of strategic management include:
Question options:
|
| offense, defense, and control. | ||
|
| situation analysis, strategy formulation, strategy implementation, and strategy evaluation. | ||
|
| strategy development, strategy control, and strategy management. | ||
|
| ethics, management, and practice. | ||
| Question 16 | 5 / 5 points | ||
__________ is/are the determination of the broad uses to which organizational resources will be deployed and the resolution of conflicts among the myriad participants in organizations.
Question options:
|
| Vision | ||
|
| Mission | ||
|
| Corporate governance | ||
|
| Goals | ||
| Question 17 | 5 / 5 points | ||
The __________ is an elected group that represents a company's shareholders.
Question options:
|
| board of directors | ||
|
| senior management team | ||
|
| steering committee | ||
|
| corporate counsel | ||
| Question 18 | 5 / 5 points | ||
Which of the following statements is NOT true regarding corporate strategies?
Question options:
|
| They are concerned with the broad and more long-term issues of the organization. | ||
|
| They are concerned with how the organization is going to compete in a specific business or industry. | ||
|
| They are concerned with the direction the organization is headed. | ||
|
| They are concerned with the business(es) that the organization is in and the businesses they want to be in. | ||
| Question 19 | 5 / 5 points | ||
In addition to expanding the role of board members, the Sarbanes-Oxley Act of 2002 also called for more disclosure and transparency of:
Question options:
|
| the corporate vision. | ||
|
| the corporate mission. | ||
|
| financial information. | ||
|
| the balanced scorecard. | ||
| Question 20 | 5 / 5 points | ||
Situation analysis involves the process of:
Question options:
|
| designing and choosing appropriate organizational strategies. |
|
| analyzing the current environment of the organization. |
|
| identifying external competitive threats. |
|
| evaluating the internal aspects of the organization.
|
