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based on the content available in Google, usage of the same is at your own risk.
If you find any answers missing or identify anything wrong, please intimate for the benefit of the
entire group. Corrections will be done accordingly.
Subject 1--Strategic Management—Compiled by Niraja
Set 1:-
Q1. Which of the following are typically seen as being associated with strategic decisions?
The organization’s long-term direction
The detailed planning of a department’s work over the next month
The values and expectations of powerful actors in the organization
The scope of the organization’s activities
Q2. Which strategy is about how to compete successfully in particular markets?
Business-level strategy
Corporate-level strategy
Alliance-based strategy
Operational-level strategy
Q3. A group of managers is considering pricing strategy and differentiation. At which level of
strategy are the managers most likely to be working?
Corporate level
Operational levelC.
Business level
D. Mission and Vision
Q4. An organization’s general expression of its overall purpose is known as its:
Objective
Vision
Goal
Mission
Q5. Which of the following terms correctly complete the definition: Operational strategies
are about how the component parts of an organization deliver strategies in terms of
, and .
People
Alliances
Mission D.
resources
E. Processes
,Q6. Strategy involves:
A. Senior managers and board members
B. Managers at all levels
Senior and middle managers
Senior management
Q7. What are the 3 main branches of strategy research that make up the study of strategy?
Strategy content
Strategy context
Strategy lenses
Strategy processes
Q8. In the Exploring strategy Model, what heading is used to cover environment, capability,
goals and culture?
Strategic applicability
Strategic choices
Strategy in actionD.
Strategic position
Q9. A design view of strategy refers to:
The pulling together of ideas that develop from different parts of the organization.
The pulling together of the different decisions made throughout an organization, soas
to develop a coherent overall strategy.
The systematic, rational way in which strategy is always developed in an
organization.
The deliberate positioning of the organization through a rational, analytical,
structured and directive process.
Q10. The experience lens suggests that strategies develop:
Through the shared assumptions in the organization, often thought of as the
organizational culture.
Through the shared assumptions across similar type of organizations within an
industry or organizational field.
Through the individual experience of a few top managers or strategic planners.D.
All of the above
Q11. The variety lens suggests that new strategies take shape in organizations:
Because new ideas are tried out in the market and either succeed or do not.
, Because the new ideas that develop from within it are selected by formal evaluation
through strategic planning systems.
Because there are sufficient people who find them attractiveD.
All of the above
Q12. What is the key outcome from PESTEL analysis?
Five forces
Identification of the drivers for change
Critical success factors
Possible scenarios
Q13. When using PESTEL it is easy to get overwhelmed by a multitude of ideas. Instead, it is
important to step back and identify the:
Key drivers for change
Relevant five forces that exist
Complex links between each of the factors
Market segments
Q14. Which three of the following are the most useful ways in which a group of managers
could use scenario planning?
To consider Plausible alternative futures
To ensure that the managers always select the only scenario that will work in
practice.
To develop contingency plans for each scenario
To increase the manager’s understanding and perception of forces in the business
environment.
Q15. It is always useful to ensure that the three scenarios are ‘Optimistic’, ‘middling’ and
‘pessimistic’.
False
True
Q16. The five forces that affect the level of competition in an industry are:
The threat of entry; the power of buyers; the power of suppliers; the threat of
substitutes and government action.
The threat of buyers; the power of entry; the power of substitutes; the threat of
suppliers and the threat of recession.
the threat of recession; the power of buyers; the power of suppliers; the threat of
management failure and competitive rivalry
The threat of entrants; the power of buyers; the power of suppliers; the threat of
substitutes and competitive rivalry.
Q17. In which of the following situations is buyer power likely to be high?
, Where switching costs are low.
Where ultimate consumer power is weak.C.
Where the buyer can threaten to compete
D. Where a few large customers account for the majority of sales.
Q18. Forward vertical integration occurs when suppliers are able to cut out buyers who act as
intermediaries.
True
False
Q19. When identifying strategic groups, which two headings can the relevant characteristics
most usefully be grouped under?
Resource commitment
Competitiveness C.
Scope of activities
D. PESTEL factors
Q20. A strategy canvas is a simple but useful way of comparing competitors’ positions in a
market and potential in different segments.
It emphasizes the importance of technical quality
It demonstrates that focusing on market segments means losing the overall picture.C. It
emphasizes the importance of seeing value through the customer’s eyes.
D. It emphasizes the need to be clear about relative strengths.
Q21. Which of the following accurately categorizes the machines an organization uses?
Tangible, financial resources
Intangible, financial resources
Tangible, intellectual capitalD.
Tangible, physical resources
Q22. What term is used for an organization’s ability to renew and recreate its strategic
capabilities to meet the needs of a changing environment?
Competent substitution
Core competence
Renewability
Dynamic capabilities
Q23. Core competencies are the skills and abilities by which resources are deployed through
an organization’s activities and processes such as to:
Survive using approaches and techniques that others cannot imitate or obtain.
Survive
Achieve competitive advantage in ways that others cannot imitate or obtain.
Achieve competitive advantage
based on the content available in Google, usage of the same is at your own risk.
If you find any answers missing or identify anything wrong, please intimate for the benefit of the
entire group. Corrections will be done accordingly.
Subject 1--Strategic Management—Compiled by Niraja
Set 1:-
Q1. Which of the following are typically seen as being associated with strategic decisions?
The organization’s long-term direction
The detailed planning of a department’s work over the next month
The values and expectations of powerful actors in the organization
The scope of the organization’s activities
Q2. Which strategy is about how to compete successfully in particular markets?
Business-level strategy
Corporate-level strategy
Alliance-based strategy
Operational-level strategy
Q3. A group of managers is considering pricing strategy and differentiation. At which level of
strategy are the managers most likely to be working?
Corporate level
Operational levelC.
Business level
D. Mission and Vision
Q4. An organization’s general expression of its overall purpose is known as its:
Objective
Vision
Goal
Mission
Q5. Which of the following terms correctly complete the definition: Operational strategies
are about how the component parts of an organization deliver strategies in terms of
, and .
People
Alliances
Mission D.
resources
E. Processes
,Q6. Strategy involves:
A. Senior managers and board members
B. Managers at all levels
Senior and middle managers
Senior management
Q7. What are the 3 main branches of strategy research that make up the study of strategy?
Strategy content
Strategy context
Strategy lenses
Strategy processes
Q8. In the Exploring strategy Model, what heading is used to cover environment, capability,
goals and culture?
Strategic applicability
Strategic choices
Strategy in actionD.
Strategic position
Q9. A design view of strategy refers to:
The pulling together of ideas that develop from different parts of the organization.
The pulling together of the different decisions made throughout an organization, soas
to develop a coherent overall strategy.
The systematic, rational way in which strategy is always developed in an
organization.
The deliberate positioning of the organization through a rational, analytical,
structured and directive process.
Q10. The experience lens suggests that strategies develop:
Through the shared assumptions in the organization, often thought of as the
organizational culture.
Through the shared assumptions across similar type of organizations within an
industry or organizational field.
Through the individual experience of a few top managers or strategic planners.D.
All of the above
Q11. The variety lens suggests that new strategies take shape in organizations:
Because new ideas are tried out in the market and either succeed or do not.
, Because the new ideas that develop from within it are selected by formal evaluation
through strategic planning systems.
Because there are sufficient people who find them attractiveD.
All of the above
Q12. What is the key outcome from PESTEL analysis?
Five forces
Identification of the drivers for change
Critical success factors
Possible scenarios
Q13. When using PESTEL it is easy to get overwhelmed by a multitude of ideas. Instead, it is
important to step back and identify the:
Key drivers for change
Relevant five forces that exist
Complex links between each of the factors
Market segments
Q14. Which three of the following are the most useful ways in which a group of managers
could use scenario planning?
To consider Plausible alternative futures
To ensure that the managers always select the only scenario that will work in
practice.
To develop contingency plans for each scenario
To increase the manager’s understanding and perception of forces in the business
environment.
Q15. It is always useful to ensure that the three scenarios are ‘Optimistic’, ‘middling’ and
‘pessimistic’.
False
True
Q16. The five forces that affect the level of competition in an industry are:
The threat of entry; the power of buyers; the power of suppliers; the threat of
substitutes and government action.
The threat of buyers; the power of entry; the power of substitutes; the threat of
suppliers and the threat of recession.
the threat of recession; the power of buyers; the power of suppliers; the threat of
management failure and competitive rivalry
The threat of entrants; the power of buyers; the power of suppliers; the threat of
substitutes and competitive rivalry.
Q17. In which of the following situations is buyer power likely to be high?
, Where switching costs are low.
Where ultimate consumer power is weak.C.
Where the buyer can threaten to compete
D. Where a few large customers account for the majority of sales.
Q18. Forward vertical integration occurs when suppliers are able to cut out buyers who act as
intermediaries.
True
False
Q19. When identifying strategic groups, which two headings can the relevant characteristics
most usefully be grouped under?
Resource commitment
Competitiveness C.
Scope of activities
D. PESTEL factors
Q20. A strategy canvas is a simple but useful way of comparing competitors’ positions in a
market and potential in different segments.
It emphasizes the importance of technical quality
It demonstrates that focusing on market segments means losing the overall picture.C. It
emphasizes the importance of seeing value through the customer’s eyes.
D. It emphasizes the need to be clear about relative strengths.
Q21. Which of the following accurately categorizes the machines an organization uses?
Tangible, financial resources
Intangible, financial resources
Tangible, intellectual capitalD.
Tangible, physical resources
Q22. What term is used for an organization’s ability to renew and recreate its strategic
capabilities to meet the needs of a changing environment?
Competent substitution
Core competence
Renewability
Dynamic capabilities
Q23. Core competencies are the skills and abilities by which resources are deployed through
an organization’s activities and processes such as to:
Survive using approaches and techniques that others cannot imitate or obtain.
Survive
Achieve competitive advantage in ways that others cannot imitate or obtain.
Achieve competitive advantage
