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Mgt603 Strategic Management Mcqs Vuabid
Mgt603 Strategic Management Mcqs Vuabid
2.
3.
Which strategies aim at improving internal weaknesses by taking advantage of external
opportunities?
a. SO
WO
b. SW
c. ST
d. WT
a. Two
b. Four
c. Six
d. Eight
e. Nine
6. In the SPACE analysis, what does a (+6, +3) strategy profile portray?
a. A strong industry
b. An unstable environment
c. A stable environment
d. A weak industry
A weak financial position
7. Selling all of a company’s assets in parts for their tangible worth is called
a. Joint venture.
b. Divestiture.
c. Concentric diversification.
d. Liquidation.
e. Unrelated integration
8. Which stage of the strategy-formulation framework involves the Quantitative Strategic
Planning Matrix?
a. Stage 1
b. Stage 2
c. Stage 3
d. Stage 4
e. Stage 5
9.
10. Which strategy should be implemented when a division is responsible for an organization’s
overall poor performance?
a. Backward integration
b. Divestiture
c. Forward integration
b. Cost leadership
c. Related diversification
11. What analytical tool has four quadrants based on two dimensions: competitive position and
market growth?
13. _______ is not a major factor that commonly prohibits effective resource
allocation.
a. Starting over.
b. De-layering.
c. Diversifying.
d. Job security
a. Employee involvement.
b. Cost reduction.
c. Increased morale.
d. Increased number of hierarchical levels in the organization.
a. Production/operations
b. Human resource
c. Accounts
d. Sales
a. Strategies.
b. Strengths.
c. Weaknesses.
d. Policies.
e. Opportunities.
4. When an industry relies heavily on government contracts, which forecasts can be the
most important part of an external audit.
a. economic
b. political
c. technological
d. competitive
e. Multinational
a. Analyzing competitors
b. Analyzing financial ratios
c. Analyzing available technologies
d. Studying the political environment
e. Analyzing social, cultural, demographic and geographic forces
a. Rites
b. Emotions
c. Rituals
d. Sagas
e. Symbols
7. Which individuals are most responsible for the success and failure of an organization?
a. Strategists
b. Financial planners
c. Personnel directors
d. Stakeholders
e. Human resource managers
a. Measurable.
b. Continually changing.
c. Reasonable.
d. Challenging.
e. Consistent.
a. laws
b. rules
c. policies
d. procedures
e. goals
10. Which group would be classified as a stakeholder?
a. Communities
b. Banks
c. Suppliers
d. Employees
All of the given options
► Opportunity parameters
► Opportunity identification
► Opportunity circulation
► Opportunity multiplication
► Transformation of organizations
► Auditors
► Managers
► Mentors
► Tycoons
► Germany
► Pakistan
► France
► Argentina
----------------------------------- measures the ability of the venture to manage its total investment in
assets.
► Return on equity
► Return on investment
► Financial plan
► Marketing Plan
► Organizational Plan
► Operations Plan
► Marketing Plan
► Organizational Plan
► Production plan
► Financial Plan
► Costs
► Dollars
► Rupees
In a --------------------------, the death of the owner results in the termination of the business.
► Partnership
► Corporation
► Sole proprietorship
► Limited partnership
► Short-term
► Long term
As long as the selling price is greater than the variable costs per unit, some contribution can be
made to cover:
► Variable costs
► Fixed costs
► Four
► Two
► Three
► Ten
a) Mission
b) Strategy
c) Objective
d) Policy
a) Mission
b) Vision
c) Strategy implementation
d) None of above
a) Forward Integration
b) Backward Integration
c) Horizontal Integration
d) Product Development
5). “To improve economic strength of society and function as a good
corporate citizen on a local, state, and national basis in all
countries in which we do business”. This is a mission statement
that contains:
a) Self-concept
b) Economic concern
c) Products or Services
d) Concern for Public Image
a) Environmental scanning
b) Strategy formulation
c) Strategy control
d) Strategy evaluation
a) Environmental scanning
b) Strategy formulation
c) Strategy Implementation
d) Strategy evaluation
a) Customer analysis
b) Opportunity analysis
c) Marketing Research
d) Product and Service Planning
a. Stage-1
b. Stage-2
c. Stage-3
d. Stage-4
a. Two
b. Three
c. Four
d. Five
a. SO Strategy
b. SW Strategy
c. TW Strategy
d. None of given option
a. Weakness; Opportunities
b. Weakness; Operations
c. Wealth; Opportunities
d. None of given option
9). Space Matrix contains four quadrants framework, the upper left quadrant contain
____________ strategy.
a. Aggressive
b. Conservative
c. Defensive
d. Competitive
10) By using the given table what will be the correct average score of
industrial strength in “SPACE” matrix?
a. (3+2+4) / 3
b. (5+3+3) / 3
c. (5+3+2+4) / 4
d. (5+4) / 2
e. III, V, or VII
f. V, or VII
g. II, V, or VII
h. I, II, or IV
Assign weights to each key external and internal factor in QSPM which
always equal to _____________.
e. Hundred
f. One
g. Ten
h. None of given option
A firm desire to increase profit at least 15% every year for the foreseeable
future is ________________ objective.
a. Corporate level
b. Functional level
c. Overall organizational
d. Both a and b
a. Conflict
b. Stress
c. Functional stress
d. None of given option
a. Divisionally
b. Decentralized
c. Centralized
d. Both a and b
a. Gain sharing
b. Profit sharing
c. Employee stock ownership plan
d. Non of given option
1. What analytical tool has four quadrants based on two dimensions: competitive
position and market growth?
2. For companies located in Quadrant III of the Grand Strategy Matrix, the first
strategy recommended is
e. Starting over.
f. Delayering.
g. Diversifying.
h. Job security.
i. Integrating.
e. Employee involvement.
f. Cost reduction.
g. Increased morale.
h. Increased number of hierarchical levels in the organization.
i. Increased innovation.
8. What pay strategy requires employees or departments to establish performance targets, such as
“if actual results exceed objectives then all members get bonuses.”
a. Profit sharing
b. Bonus system
c. Salary
d. Gain sharing
e. Hourly wage system
9. Although Quadrant _____ companies are growing, according to the Grand Strategy Matrix,
they are unable to compete effectively, and they need to determine why the firm’s current
approach is ineffective and how the company can best change to improve its
competitiveness.
a. I
b. II
c. III
d. IV
e. V
10. The top row of a QSPM consists of alternative strategies derived from all of these except:
Q1: What are the characteristics of restructuring? List any five characteristics.
5 Marks
5. What category of ratios includes return on total assets and return on stockholders’
equity?
a. leverage
b. activity
c. profitability
d. growth
6. Which of the following is not a key question that can reveal internal
strengths and weaknesses of the marketing department?
e. Does the firm have an effective sales organization?
f. Are markets segmented effectively?
g. Are the firm’s products and services priced appropriately?
h. Does the firm have good liquidity?
10. What are historical narratives describing the unique accomplishments of a group and
its leaders, usually in heroic terms.
a. rites
b. sagas
c. stories
a. R&D partnerships.
b. Joint-bidding consortia.
c. Cross-licensing agreements.
d. Cross-manufacturing agreements.
e. Marketing plans.
2. Strategy analysis and choice largely involves making __________ decisions based on
__________ information.
f. Long-term; Short-term
g. Subjective; Objective
h. Short-term; Long-term
i. Subjective; Short-term
j. Objective; Subjective
3. Which stage of the strategy formulation framework contains the Internal-Factor Evaluation
Matrix?
a. Input stage
b. Analysis stage
c. Matching stage
d. Decision stage
a. Output stage
n. SO
WO
o. SW
p. ST
q. WT
a. Two
a. Four
b. Six
c. Eight
d. Nine
7. In the SPACE analysis, what does a (+6, +3) strategy profile portray?
e. A strong industry
f. An unstable environment
g. A stable environment
h. A weak industry
A weak financial position
8. Selling all of a company’s assets in parts for their tangible worth is called
a. Joint venture.
b. Divestiture.
c. Concentric diversification.
d. Liquidation.
e. Unrelated integration.
f. Stage 1
g. Stage 2
h. Stage 3
i. Stage 4
j. Stage 5
10. Which strategy should be implemented when a division is responsible for an organization’s
overall poor performance?
a. Backward integration
b. Divestiture
c. Forward integration
d. Cost leadership
e. Related diversification
1. What can be defined as the art and science of formulating, implementing and evaluating
cross-functional decisions that enable an organization to achieve its objectives?
a. Strategy formulation
b. Strategy evaluation
c. Strategy implementation
d. Strategic management
e. Strategic leading
v. Rites
w. Emotions
x. Rituals
y. Sagas
z. Symbols
3. Which individuals are most responsible for the success and failure of an organization?
f. Strategists
g. Financial planners
h. Personnel directors
i. Stakeholders
j. Human resource managers
a. forestry
b. pharmaceuticals
c. textiles
d. metals
e. paper
f. measurable.
g. continually changing.
h. reasonable.
i. challenging.
j. consistent.
a. laws
b. rules
c. policies
d. procedures
e. goals
7. According to Greenley, strategic management offers all of these benefits except that
a. it provides an objective view of management problems.
b. it creates a framework for internal communication among personnel.
c. it encourages a favorable attitude toward change.
d. it maximizes the effects of adverse conditions and changes.
e. it gives a degree of discipline and formality to the management of a business.
e. Communities
f. Banks
g. Suppliers
h. Employees
All of these
5. In BCG matrix, the reason for choosing relative market share, rather than just profits, is that
a. It carries more information than just cash flow
b. It shows where the brand is positioned against its main competitors
c. It indicates where it might be likely to go in the future
d. All of the mentioned options
6. Those firms must make some drastic changes quickly to avoid further demise and possible
liquidation that fall in__________ of grand strategy matrix
a. Qurdant-1
b. Qurdant-2
c. Qurdant-3
d. Qurdant-4
8. Annual objectives
a. Are not critical to success
b. Serve as guidelines for action, directing and channeling efforts and activities of
organization members
c. Are not important for employee motivation and identification
d. Do not provide a basis for organizational design
9. Annual objectives
a. Need not to be consistent
b. Should be easily achievable
c. Should be measurable
d. Should be confidential and not to be communicated throughout the organization
10. Which of the following resources is used by all organizations to achieve desired objectives?
a. Financial resources,
b. Physical resources,
c. Human resources
d. All of the mentioned options
Strategic management is
a. A pure science.
b. Based mainly on intuition.
c. Needed mainly when organizational performance falls.
d. Based on the use of quantitative and qualitative information.
Business week reports that firms using mission statements have a __________
return on certain financial measures than those without such statements.
a. 30%
b. 35%
c. 40%
d. 45%
a. Analyzing competitors
b. Analyzing financial ratios
c. Analyzing available technologies
d. Studying the political environment