A) To implement strategies B) To control employee performance C) To generate, evaluate, and select strategies D) To collect raw data
A) Random B) Subjective based on objective information C) Fully objective D) Fully subjective
A) Only top management B) As many managers and employees as possible C) Only external consultants D) Only the strategy team
A) To reduce costs B) To generate more alternative strategies C) To avoid competition D) To simplify decisions
A) EFE Matrix B) QSPM C) IFE Matrix D) CPM
A) Five B) Two C) Four D) Three
A) Estimating costs B) Choosing the best strategy C) Implementing strategies D) Summarizing basic internal and external information
A) SWOT Matrix B) IFE Matrix C) QSPM D) EFE Matrix
A) Analyze competitors’ profits B) Rank strategies objectively C) Measure industry growth D) Match internal and external factors
A) WT B) ST C) WO D) SO
A) WT B) SO C) WO D) ST
A) To simplify matrices B) To sound professional C) To estimate costs accurately D) To avoid competition
A) Cannot generate strategies B) Does not show competitive advantage directly C) Is too complex D) Requires financial data only
A) Employee performance B) nternal and external positions C) Market share and growth D) Sales and profit
A) Industry Position B) Market Growth C) Stability Position D) Financial Position
A) Retrenchment B) Defensive tactics C) Integration and intensive strategies D) Liquidation
A) Small businesses B) Non-profit organizations C) Multidivisional firms D) Single-product firms
A) Market share and industry growth B) Profit and cost C) Internal and external factors D) Strengths and weaknesses
A) Cash Cow B) Dogs C) Question Mark D) Stars
A) IFE and EFE total weighted scores B) Sales and profit C) Market share and growth D) ROI and liquidity
A) Cells I, II, and III B) Cells IV, V, and VI C) Cells VII, VIII, and IX D) Cell V only
A) Competitive position and market growth B) Strengths and weaknesses C) Culture and politics D) Profit and cost
A) Retrenchment, divestiture, or liquidation B) Market penetration C) Forward integration D) Product development
A) SPACE B) QSPM C) SWOT D) BCG
A) Analyze competitors B) Objectively compare alternative strategiesAnalyze competitors C) Generate strategies D) Implement strategies
A) They slow planning B) They may result in financially infeasible strategies C) They affect culture D) They reduce creativity
A) Both are easy to learn B) Every move affects future decisions and outcomes C) Both are games D) Both rely on luck
A) Strategies are always wrong B) Implementation requires action, discipline, and commitment C) Managers ignore objectives D) Implementation focuses only on planning
A) Has fewer tools B) Needs more data C) Requires moving from thinking to action D) Requires moving from thinking to action
A) Managing conflict B) Allocating resources C) Evaluating competitors D) Establishing annual objectives
A) Company policies B) External opportunities C) Short-term, measurable milestones D) Long-term visions
A) They eliminate competition B) They serve as benchmarks for progress C) They reduce conflict D) They replace strategies
A) Vague and flexible B) Quantitative and obtainable C) Confidential D) Qualitative only
A) Specific guidelines that support objectives B) Informal practices C) Long-term goals D) General ideas
A) To replace objectives B) To increase workload C) To reduce employee freedom D) To ensure clarity and consistency
A) Dividing profits among owners B) Hiring employees only C) Distributing resources to achieve objectives D) Reducing company assets
A) Always harmful B) Inevitable C) A sign of failure D) Avoidable
A) Confrontation B) Avoidance C) Diffusion D) Delegation
A) Structure determines strategy B) Culture determines performance C) Strategy determines structure D) Marketing drives all strategies
A) Matrix B) Functional C) Strategic Business Unit D) Divisional
A) High cost B) Poor specialization C) Functional silos and poor communication D) Too much decentralization
A) Matrix B) Divisional C) Strategic Business Unit D) Functional
A) Divisional B) Matrix C) SBU D) Functional
A) Keep span of control reasonable B) Use functional structure for large firms C) Let many managers report to one person D) Allow co-managers
A) Reconfiguring work processes B) Outsourcing all activities C) Hiring more workers D) Increasing product prices
A) Involve employees in decisions B) Force compliance C) Ignore employee concerns D) Delay implementation
A) Logistics and costs B) Corporate culture only C) Advertising D) Financial reporting
A) Increase resistance B) Reduce diversity C) Eliminate competition D) Align employee behavior with goals
A) Increase conflict only B) Enhance competitiveness C) Slow decision-making D) Reduce creativity
A) Eliminates marketing expenses B) Focuses only on pricing C) Reduces production costs D) Divides customers into meaningful groups
A) Measure employee satisfaction B) Show how products are viewed compared to competitors C) Track production output D) Calculate profits
A) Both are expensive B) A good plan needs proper execution and coordination C) Both require design software D) Both depend on marketing |