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Strategic Management & Business Policy, 13e (Wheelen/Hunger) Chapter 5 Internal Scanning and Organizational AnalysisFull description
Strategic Management & Business Policy, 13e (Wheelen/Hunger) Chapter 5 Internal Scanning and Organizational Analysis
40) Those critical strengths and weaknesses that are likely to determine if a firm will be able to take advantage of opportunities while avoiding threats are called A) SWOT !) competitive forces ") internal strategic factors #) $uality accounting %) factor analysis 4&) Which of the following is 'OT one of the four $uestion areas !arney proposes in his (*O framework used to evaluate a firm+s key resources, A) durability !) organi-ation ") rareness #) value %) imitability 4.) When a firm determines a competency+s competitive advantage/ !arney refers to this issue as A) value !) rareness ") imitability #) organi-ation %) durability 4) According to !arney+s (*O framework/ the e1ploitation of a resource pertains to the 22222222 of the resource A) value !) rareness ") imitability #) organi-ation %) durability 44) A corporation+s ability to e1ploit its resources is referred to as its A) resources !) capabilities ") core competencies #) critical success factors %) key performance factors 43) Things that a corporation can do e1ceedingly well across the corporation are called A) resources !) distinctive competencies ") core competencies #) critical success factors %) key performance factors
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46) When a company+s core competencies are superior to those of competitors/ these are called A) resources !) distinctive competencies ") core competencies #) critical success factors %) key performance factors 47) Which of the following statements is true concerning clusters, A) The desire to build or upgrade a core competency is one reason why entrepreneurial and other fast8growing firms often tend to locate close to their competitors !) "lusters are geographic concentrations of interconnected companies and industries ") An e1ample of a cluster in the 9S is "alifornia+s Silicon (alley #) According to 5orter/ clusters provide access to employees/ suppliers/ speciali-ed information/ and complementary products %) all of the above 4:) The rate at which a firm+s underlying resources and capabilities depreciate or become obsolete is called A) replicability !) transparency ") imitability #) durability %) transferability 4;) The rate at which a firm+s underlying resources/ capabilities/ or core co mpetencies can be duplicated by others is called A) replicability !) transparency ") imitability #) durability %) transferability 30) When a firm takes apart a competitor+s product in order to find out how it works/ this process is known as A) durability !) replicability ") reverse engineering #) transparency %) transferability 3&) The speed with which other firms can understand the relationship of resources and capabilities supporting a successful firm+s strategy is called A) imitability !) reverse engineering ") transferability #) transparency %) durability
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3.) The ability of competitors to use duplicated resources and capabilities to imitate the other firm+s success is called A) imitability !) durability ") transferability #) transparency %) replicability 3)
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3:) The business model used by >5 in selling printers and printer cartridges is the A) profit pyramid model !) advertising model ") customer solutions model #) efficiency model %) multi8component system?installed base model 3;) A linked set of value8creating activities beginning with basic materials provided b y suppliers and ending with distributors getting the final product into the hands of the u ltimate consumer is called a@n) A) value chain !) continuum of sustainability ") strategic capability #) fully integrated activity set %) a strategic group 60) The part of an industry+s value chain that is most important to a company and the point where its greatest e1pertise and capabilities lie is called the company+s A) functional crossroads !) center of gravity ") dynamic e$uilibrium #) # intensity %) economy of scope 6&) Which of the following is 'OT a primary activity of the value chain, A) raw materials handling !) installation ") repair #) purchasing %) warehousing 6.) Which of the following is 'OT a support activity of the value chain, A) procurement !) technology development ") human resource management #) marketing and sales %) strategic planning 6) When e1amining the corporate value chain of a particular product or service/ which one of the following is 'OT one of the 5*=AB activities that usually occur, A) operations !) inbound and outbound logistics ") auditing and accounting #) marketing and sales %) customer service
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64) The second step when analy-ing the value8added chain is to A) identify the legal ramifications and responsibilities of their product or service !) e1amine the linkages among the product+s or service+s value activities ") confirm that all variables have been included and taken into consideration #) ensure that $uality management is ade$uately addressed %) e1amine the potential synergies among the corporation+s product o r business units 66) Which of the following describes a typical functional structure, A) %mployees tend to be specialists in the business functions important to that industry such as manufacturing/ marketing/ finance/ and human resources !) This is most appropriate for large corporations with many product lines in several related industries/ with employees acting as specialists attempting to gain synergy among divisional activities ") This is most appropriate for small/ entrepreneur8dominated companies with one or two product lines that operate in a small niche market/ with employees acting as Cack8of8all trades #) %mployees have two or more superiors/ a proCect manager and a functional manager %) This is most appropriate for large corporations with many product lines in several unrelated industries/ with employees acting as specialists but with no attempt at gaining synergy among the divisions 6:) Which one of the following best describes a divisional structure, A) Work is divided into subunits on the basis of such functions as manufacturing/ marketing/ finance/ and human resources !) This is most appropriate for large corporations with many product lines in several related industries/ with employees acting as functional specialists attempting to gain synergy among divisional activities ") This is most appropriate for small/ entrepreneur8dominated companies with one or two product lines that operate in a small niche market/ with employees acting as Cack8of8all trades #) %mployees have two or more superiors/ a proCect manager and a functional manager %) This is most appropriate for large corporations with many product lines in several unrelated industries/ with employees acting as functional specialists but with no attempt at ga ining synergy among the divisions 63) When the value chains of two separate products or services share activities/ such as the same marketing channels/ in order to reduce costs/ this is an e1ample of A) economies of scope !) economies of scale ") economies of integration #) economies of learning %) outsourcing 6;) Which one of the following best describes a cong lomerate structure, A) Work is divided into subunits on the basis of such functions as manufacturing/ marketing/ finance/ and human resources !) This is most appropriate for large corporations with many product lines in several related industries/ with employees acting as functional specialists attempting to gain synergy among divisional activities ") This is most appropriate for small/ entrepreneur8dominated companies with one or two product lines that operate in a small niche market/ with employees acting as Cack8of8all trades #) %mployees have two or more superiors/ a proCect manager and a functional manager %) This is most appropriate for large corporations with many product lines in several unrelated industriesD unrelatedness prevents any attempt at gaining synergy among the divisions
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70) According to the te1t/ which one of the following is 'OT descriptive of a corporation+s culture, A) A corporation+s culture is a collection of beliefs/ e1pectations/ and values learned and shared by corporation+s members and transmitted from one generation of employees to another !) "orporate cultures are only temporary and can be easily changed ") "orporate culture norms are created which define acceptable behavior from top management to operative employee #) =yths and rituals often emerge over time to e1plain why a certain aspect of the culture is important %) "ultures have a powerful influence on the behavior of managers and can strongly affect a corporation+s ability to shift its strategic direction 7&) What are the two distinct attributes of corporate culture, A) differentiation and integration !) durability and imitability ") concern for people and concern for task #) intensity and integration %) amount of comple1ity and tolerance of change 7.) What is the attribute of corporate culture that is the degree to which members of a unit accept the norms/ values/ or other culture content associated with the unit, A) integration !) strength ") intensity #) coordination %) unity 7) Which of the following is a function of corporate culture, A) *t encourages a laisse- faire set of attitudes !) *t encourages fle1ibility and thus constant change ") *t conveys a sense of identity for employees #) *t generates creative approaches to new situations %) *t focuses employee commitment on their own careers 74) Which of the following is 'OT a function of corporate culture, A) conveys a sense of identity for employees !) adds to the stability of the organi-ation as a social system ") helps generate employee commitment to something greater than themselves #) keeps people guessing about what to do ne1t %) serves as a frame of reference for employees to use as a guide for appropriate behavior 73) The breadth of an organi-ation+s culture is also known as A) cultural integration !) cultural diversification ") cultural intensity #) cultural strategy %) cultural prerogative
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76) Through market research/ corporations can target their various products or services so that manage ment can discover what niches to seek or develop/ and how to minimi-e competitive pressure This is descriptive of A) marketing position !) product life cycle ") market segmentation #) marketing mi1 %) marketing leverage 77) The particular combination of product/ place/ promotion/ and price is called A) marketing position !) product life cycle ") market segmentation #) marketing mi1 %) marketing leverage 7:) An e1ample of the promotion variable of the marketing mi1 is A) advertising !) discounts ") location #) services %) $uality 7;) A graph showing time plotted against the dollar sales of a product as it moves from introduction through growth and maturity to decline is called the A) marketing position !) product life cycle ") market segmentation #) marketing mi1 %) marketing leverage :0) Which of the following statements is true concerning a corporate reputation, A) *t is a widely held perception of a company by the general public !) A good corporate reputation can be a strategic resource ") There is a positive relationship between corporate reputation and financial performance #) eputation tends to be long8lasting and hard for others to duplicate %) all of the above :&) As compared to a firm with low financial leverage/ a firm with a high amount of financial leverage in an e1panding market should have A) lower profits !) higher profits ") higher earnings per share #) lower earnings per share %) higher sales revenue
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:.) The ratio of total debt to total assets is known as A) budgeting leverage !) capital finance ") capital budgeting #) financial leverage %) financial budgeting :) Which of the following is 'OT a responsibility of a research and development manager, A) "hoosing among alternative new technologies to use within the corporation !) #eveloping methods of embodying the new technology in new products and processes ") #eploying resources so that the new technology can be successfully implemented #) Taking the design and operationali-ing the plan into mass production %) Suggesting and implementing a corporation+s technological strategy in light of its corporate obCectives and policies :4) The process of taking a new technology from the laboratory to the marketplace is called A) economies of scope versus operating leverage !) the # mi1 ") technological competence #) technological discontinuity %) technology transfer :3) When scientists concentrate on $uality control and the dev elopment of design specifications/ this is called A) basic # !) product # ") engineering # #) life cycle # %) # mi1 :6) The displacement of one technology by another/ as shown by two S8shaped curves on a graph/ is called A) economies of scope versus operating leverage !) technology transfer ") the # mi1 #) technological discontinuity %) a disCunctive learning or e1perience curve :7) The proposition that silicon chips double in comple1ity every &: months is referred to as A) Ohm+s Eaw !) 5orter+s Five Forces =odel ") =oore+s Eaw #) =int-berg+s ule %)
:;) According to the te1t/ the primary task of the operations manager is to A) make sure all the products or services are p roducing ma1imum revenue !) develop and operate a system that will produce the re$uired number of products or services with a certain $uality/ at a given cost/ within an allotted time ") make sure the process has a high $uality control #) ensure that the process is manufactured or delivered as efficiently as possible %) interface with the other functional departments to coordinate their op erations in avoiding duplication of effort ;0) Which of the following terms best describes a system in which items are normally processed se$uentially/ but the work and se$uence of the process vary, A) continuous system !) debt capacity ") chronological processing #) operating leverage %) intermittent system ;&) An automobile assembly line is an e1ample of which approach to manufacturing, A) continuous system !) debt capacity ") se$uential processing #) Cob shop %) intermittent system ;.) The impact of a specific change in sales volume on net operating income is referred to as the A) continuous system !) chronological processing ") operating leverage #) debt capacity %) intermittent system ;) The concept that suggests that unit production co sts decline by some fi1ed percent each time the total accumulated volume of production in units doubles is referred to as A) the # mi1 !) the e1perience curve ") technological competence #) break8even analysis %) technology transfer ;4) Which one of the following is 'OT descriptive of the e1perience curve, A) *t is useful because it is consistent within the industry for all involved firms over time !) *t is used to estimate the production cost of a product produced by newly introduced techni$ues or processes ") *t is used to estimate the production costs of a product never before made with the present techni$ues and process #) The concept was first applied in the airframe industry %) *t shows that production costs decline by some fi1ed percentage as production in units doubles
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;3) Fle1ible manufacturing emphasi-es A) high8volume output of mass produced products !) the cost advantages of an intermittent system with the customer8oriented advantages of a continuous system ") the learning curve is longer since technology is automated #) economies of scope over economies of scale %) economies of scale over economies of scope ;6) Strategic managers must be concerned with human resource management because A) dealing with people is their primary Cob !) $uality of work life is more important than strategic management ") they must be know the ability and willingness of the workforce to implement new strategies #) workers are more likely to go on strike if management attempts to cross them %) they must be aware of the possibility and potential of unionism ;7) *n order to move more $uickly through a product+s development stage/ companies like =otorola and "hrysler are using A) concurrent engineering !) cross8functional work teams ") advisory committees #) task forces %) continuous engineering ;:) The term that describes putting once isolated specialists together to work and compare notes in a collective product design effort is called A) simultaneous strategy !) participatory planning ") Cointly8designed obCectives #) concurrent engineering %) cooperative design ;;) >uman resource units have found that to reduce employee dissatisfaction and unioni-ation/ they must A) significantly increase their wage rates !) shorten the work week to allow for more leisure time ") offer a wider variety of benefits and attractive enticements #) guarantee their workers life time Cobs %) consider the $uality of work life in the design of Cobs &00) Which one of the following is 'OT one of the four ways to improve the corporation+s $uality of work life, A) *mprove the work environment !) *ntroduce participative problem8solving ") =ore responsive management #) *ntroduce innovative reward systems %) estructuring work &0.) The 5*=AB task of the manager of information systems is to A) prevent unlawful usage of the information from the system !) make sure the information contained in the system is up8to8date and accurate ") monitor the input of information into the information system #) design and manage the flow of information in a corporation to improve productivity and decision making %) ensure that only those who have authori-ed permission have access to the information system &0 "opyright .0&. 5earson %ducation/ *nc
