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MCQ’s Strategic management 1. When When def defni ning ng str strat ateg egic ic mana manage geme ment nt the the mos mostt impo import rtan antt thin thing g to remember is that it is: a.
Not as easy as you think
b.
Main Mainlly th the prov provin inc ce of of sen senio iorr mana manage gerrs
*c.
A liliving evolving process
d.
More conce nceptual than practical
e.
A wa way of of det deter ermi min ning ing res respo pons nsib ibil ilit itiies
2. As a gene genera rall stat statem emen entt it can can be be sai said d that that the the earl earlie iest st str strat ateg egic ic managers were generally inoled in: *a.
the military
b.
ruling countries
c.
deve develo lopi ping ng from from craf craftt to to ind indus ustr tria iall sit situa uati tion ons s
d.
the the dev devel elop opme ment nt of syst system ems s ffor or lar large corp corpor orat atio ions ns
e.
any any or organi ganisa sati tion ons s tha thatt req requi uirre man manag agem emen entt of of lar large ge grou groups ps
!. "n rec recen entt year years s the the teac teachi hing ngs s and and wri writi ting ngs s o# S$n S$n %&$ %&$ hae hae en' en'oy oyed ed a reial beca$se o# the perceied releance to: a.
the the wor world ldw wide problem blems s wit with h ter terrrori orism
*b. *b.
the the fact fact tha thatt his his str strat ateg egic ic tea teach chin ings gs ar are time timele less ss
c.
the ab ability to to de deal wi with co competitors
d.
the the emp emph hasis asis on mana manage geme men nt st struct uctures ures
e.
none of the above
(. Whic Which h o# the the #ol #ollo lowi wing ng was was res respo pons nsib ible le #or #or a mod model el o# o# stra strate tegy gy whi which ch attempted to create a balance between e)ciency and e*ectieness+ a.
Sun Tu
b.
Ma! "eber
c.
#rederick "inslow Taylor
*d.
$arl %on $lausewit
e.
Adam Smith
,. Which o# the #ollowing deeloped systems which combined both the physical and psychological needs o# wor-ers+ a.
Ma! "eber
b.
#rederick "inslow Taylor
*c.
#rank and &illian 'ilbreth
d.
(enri #ayol
e.
Adam Smith
. Which o# the #ollowing is not a #eat$re o# Ma/ Weber’s ideal type o# b$rea$cracy+ a.
$learly de)ned hierarchical structures
b.
+ciency and rationality
*c.
$learly de)ned psychological needs and pro)les
d.
$learly de)ned spheres of competences
e.
$learly de)ned roles of responsibility
0. enry Mint&berg was responsible #or deeloping a m$ltidimensional approach to strategy based on the fe s. Which o# the #ollowing are the correct fe s+ *a.
,lan- ploy- pattern- position perspective
b.
,lan- plot- pattern- position perspective
c.
,lan- ploy- pattern- position performance
d.
,lan- ploy- pattern- participation perspective
e.
,assion- ploy- pattern- position perspective
3. Which o# the #ollowing is not one o# orter’s fe #orces that impact on competition+ a.
New rivals entering the industry
b.
$ompetition amongst sellers in the industry
*c.
A clearly de)ned management structure
d.
The bargaining power of buyers
e.
The bargaining power of suppliers
4.
An organisation5s strategy:
a.
remains set in place longer than the mission and obectives
*b.
generally forms over a period of time as events unfold
c. tends to be formed at the same time the mission is developed and obectives are formulated d. is usually conceived at a single time when managers sit down and work out a comprehensive strategic plan for the ne!t /01 years e.
none of these is true
16. %he primary #oc$s o# strategic management is: a.
strategic analysis
*b.
the total organisation
c.
strategy formulation
d.
strategy implementation
e.
competitive advantage.
22. Which o# the #ollowing applies to strategic iss$es+
a.
3equire only top management decisions
b.
$onsider only the organisation4s e!ternal environment
*c.
#uture0oriented
d.
$oncern allocation of small amounts of resources
e.
5o not have long0term impact on the organiation
12. Which o# the #ollowing is not an adantage o# strategic management+ a.
6t provides organisations with a clearer sense of direction and purpose
*b. 6t helps improve the political- economic- social and technological environment of the organisation c. 6t helps orientate management decisions to relevant environmental conditions d.
6t helps organisations be proactive rather than reactive
e. 7rganisations using it signi)cantly outperform their own past results and the results of those organisations not using it
1!. Which o# the #ollowing defnes what b$siness or b$sinesses the frm is in or sho$ld be in+ a.
8usiness strategy
*b.
$orporate strategy
c.
#unctional strategy
d.
National strategy
e.
None of the above
1(. Which o# the #ollowing defnes how each indiid$al b$siness $nit will attempt to achiee its mission+ *a.
8usiness strategy
b.
$orporate strategy
c.
#unctional strategy
d.
National strategy
e.
$orporate mission
1,. Which o# the #ollowing #oc$ses on s$pporting the corporate and b$siness strategies+ a.
$ompetitive strategy
b.
$orporate strategy
*c.
7perational strategy
d.
National strategy
e.
Mission strategy
1. Which one o# the #ollowing is not a primary tas- o# strategic managers+ a.
stablishing strategic obectives
*b.
5eveloping the steps to follow in implementing operational level plans
c.
5e)ning the business and developing a mission
d.
5eveloping a strategy
e.
6mplementing and evaluating the chosen strategy
10. %he tas- o# strategy choice inoles: *a. developing plans and activities which will improve the organisation4s performance and competitive position b.
determining how the organisation can be more market and e+ciency oriented
c.
monitoring whether the organisation is achieving good )nancial performance
d.
keeping the organisation free of debt
e.
none of these are really central to strategy choice
13. Which one o# the #ollowing is at the core o# strategic management+ a.
$hoosing which organisational obectives to focus on
b.
8eing alert for opportunities to change work responsibilities
*c.
Adapting the organisation to a changing e!ternal environment
d. $hoosing whether to make decisions autocratically or on the basis of participation e.
,romoting responsiveness to changes in organisational norms and values
14. 7obs with strategic management responsibility: a.
seldom e!ist within a functional department or in an operating unit
*b. e!ist at the line of business level- the product line level- and are also found in not0for0pro)t organisations c.
are found only at the general manager level and above
d. entail operating and administrative responsibilities but do not involve entrepreneurial responsibilities e.
none of these
26. %he process o# strategic management is characterised by: a. the tendency of managers to develop a strategy before they set target performance obectives b. the systematic fashion with which managers implement the strategy they have chosen c. plan
the steps that strategic planners always go through in writing the strategic
d. the sequence with which managers move from one phase of the process to the ne!t *e.
none of these
%r$e 8 9alse
2. $ertain principles of strategic management are timeless and can be used in many di9erent organisations. % :. Military strategy may have been where it all began but the principles are really only relevant to military situations. 9 /.
Adam Smith is best remembered for the pig iron e!periment. 9