SUBJECT CODE : MB0052 SUBJECT : Strategic Management & Business Policy


1. A ___________ defines the purpose and principles of an organization in terms of values of an organisation. a. mission statement b. vision statement c. strategy d. goal

2. In a business, _________ is the doing phase. a. Business b. Survival c. Profit maximization d. Tactics

3. The key concept of production process involves _______________ of an organisation. a. Resources b. Planning c. Capability d. Competency

4. The objective of strategic management in the organisation is to implement ______________ workflow. a. Design b. Crucial c. Systematic d. Integrated

Strategy analysis 9. Board of directors 7. ______________ is the process of choosing the possible course of action. a. a. Michael Porter b. Stakeholders d. Planning staff c. Technological force c. Strategical information b. Environmental information d. Political-legal force d. Strategic formulation d. Strategic analysis b. Value chain analysis concept was introduced by ___________. Strategic choice 6. Socio-cultural force 8. The objective of strategy formulation is to express _________________ to achieve a definite goal. Policy . Strategy implementation b. a. Which among the following generates problem solving inventions? a. a. The overall responsibility of management relies upon _____________. Strategy management d. Technical information c. Gary Hamel 10. Strategy planning c.5. The process to formulate and implement strategy is known as _____________. a. Strategic implementation c. Economic force b. Robert Kaplan d. Prahalad c. Top level management b.

Synergy b. a. Road map c. Operational control c. a. Feed forward controls b. Strategy b. Operational controls 14. Stakeholders . standard operating procedures. Policy 13. Mission statement d. priorities and interests. policies and rules. Concurrent controls c. a. According to Mintzberg. Key stakeholders expectations 15. a.11. The various positions held by _____________ often create disparities between their individual needs. Wisdom c. hard data provides information whereas soft data provides ________________. Analysts c. Grouping employees into teams and broadening the organization’s product or market mix is an attempt to achieve _______________. Feedback controls d. Certification b. Managers b. Strategic control d. Guideline d. Process 12. Shareholders d. A company which is interested to develop its core competencies should create an organizational _____________ that sets goal for competence building. __________ guide on how the strategic activities need to be performed through top management orders. a.

Objectives d. Guidelines d. It is important to formulate policies to achieve ______________. Resources b. Stakeholders d. Policy d. Strategies . a. Shareholders 20. The policies are altered according to the framed ____________. Coordination d. Business policy interrelates to the ____________ of the organisation. _____________ are the instructions laid by an organisation to manage its activities. Shareholders c. a. Organizational goals b. Organizational behaviour c. Decision making 18. Rules b. a. a. Coordination 17. Process b.16. Policies c. Metrics c. Business policies c. Top level management b. Resources d. a. Programme 19. The __________ are necessary to govern the organisation. __________ is a predefined course of action set up by top level management to provide guidance towards business strategies and objectives. Decisions c. Resources b. a. Managerial actions 21.

_______________ is important to the continued success of an organisation. Reputational b. _______________of organization’s current BCP policy is one of methods of BCP policy. Certification b. Legal document 26. Subsidiaries . a. Factual statement c. Strategies for creating a business plan includes defining the business vision and understanding the _______________. a. Customer c. Contingency Planning b. Research c. A balanced vertical integration strategy is a strategy in which a firm owns the ___________ that produce inputs and also distributes the outputs. Business Continuity Policy 23. a. _______________ Damage has an effect on annual profit. Competitor 27. Review d. Business Continuity Planning c. A business plan is a complete ______________ that summarizes the operational and financial objectives of a business. Loss of integrity 25. a. a. Accreditation c. Management d. Analysis 24. Loss of privacy d. Empirical document b. Financial c. Internal document d.22. Business Continuity Management d. Identification b. Team b. a.

Strategic alliances are required to increase ______________ ratio. Transmitting c. a. Globalization 30.d. Brainstorming b. Implementation . Franchising c. Competency d. Interpreting d. Financial c. Host country regulations b. process or trademark. Analysis b. MNCs operating in different countries are subjected to numerous __________. Which among the following is one of the steps involved in creativity? a. Human resource d. Market extension merger b. a. ___________ is the process of granting the franchisee permission to use a name. ___________ is the process of integration of the world community into a common economic or social system. Budget b. Outsourcing d. Regression 29. Productivity 32. method. Conglomerate merger 33. a. Vertical merger d. Which of the following types of mergers has maximum or minimum effect on the market? a. Horizontal merger c. Performance 31. Strategies 28. Decoding b. a. Threats c.

a. Brainstorming 35. Organisation management c. a. Audit d. a. Entrepreneurship d. The advent of globalization has changed the view of ______________ and organization’s ability to do business. Metrics c. Unethical strategies are ________________ with the concept of socially responsible business behaviour. Market . Employees c.c. a. Review b. Illumination d. Shareholders b. Measured 37. a. Human resources 38. The field of strategic management has significantly improved in gathering information about the operational and _______________ performance. Top management d. Incompatible d. Survey 36. Compatible b. Architectural innovation 34. _______________ is an effective way to generate many ideas on a specific issue. Mind mapping b. Practiced c. Employee __________ helps an organisation to analyses the ethical conduct. Production b. Creativity c. Financial d.

The ______________ approach is used by managers who want to understand the reactions of their team members during the change process in an organisation. Intellectual SECTION B 41. Continuous b. Psychodynamic c.39. 1. Certification b. No change strategy is the process of continuing the current operation and creating nothing new. . Corporate strategy b. Psychological d. 2F 43. Innovation gives a sustainable competitive advantage to an organisation only when it is performed on a ____________ basis and supported by a leadership team. Conceptual strategy 42. Pause/Proceed with caution strategy do not analyses the advantages and disadvantages before processing the growth strategy. 1F. 2. Occasional c. Supportive d. 2T b. Which among the following does not belong to the levels of strategy? a. Operational strategy d. a. Business strategy c. 1F. Good reputation among customers is one of the strength of an organisation. 2T c. Which of the following statement is true? a. Sequential 40. 1T. 1T. a. a. State whether the following statements are true or false. 2F d.

Downsizing and divesting may result in negative synergy. The loss of _______________ sensitive information or _______________ may result in legal liabilities. activities that generate the performance (behaviour) and the result of actual performance (output). 46. d. intellectual property b. information b. Uniform d. strategic vision d. Commercially. The role of a strategic leader is to establish __________ and communicate ________________ in the organisation. Communication skills b. High cost structure is one of the strength of the organisation. a. Organizational structure. Removal of international trade barriers is a threat to an organisation. Peace. Organizational structure. d. strategic vision c. 44. Appropriate 47. intellectual property . c. Which amongst the following is not the feature of business policy? a. Strategic decisions are concerned with analyzing the accuracy of the decision premise. Machinery and implementation 48. Specific c. Strategic control is established to focus on the resources used in the performance (input). Which among the following sentences is false? a. Sensitive. Strategies. Design and implementation c. c. The advancement of the technology leads to increase in the cost of the ____________ and requires _____________ for the employees. Analysis and design d. a. b. Key Stakeholders are a subset of stakeholders who can do not leave a direct impact on the organisation and can influence the success or failure of the organisation’s activities. Machinery and training b. a.b. peace 45. Increased trade barriers is an opportunity for the organizations.

organisation’s stocks are submitted and new stock is issued. strategic alliances 50. Technology cannot be in the areas of management. Personal. Franchising. In merger. Corporate restructuring deals with the factors like ____________ and _____________. 1. 2 b. a. 3 c. Which among the following statements is true? a. In merger. Strategy development is the process of combining two or more organisations to form a single organisation and achieve greater efficiencies of scale and productivity. faulty time management c. The technologies of MNCs are not patented d. it leads to purchasing of the other organisation. 1. 2. 3 . Augmentation of strategic control. 2F b. 1F. Distribution problems. a. 2T d. Which of the following statements are correct? 1. 2T c. Mergers occur when two similar organisations proceed to become a single organisation. a. 1. 3 d. Contract negotiation is the process of determining the two parties' realistic objectives such that a high calibre is formed in negotiating between the two organisations. Large MNCs do not have access to advanced levels of technology which are either developed or acquired by the corporation c. services or production 51. State whether the following statements are true or false. information d. when the organisation’s deal is unfriendly. 1F. 1. Relocating. The most important advantage of MNCs is the patented technical knowledge which enables them to compete internationally b. financial restructuring b. 1T. focused diversification strategy creation d. 2F 52. intellectual property 49. Internal transformation. 2.c. 2. 1T. 2. 3.

Creativity discourages active interaction in the organisation c. Policies and human resource . Strategies and production b. a.53. a. transparency 57. CSR follows unethical conduct in an organisation. d. CSR also enhances stronger financial performance through operational efficiency gains. Financial. Functional. Brainstorming. Business. State whether the following statements are true or false. micromanagement d. accounts d. CSR declines the environmental awareness by an organisation. CSR improves the quality of life of the organisation. The flexibility effects are concerned with the dynamics of future knowledge _____________. caring for the environment. safety at work. CSR enhances the costs by maintenance process. CSR is effective in areas like human rights. profits b. Out of the box thinking. Which among the following statements is true? a. and sustainable management of natural resources.A flexible culture prevents an organisation from responding to a rapidly changing marketplace or to new business opportunities d. Using jargon. a. _______________ avoid _______________ and encourages development of new process which represents improvement in old process. Buffer zone. policies 55. CSR also reduces the relationships with the regulators. b. consumer protection. a. c. CSR reduces the reputation of the organisation. Companies have to prepare ________________ statements to show _________________ in its financial position and business activities. micromanagement c.Creativity and innovation can provide competitive advantage to an organisation b. applications and ____________ to new internal and external developments.Creativity increases strategic barriers 54. mind mapping b. 56. climate protection. Accounts. decency c.

59. c. 1. formulation and implementation. Communication. Critical Success Factors are associated to the strategic goals of an Organisation. Strategic analysis. Communication. slowdown. recession and recovery. b. strategic intelligence. Design. a. Gathering senior management data. c. Definition of purpose. choice and review. Defining new behaviours. d. 4. Acquisitions and responses d. Creating energy and momentum in an organisation. Identifying Critical Success Factors helps to ensure that the business is focused and thus avoids wasting effort on insignificant areas. What are the four stages of economic cycle? a. 2. 60. development and implementation. Improving the cultural effectiveness of an organisation. Focusing and influencing the nature of human behaviour. Critical Success Factors does not refer to main areas which ensure successful competitive performance of an Organisation. design. policy alternatives. Choices . 3. a ______________ system has to be created and must be integrated with _______________ systems. State whether the following statements are true or false. technical c. b. Creating energy and momentum in an organisation. control b. Strategies and acquisitions 58. For the creation of a learning organisation. Applying new concepts and skills. Critical Success Factors should be specific and should be communicated to everyone involved. Which among the following choices depict the important factors of an organizational culture? a. technical SECTION C 61. Analysis. Economic expansion. design d. developing abilities to observe the challenges in the organisation. Control.c. choice. d.

B-2. B-4. A-2. C-1. Business strategy for marketing new products into new market. Process of tying up with larger organisations. First set: A. B-3. 4. Planning staff B. Business strategy focusing on selling existing products into existing markets. C-3. 2F. Product development D. C-2. Business strategy focusing on selling existing products into new markets. a. A-4. A-4. B-3. 2T. 3F. Market development C. D-1 d. 3T. 4T b. 1T. 2F. 4. A-3. a. A-1. 2. D-4 c. D-3 b. B-1. A-2. Diversification Second set 1. Business strategy aiming to introduce new products into existing markets. Match the following. C-2. Concentration expansion strategy C. A-1. D-4 d. D-1 . C-4. B-3. D-2 c. Match the following: First set A. Provides products or services with unique features. A-3. B-4. Expands present lines of activities. Differentiation strategy Second set: 1. Captive company strategy D.a. 2T. 3. 4T c. 3T. 3T. C-4. 1T. 1T. Market penetration B. 2. Subordinate team. D-2 b. D-3 63. C-3. 4F d. B-1. C-1. 3. 4F 62. 1F.

4F 67. Choice a. 3F. 4F c. Identify the correct statement from the following. 4. 2T. 1. Policy should be stable. Step four involves implementing policy change which in turn involves top level management initializing to form a policy developing team after the decision makers informs regarding the policy change. d. 1. but flat structure has better team spirit. Stakeholders and shareholders 3. State whether the following statements are true or false. 1T. Policies are laid down abiding to the factors of the government. 2T. 2F. 2T. a. Internal and external performance perspectives a. 1F. 2T. State whether the following statements are true or false. 2F. Financial and non-financial measures 2. Tall structure has clear progression but flat structure has lesser team spirit. 3. 65. 2. Tall structure has clear progression. Policy should be not being uniform and consistent. 2. 1T.64. Tall structure does not have clear progression whereas flat structure has better team spirit. . 4T b. 4F c. 1T. Policies do not act as guidelines in framing the decisions that are vital to the directing principles of the strategic management. 4T d. c. 3T. The term ‘balanced’ in balanced scorecard approach indicates that the system is balanced between: 1. 3F. b. Lagging and leading indicators 4. 3. 1T. 3T. 1F. 3T. 2T. Policy should be flexible to ensure that it is followed in the routine scenario. 4T d. 4T 66. 4T b. Tall structure has better team spirit whereas flat structure has lesser team spirit. 3F. 1T. 2F. 3T. Policy should be aimed at achieving the organizational objectives. 3T. 1F.

B-2. C-3. locates the available resources. D-4 c. Which of the following choices is correct? 1. 4F c. 3T 68. 1T. Develop and implement the plan Second set 1. 4T b. 1F. One of the investment strategies of a new business is to be focused and alert during sudden declination 4. 4T b. 2F. 3F. Disaster readiness strategies D. Establishing a business continuity planning committee. Targeting short-term revenue growth is a factor implemented by an existing business 3. C-4. 1F. 4F 70. 2T.4. 4. 2T. Emergency response and operations. a. Having a clear disposition towards price is one of the ways to invest successfully. 1T. 3T. 1T. Initiation B. A-1. 2T. The firm identifies its potential market. C-1. D-1 d. 4F d. B-3. Being conservative in business is not the correct approach to invest successfully a. A-3. 2T. Selecting the most suitable policy and evaluating the impact of policy mainly lies with the board of directors. 2T. 2. 4F c. 3. A-4. develop a marketing plan and identify retail outlets . A-2. Business impact analysis C. 2F. 3F. 3F. D-3 69. a. 1F. 3T. 2. 3T. 3T. hire personnel. 4T d. D-2 b. B-1. C-2. 1F. 1F. Defining business continuity alternatives. 2F. State whether following statements are true or false? 1. Analysis of organisation's financial status and operational impact. B-4. 3F. Match the following: First set A.

3-F. 2-A. Improves learning and knowledge transfer D. 1-F. Match the following: First set: 1. 3-T. 4-A c. Keeping minds open for new opportunities. 1-A. and restrictions. Removing strategic barriers Set B 1. Creativity encourages active interaction .2. It is based on occurrence of an event. Technology plays an important part in the decision making in an organization Choices: a. 2-C. Lynchpin of creativity 3. 1-D. 3-D. a. Co-branding agreement 2. The international sales in countries cannot be generated with the help of Internet 4. 4-C d. 3-B. B. 1-F. 4-T b. 2-F. Match the following: Set A A. The firm establishes management controls and feedback system 3. 1-T. B. 1-T. 4-T d. 2-F. 2-T. Competitive advantage C. It is the process of revenue sharing between the website owner and the online merchant. 3-C. 2-A. 2-D. 4-B b. obligations. 1-B. Intangible assets as it is difficult to copy or imitate 4. 3-F. 4-T 71. 4-F c. It includes aspects such as rights. 1-C. Rigid culture prevents the organisation from responding to new business opportunities 2. Affiliate marketing 4. Contractual agreement 3. It involves identifying the type of offer being laid by the organisation to make an agreement. 4-D 72. 2-F. 3-T. C. Conditional Second set: A. 2-B. D.

Knowledge 2. 4-D 75. Global competitiveness 4. 4-B c. 124 d. 3-B. 2-D. Match the following: First set: A.C-2. Match the following: First set: 1. 2-A. economy and environment 4. Strategic change Second set: A. 3-D. 2-B. 134 74. 2-C. Identifying key areas to assess the community. D. A-1. Trait of strategic thinker . 123 b. A-3. Stabilising employer-employee relationships 2. 1-D. Depends on long term goals and plans. 3-C. Implementing punishable act towards corruption or any illegal act in an organisation 3. B. 3-A. Which of the following choices determine the factors enhancing social business obligations? 1. A-4. 1-B.D-2 73. Medium to address the challenges in organisation.B-4. 1-C.C-4.D-4 c. people and community in an organisation a.C-1.B-3.D-1 d. A-2. 1-A. 4-C b. non-incremental and discontinuous change which alters the overall direction and components of the organisation.Choices: a.B-1. 234 c.B-2. Helps in exploiting business opportunities across nations to achieve goals. Respecting ethical values. C. Future 3.C-3. a. It refers to non-routine.D-3 b. 4-A d.

Having broader boundaries to think. B-2. Identifying relationships that support the whole organisation and its vision 2. Prepare all objectives satisfying the ideal vision and mission of an organisation a. plan. Broad innovative thinking on a daily basis to achieve overall goals in the team and organisation 3. Definition of strategic thinking Second set: 1. A-2. Feature of strategic thinking C. D-3 b. D-4 c. perform. analyse and evaluate a task 4. A-3. D-2 d. C-1. B-2. B-1. C-3. Critical success factor for strategic thinking D. B-3. C-4. A-1. D-1 . A-4. C-4.B.

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