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CHAPTER 9
Contributed by: Laong
  • 1. Strategy evaluation is the ______ stage of the strategic-management process.
A) First
B) Third
C) Final
D) Second
  • 2. Why is strategy evaluation important?
A) Strategies never change
B) It replaces strategy formulation
C) It reduces competition
D) It helps organizations adapt to changes
  • 3. Strategy evaluation should be:
A) Done only at year-end
B) Done only by top management
C) Done every five years
D) A continuous process
  • 4. Reviewing the underlying bases of strategy involves re-examining which matrices?
A) SWOT and SPACE
B) BCG and IE
C) EFE and IFE
D) QSPM and CPM
  • 5. Which question is asked when reviewing strategy foundations?
A) Are profits increasing?
B) Are competitors reacting?
C) Are strengths and weaknesses still accurate?
D) Are strategies confidential?
  • 6. Measuring organizational performance compares:
A) Past and future strategies
B) Current plans and budgets
C) Employees and managers
D) Expected results and actual results
  • 7. Which is a quantitative performance criterion?
A) Employee morale
B) Product quality
C) Customer satisfaction
D) Market share
  • 8. Which is a qualitative performance criterion?
A) Sales growth
B) Employee morale
C) Profit margin
D) Return on investment
  • 9. Taking corrective actions is necessary when:
A) Performance is significantly below expectations
B) Underlying factors remain stable
C) Strategies are popular
D) Performance exceeds expectations
  • 10. Corrective actions aim to:
A) Replace management
B) Increase bureaucracy
C) Realign operations with strategic objectives
D) Eliminate all risks
  • 11. Who developed the Balanced Scorecard?
A) Robert Kaplan and David Norton
B) Peter Drucker
C) Michael Porter
D) Alfred Chandler
  • 12. The Balanced Scorecard emphasizes that performance should be:
A) Balanced across multiple perspectives
B) Financial only
C) Market-based only
D) Internally focused
  • 13. Which Balanced Scorecard perspective asks, “How do customers see us?”
A) Customer
B) Learning and Growth
C) Financial
D) Internal Business Process
  • 14. Which perspective focuses on employee skills and information systems?
A) Learning and Growth
B) Financial
C) Customer
D) Community
  • 15. Corporate governance mainly refers to:
A) Oversight and direction by the board
B) Marketing control
C) Daily operations
D) Financial auditing
  • 16. The board of directors is elected by:
A) Shareholders
B) Managers
C) Employees
D) Customers
  • 17. Which is a key responsibility of the board of directors?
A) Monitoring CEO performance
B) Hiring all employees
C) Managing daily operations
D) Creating marketing campaigns
  • 18. A best practice in board composition is to:
A) Have more than 15 members
B) Let the CEO always be chairperson
C) Encourage interlocking directorships
D) Keep the board small and efficient
  • 19. The “art or science” issue in strategy management suggests that strategy should be:
A) A blend of intuition and analysis
B) Based on guesswork
C) Purely intuitive
D) Fully analytical
  • 20. Contingency planning focuses on:
A) Long-term budgeting
B) Employee training
C) Competitor analysis
D) “What if?” scenarios
  • 21. Auditing helps ensure:
A) Employee motivation
B) Higher market share
C) Faster decision-making
D) Accountability and compliance
  • 22. Effective strategic management should focus on:
A) Bureaucratic processes
B) People and dialogue
C) Strict routines
D) Thick documents
  • 23. Which guideline promotes ethical behavior?
A) Strengthen “Good ethics is good business”
B) Pursue many strategies
C) Avoid bad news
D) Keep strategies secret
  • 24. Strategy evaluation is compared to a car dashboard because it:
A) Shows only financial data
B) Provides continuous feedback for adjustment
C) Looks technical
D) Works only at the end
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