Strategic Management Test 2

Front 1

Strategy formulation decision involves a single technique, the Quantitative Strategic Planning Matrix

Back 1

True

Front 2

An organization's present strategies, objectives and mission, coupled with the external and audit information, provide a basis for generating and evaluating feasible alternative strategies.

Back 2

True

Front 3

The purpose of matching key factors is to generate feasible alternative strategies.

Back 3

True

Front 4

The __________ stage of strategy formulation includes an EFE Matrix, CPM and an IFE Matrix

Back 4

input

Front 5

What has four quadrants based on two dimensions; competitive position and marketing growth?

Back 5

Grand Strategy Matrix

Front 6

There are three basic types of integration: forward, backward and horizontal

Back 6

True

Front 7

The related diversification strategy is effective when an organization has a strong management team.

Back 7

True

Front 8

Mergers and acquisitions are created for all of the following reasons except to

Back 8

increase its existing sales force.

Front 9

A firm can usually serve only one market segment with the same strategy

Back 9

True

Front 10

A major effort in R&D may be very risky if technology is changing rapidly and the market is growing slowly

Back 10

True

Front 11

Two variables of central importance to strategy implementation

Back 11

Market segmentation an product positioning

Front 12

Strengths, weaknesses, opportunities and threats should continually be monitored for change because it is not really a question of whether these factors will change but rather when they will change and in what ways

Back 12

True

Front 13

Alternative strategies are not selected for implementation can serve contingency plans in case the strategy or strategies selected do not work

Back 13

True

Front 14

The purpose of strategy evaluation is to

Back 14

alert management to problems or potential problems

Front 15

Not a criteria to evaluate a strategy

Back 15

Competence

Front 16

Changing a firm's culture to fit a new strategy is usually more effective than changing a strategy to fir an existing culture

Back 16

True

Front 17

Resistance to change cannot manifest itself through

Back 17

filing well-founded grievances

Front 18

Management issues central to strategy implementation do not include

Back 18

maintaining an existing organizational structure

Front 19

Boards of directors are comprised mostly of outsiders who are becoming more involved in an organization's strategic management

Back 19

True

Front 20

Not a tactic used by politicians for centuries tat can aid strategists

Back 20

Contrafinality

Front 21

Not an environmental strategy

Back 21

Pursuing a cost-leadership strategy through green-product features