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