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1). Strategic management process activate in the sequence of _____________ a) Environmental scanning, Strategy formulation, Implementation, control and evaluation b) Strategy formulation, Environmental scanning, Implementation, control and evaluation c) Environmental scanning, Strategy Implementation, formulation, control and evaluation d) Strategy formulation, Implementation, control, evaluation, Environmental scanning 2). K !K " !o#er$s interested to achieve a 1% percent return on equity &'(E) in their core electric utility, 1) percent '(E on #ater resource operations, and 1* percent '(E on support +usinesses. It is _________________ a) Mission b) Strategy c) (+,ective d) Policy -). . possi+le and desira+le future state of an organi/ation0 is called1 a) Mission +) 2ision c) Strategy implementation d) None of above )). .3alls0 ice cream purchase .!ol4a0 in order to capture the mar4et. Such 4ind of integration is called1 a) Forward Integration b) Bac ward Integration c) 5ori/ontal Integration d) Product !evelopment *). .6o improve economic strength of society and function as a good corporate citi/en on a local, state, and national +asis in all countries in #hich #e do +usiness0. 6his is a mission statement that contains1 a) Self"concept b) Economic concern c) Products or Services d) 7oncern for !u+lic Image 8). Strategic9management audit is 4no#n as1 a) Environmental scanning b) Strategy formulation c) Strategy control d) Strategy evaluation :). ;orecasting tools can +e +roadly categori/ed into t#o groups. 6hose are1 a) #ualitative, $perational b) #uantitative, $perational c) <ualitative, <uantitative d) %egression and time series analysis

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=). ______________ identifies a firm>s ma,or competitors and their particular strengths and #ea4nesses in relation to a sample firm>s strategic position. a) 7ompetitive !rofile ?atri@ b) E&ternal Factor Evaluation matri& c) Internal Factor Evaluation Matri& d) Boston consulting group matri& A). (rgani/ing means an identifia+le group of people contri+uting their efforts to#ards the attainment of same goal. It is important at the time of1 a) Environmental scanning b) Strategy formulation c) Strategy Implementation d) Strategy evaluation 1%). ____________ involves assessing the costs, +enefits, and ris4s associated #ith mar4eting decisions. a) 'ustomer analysis +) (pportunity analysis c) Mar eting %esearc( d) Product and Service Planning 1). Competitive profile matrix include in ___________ of Strategy-Formulation Framework. a. Stage-1 b. Stage-2 c. Staged. Stage-! 2). "#e matc#ing $tage of t#e $trategy-formulation framework con$i$t$ of _________tec#ni%ue$. a. "wo b. "#ree c. Four d. Five ). &eci$ion $tage of Strategy-Formulation Framework include$ a matrix___________. a. 'C( )atrix b. *+ )atrix c. S,-C + matrix d. None of given option !). - $trong financial po$ition utili.e$ to improve t#e working condition of t#e firm/ $uc# $trategy i$ called _______________. a. S0 Strategy b. SW Strategy c. "1 Strategy d. 2one of given option 3). )$ Strategies aim at improving internal __________ by taking advantage of external

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_________________ a. Weakness; Opportunities b. 1eakne$$/ 0peration$ c. 1ealt#/ 0pportunitie$ d. 2one of given option 4). 5S,-C+6 matrix $tand$ for7 a. Strategic Position and Action Evaluation b. Strategic ,artner and -ction +valuation c. Strategic ,#a$e and -ction +valuation d. Strategic ,o$ition and -cademic +valuation 8). *n Space )atrix internal $trategic po$ition divided into7 a. Financial strength; Co petitive advantages b. Financial $trengt#/ +nvironmental $tability c. +nvironmental Stability/ *ndu$try Strengt# d. Competitive advantage$/ *ndu$try Strengt# 9). 5Capital inten$ity6 wit# t#e reference of S,-C+ matrix i$7 a. Financial Strengt# :FS) b. +nvironmental Stability :+S) c. !ndustry Strength "!S# d. Competitive -dvantage :C-) ;). Space )atrix contain$ four %uadrant$ framework< t#e upper left %uadrant contain ____________ $trategy. a. -ggre$$ive b. Conservative c. &efen$ive d. Competitive 1=) 'y u$ing t#e given table w#at will be t#e correct average $core of indu$trial $trengt# in $SPACE% matrix> !ndustry Strength "!S# &ating &emand and $upply factor$ 3 ,rofit potential ?arge amount of capital 2 Con$i$tently increa$ing revenue ! @e$ource utili.ation a. : A2A!) B b. "'()()# * ) c. :3A A2A!) B ! d. :3A!) B 2 Cold and maintain region in *+ matrix include ______________cell$ e. !!!+ ,+ or ,!! f. D< or D** g. **< D< or D** #. *< **< or *D

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(rand $trategy matrix all organi.ation divide$ into ________ %uadrant$ e. "wo f. "#ree g. Four #. Five Eurdant-2 in (rand $trategy matrix contain$ t#at companyF$ #aving 7 a. Strong competitive $ituation and rapid market growt# b. 1eak competitive $ituation and $low market growt# c. Strong competitive $ituation and $low market growt#. d. Weak co petitive situation and rapid arket gro-th. -$$ign weig#t$ to eac# key external and internal factor in ES,) w#ic# alway$ e%ual to _____________. e. Cundred f. One g. "en #. 2one of given option )o$t companie$ #ave $trategie$< but according to recent $tudie$< between ./0 and 1/0 of organi.ation$ t#at #ave formulated $trategie$ fail to execute t#em. e. ./0 and 1/0 f. 3=G and ;=G g. =G and 3=G #. 4=G and 4;G - firm de$ire to increa$e profit at lea$t 13G every year for t#e fore$eeable future i$ ________________ obHective. a. Corporate level b. Functional level c. 0verall organi.ational d. Both a and b &i$agreement between two or more partie$ on one or more i$$ue$ i$ a ______________. a. Con2lict b. Stre$$ c. Functional $tre$$ d. 2one of given option )edium-$i.e firm$ tend to be divi$ionally $tructured a. &ivi$ionally b. &ecentrali.ed c. Centrali.ed d. Both a and b "#e _______________ #a$ it$ own bu$ine$$ $trategy< obHective$ and competitor$ and t#e$e are often differ from parent company. a. Strategic 3usiness 4nit structure

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b. )atrix $tructure c. &ivi$ional $tructure d. 2one of given option __________________ create a $en$e of 5Self organi.ation 5t#roug# a. (ain $#aring b. ,rofit $#aring c. E ployee stock o-nership plan d. 2on of given option 1. 1#at analytical tool #a$ four %uadrant$ ba$ed on two dimen$ion$7 competitive po$ition and market growt#> a. Competitive ,rofile )atrix b. *nternal-+xternal )atrix c. S,-C+ )atrix d. Grand Strategy Matrix a. ES,). 2. For companie$ located in Euadrant *** of t#e (rand Strategy )atrix< t#e fir$t $trategy recommended i$ a. Extensive ost and asset redu tion. b. -$$et expan$ion. c. +mployee expan$ion. d. *mmediate li%uidation of a$$et$. e. &ive$titure. . 1#ic# of t#e$e i$ a limitation of ES,)> a. 0nly a few $trategie$ can be evaluated $imultaneou$ly. b. "#e co$t of doing t#e analy$i$ . !ntuitive "udg#ents and edu ated guesses are re$uired. d. Set$ of $trategie$ mu$t be examined in rever$e order. e. *t re%uire$ e%ual participation from everyone. !. 1#ic# of t#e following i$ not true about obHective$> H. "#ey $#ould be communicated t#roug#out t#e organi.ation. k. "#ey $#ould #ave an appropriate time dimen$ion. %. &hey shou%d in orporate po%i ies. m. "#ey $#ould be mea$urable. n. "#ey $#ould be con$i$tent. 3. _______ i$ not a maHor factor t#at commonly pro#ibit$ effective re$ource allocation. e. 'nder prote tion of resour es f. 0rgani.ational politic$ g. Dague $trategy target$ #. @eluctance to take ri$k$ i. ?ack of $ufficient knowledge

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4. @e$tructuring i$ al$o referred to a$ e. Starting over. f. (e%ayering. g. &iver$ifying. #. Iob $ecurity. i. *ntegrating. 8. "#e primary benefit $oug#t from re$tructuring i$ e. +mployee involvement. f. Cost redu tion. g. *ncrea$ed morale. #. *ncrea$ed number of #ierarc#ical level$ in t#e organi.ation. i. *ncrea$ed innovation. 9. 1#at pay $trategy re%uire$ employee$ or department$ to e$tabli$# performance target$< $uc# a$ 5if actual re$ult$ exceed obHective$ t#en all member$ get bonu$e$.6 a. ,rofit $#aring b. 'onu$ $y$tem c. Salary d. Gain sharing e. Courly wage $y$tem ;. -lt#oug# Euadrant _____ companie$ are growing< according to t#e (rand Strategy )atrix< t#ey are unable to compete effectively< and t#ey need to determine w#y t#e firmF$ current approac# i$ ineffective and #ow t#e company can be$t c#ange to improve it$ competitivene$$. a. * b. !! c. *** d. *D e. D 1=. "#e top row of a ES,) con$i$t$ of alternative $trategie$ derived from all of t#e$e except: a. (rand Strategy )atrix. b. 'C( )atrix. c. Space )atrix. d. C)M Matrix. e. *+ )atrix *1+ ,hat are the hara teristi s of restru turing- .ist any five hara teristi s. / Mar0s *1+ .ist do2n the steps invo%ved in produ t positioning- / Mar0s
1. 3%% of these are pitfa%%s an organi4ation shou%d avoid in strategi p%anning except+

f. 'sing p%ans as a standard for #easuring perfor#an e.

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g. J$ing $trategic planning to gain control over deci$ion$ and re$ource$. #. Failing to involve key employee$ in all p#a$e$ of planning. i. "oo #a$tily moving from mi$$ion development to $trategy formulation. 1. ,hi h of the fo%%o2ing state#ents is fa%seH. 0pen-mindedne$$ i$ an important guideline for effective $trategic management. 0. Strategi #anage#ent #ust be o#e a se%f-perpetuating so ia%ist #e hanis#. l. 2o organi.ation #a$ unlimited re$ource$. m. Strategic deci$ion$ re%uire trade-off$. 5. ,hi h of these business a tions is 6are7 a%2ays onsidered to be unethi a%n. poor product or $ervice $afety o. u$ing nonunion labor in a union $#op p. dumping flawed product$ in a foreign market $. a%% of the above 8. 999999999999 are organi4ations that ondu t business operations a ross nationa% borders. r. &ome$tic firm$ s. Mu%tinationa% orporations t. ,arent companie$ u. (overnment-backed companie$ /. ,hat ategory of ratios in %udes return on tota% assets and return on sto 0ho%ders: e$uitya. leverage b. activity . profitabi%ity d. growt# 4. ,hi h of the fo%%o2ing is not a 0ey $uestion that an revea% interna% strengths and 2ea0nesses of the #ar0eting depart#ente. &oe$ t#e firm #ave an effective $ale$ organi.ation> f. -re market$ $egmented effectively> g. -re t#e firmF$ product$ and $ervice$ priced appropriately> h. (oes the fir# have good %i$uidity;. ,hat #ar0eting fun tion in %udes test #ar0etingi. $elling product$B$ervice$ H. pricing k. cu$tomer analy$i$ %. produ t<servi e p%anning =. 99999999 is not onsidered to be a fun tion of #ar0eting. #. Mar0et seg#entation n. )arketing re$earc#

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o. Cu$tomer analy$i$ p. 0pportunity analy$i$ >. Opportunity ana%ysis is one of the basi fun tions of + %. Mar0eting. r. )anagement. $. Computer information $y$tem$. t. ,roductionBoperation$. 1?.,hat are histori a% narratives des ribing the uni$ue a o#p%ish#ents of a group and its %eaders@ usua%%y in heroi ter#s. a. rite$ b. sagas c. $torie$ 2. -ll of t#e following are cooperative arrangement$ except: a. @K& partner$#ip$. b. Ioint-bidding con$ortia. c. Cro$$-licen$ing agreement$. d. Cro$$-manufacturing agreement$. e. Mar0eting p%ans. 2. Strategy analy$i$ and c#oice largely involve$ making __________ deci$ion$ ba$ed on __________ information. f. ?ong-term/ S#ort-term g. Sub"e tiveA Ob"e tive #. S#ort-term/ ?ong-term i. SubHective/ S#ort-term H. 0bHective/ SubHective . 1#ic# $tage of t#e $trategy formulation framework contain$ t#e *nternal-Factor +valuation )atrix> a. !nput stage b. -naly$i$ $tage c. )atc#ing $tage d. &eci$ion $tage a. 0utput $tage !. 1#ic# $trategie$ aim at improving internal weakne$$e$ by taking advantage of external opportunitie$> o. S0 p. WO %. S1 r. S" $. 1" 3. Cow many cell$ are in a S10" )atrix>

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a. "wo a. Four b. Six c. +ig#t d. Nine 4. 1#at are two external dimen$ion$ of t#e S,-C+ )atrix> f. Environ#enta% stabi%ity and industry strength g. +nvironmental $tability and competitive advantage #. *ndu$try $trengt# and competitive advantage i. Competitive advantage and financial $trengt# H. Financial $trengt# and indu$try $trengt# 8. *n t#e S,-C+ analy$i$< w#at doe$ a :A4< A ) $trategy profile portray> f. 3 strong industry g. -n un$table environment #. - $table environment i. - weak indu$try
j. A weak financial position

9. Selling all of a companyF$ a$$et$ in part$ for t#eir tangible wort# i$ called a. Ioint venture. b. &ive$titure. c. Concentric diver$ification. d. .i$uidation. e. Jnrelated integration. ;. 1#ic# $tage of t#e $trategy-formulation framework involve$ t#e Euantitative Strategic ,lanning )atrix> f. Stage 1 g. Stage 2 h. Stage 5 i. Stage ! H. Stage 3 1=. 1#ic# $trategy $#ould be implemented w#en a divi$ion i$ re$pon$ible for an organi.ationF$ overall poor performance> a. 'ackward integration b. (ivestiture c. Forward integration d. Co$t leader$#ip e. @elated diver$ification 1. 1#at can be defined a$ t#e art and $cience of formulating< implementing and evaluating cro$$-functional deci$ion$ t#at enable an organi.ation to ac#ieve it$ obHective$> a. Strategy formulation

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b. Strategy evaluation c. Strategy implementation d. Strategi #anage#ent e. Strategic leading 2. 1#ic# of t#e following i$ not a cultural product> v. @ite$ 2. E#otions x. @itual$ y. Saga$ .. Symbol$ . 1#ic# individual$ are mo$t re$pon$ible for t#e $ucce$$ and failure of an organi.ation> f. Strategists g. Financial planner$ #. ,er$onnel director$ i. Stake#older$ H. Cuman re$ource manager$ !. 1#ic# $ector of t#e economy would be mo$t impacted by tec#nological development$> a. fore$try b. phar#a euti a%s c. textile$ d. metal$ e. paper 3. ?ong-term obHective$ $#ould be all of t#e following except7 f. mea$urable. g. ontinua%%y hanging. #. rea$onable. i. c#allenging. H. con$i$tent. 4. 1#at are guide$ to deci$ion making> a. law$ b. rule$ . po%i ies d. procedure$ e. goal$ 8. -ccording to (reenley< $trategic management offer$ all of t#e$e benefit$ except t#at a. it provide$ an obHective view of management problem$. b. it create$ a framework for internal communication among per$onnel. c. it encourage$ a favorable attitude toward c#ange. d. it #axi#i4es the effe ts of adverse onditions and hanges. e. it give$ a degree of di$cipline and formality to t#e management of a bu$ine$$. 9. "#e vi$ion and mi$$ion $tatement can often be found a. in t#e S+C report.

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b. in annua% reports. c. on cu$tomer receipt$. d. on $upplier invoice$. e. on community new$ bulletin$ ;. 1#ic# group would be cla$$ified a$ a $take#older> f. Communitie$ g. 'ank$ #. Supplier$ i. +mployee$ ". 3%% of these 1=. "#e proce$$ of performing an external audit need$ to include7 a. only top level manager$< a$ itF$ a planning function. b. as #any #anagers and e#p%oyees as possib%e. c. primarily front-line $upervi$or$ d. between 13 to 2= manager$ for it to be valid e. $tock#older$ and external government agencie$
1. ,hi h of the fo%%o2ing is not a stage of strategy for#u%ation te hni$uesa. Formulation Framework b. )atc#ing $tage . Externa% fa tor eva%uation d. &eci$ion $tage 1. S& Strategies is an i#portant strategy to a. )atc# weakne$$ wit# opportunitie$ of t#e firm b. Over o#e externa% threats c. 0btain benefit form it$ re$ource$ d. 0vercome it$ weakne$$ and reducing t#reat$ 5. Strategi )osition and 3 tion Eva%uation Matrix is used in a. Formulation Framework b. Mat hing stage . +xternal factor evaluation d. &eci$ion $tage !. Cash o2s are a%2ays in a. *ntroductory indu$try b. (rowing indu$try . Mature industry d. &eclining indu$try 3. !n BCG #atrix@ the reason for hoosing re%ative #ar0et share@ rather than "ust profits@ is that a. *t carrie$ more information t#an Hu$t ca$# flow b. *t $#ow$ w#ere t#e brand i$ po$itioned again$t it$ main competitor$ . *t indicate$ w#ere it mig#t be likely to go in t#e future d. 3%% of the #entioned options B. &hose fir#s #ust #a0e so#e drasti hanges $ui 0%y to avoid further de#ise and possib%e

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%i$uidation that fa%% in9999999999 of grand strategy #atrix a. Eurdant-1 b. Eurdant-2 . *urdant-5 d. Eurdant-! ;. Strategy-for#u%ation on epts and too%s a. (o not differ great%y for different si4e and type of organi4ations b. &iffer greatly for different $i.e and type of organi.ation$ . &o not differ greatly for profit or nonprofit organi.ation$ but differ in $mall and large organi.ation$ d. 2one of t#e mentioned option$ =. 3nnua% ob"e tives a. -re not critical to $ucce$$ b. Serve as guide%ines for a tion@ dire ting and hanne%ing efforts and a tivities of organi4ation #e#bers . -re not important for employee motivation and identification d. &o not provide a ba$i$ for organi.ational de$ign >. 3nnua% ob"e tives a. 2eed not to be con$i$tent b. S#ould be ea$ily ac#ievable . Shou%d be #easurab%e d. S#ould be confidential and not to be communicated t#roug#out t#e organi.ation 1?. ,hi h of the fo%%o2ing resour es is used by a%% organi4ations to a hieve desired ob"e tivesa. Financial re$ource$< b. ,#y$ical re$ource$< . Cuman re$ource$ d. 3%% of the #entioned options

Strategic management i$ a. - pure $cience. b. 'a$ed mainly on intuition. c. 2eeded mainly w#en organi.ational performance fall$. d. 3ased on the use o2 5uantitative and 5ualitative in2or ation. 'u$ine$$ week report$ t#at firm$ u$ing mi$$ion $tatement$ #ave a __________ return on certain financial mea$ure$ t#an t#o$e wit#out $uc# $tatement$. a. )/0 b. 3G c. !=G d. !3G 1#at i$ t#e be$t time to develop a mi$$ion $tatement> a. 'efore a bu$ine$$ i$ opened b. When the 2ir is success2ul c. 1#en t#e firm i$ in financial trouble d. 1#en t#e firm i$ in legal trouble

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1#ic# of t#e$e ba$ic %ue$tion$ $#ould a vi$ion $tatement an$wer> a. 1#at i$ our bu$ine$$> b. 1#o are our employee$> c. 1#y do we exi$t> d. What do -e -ant to beco e6 __________ i$ not part of an external audit. a. -naly.ing competitor$ b. Analy7ing 2inancial ratios c. -naly.ing available tec#nologie$ d. Studying t#e political environment 1#ic# $trategie$ aim at improving internal weakne$$e$ by taking advantage of external opportunitie$> a. S0 b. WO c. S1 d. S" e. 1" !. Cow many cell$ are in a S10" )atrix> a. "wo b. Four c. Six d. +ig#t e. Nine 3. 1#at are two external dimen$ion$ of t#e S,-C+ )atrix> a. Environ#enta% stabi%ity and industry strength b. +nvironmental $tability and competitive advantage c. *ndu$try $trengt# and competitive advantage d. Competitive advantage and financial $trengt# e. Financial $trengt# and indu$try $trengt# 4. *n t#e S,-C+ analy$i$< w#at doe$ a :A4< A ) $trategy profile portray> a. 3 strong industry b. -n un$table environment c. - $table environment d. - weak indu$try e. A weak financial position 8. Selling all of a companyF$ a$$et$ in part$ for t#eir tangible wort# i$ called a. Ioint venture. b. &ive$titure. c. Concentric diver$ification. d. .i$uidation. e. Jnrelated integration

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9. 1#ic# $tage of t#e $trategy-formulation framework involve$ t#e Euantitative Strategic ,lanning )atrix> a. Stage 1 b. Stage 2 . Stage 5 d. Stage ! e. Stage 3 are barrier$ to new product creation and development. L 0pportunity parameter $ L 0pportunity identification L 0pportunity circulation

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