Final Review Questions Part One1文档格式.docx
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Final Review Questions Part One1文档格式.docx
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2.
Howdoanorganisation'
sstrategicobjectivesrelatetoitsmission?
Strategicobjectivesbreakthemissiondownintothosepartsthatrelatetospecificfunctionalareasofthebusiness.
Strategicobjectivesprovideamorepreciseorquantifiablebasisfordevelopingstrategythanthegeneralmissionstatement.
StrategicobjectivesarebasedonthemissionbuteachonerelatestoaspecificSBUoftheorganisation.
Strategicobjectivesdonotusuallyrelatetothemissionbutarethebasisforanorganisation'
sstrategicplan.
3.
Inthepublicsector,organisationsmustmakedecisionsabouthowunitsshouldprovidebest-valueservices.Whatistheequivalenttothistypeofstrategyinacommercialorganisation?
Corporate-levelstrategy
Business-levelstrategy
Strategic-businessstrategy
Operational-levelstrategy
4.
Whichofthefollowingisadefinitionofstrategicmanagement?
Strategicmanagementisconcernedwiththeannualplanningprocessesbywhichanorganisationdeterminesitsannualtargetsandbudgetallocations.
Strategicmanagementreferstothoseactivitiesandprocessesthroughwhichanorganisationdeterminesitsmissionand/orobjectivesandtheplans,policiesandactionstoachievethem.
Strategicmanagementreferstoanapproachtobusinessplanningbasedontheobjectivesofthevariousstakeholdergroupsaffectedbytheorganisation'
sactivities.
Strategicmanagementreferstothoseaspectsofmanagementthataretheresponsibilityofanorganisation'
smostseniormanagers.
5.
Whichofthefollowingisanoutcomeoftheanalysisofthestrategiccapabilityofanorganisation?
Anunderstandingofopportunitiesandthreats
AnunderstandingofHRcapability
Anunderstandingofcustomerneeds
Anunderstandingofstrengthsandweaknesses
6.
Whichofthefollowingwouldyounotexpecttoseeinanorganisationalmissionstatement?
Astatementofwhytheorganisationexists
Anindicationofthenatureoftheindustrytheorganisationisin
Astatementofwhattheorganisationistryingtoachieve
Aquantifiedfinancialtarget
7.
Whyisitimportantthatobjectivesaremeasurable?
Strategyisbestevaluatedusingquantitativedatasomeasurementsmustbetaken.
Controllingstrategyimplementationandevaluatingtheoutcomesofastrategydependonbeingabletomeasureorganisationalperformanceagainsttargets.
Rewardsystemsdependonmeetingtargetssoitisvitalthatmeasurementsaretakensothatperformance-relatedpayandbonusescanbecalculated.
Allofthekeymeasuresofbusinessperformancearefinancialandsosettingfinancialtargetsisvital.
8.
Whichoneofthefollowingisnotamajorconcernofstrategicmanagement?
Missionandobjectives
Theexternalenvironment
Themarketingmix
Organisationalresourcesandcompetencies
e.
Strategicoptions
9.
Whichofthefollowingaffectsthebargainingpowerofcustomers?
Thenumberofcustomersandthevolumeoftheirpurchases
Thegrowthrateofthemarket
Ratesoftechnologicalinnovation
Supplierswitchingcostsforfirmsintheindustry
10.
Whichofthefollowingareidentifiedasaresultofexternalanalysis?
Strengthsandweaknesses
Threatsandopportunities
Competitiveadvantages
Corecompetencies
11.
Whichofthefollowingisnotaninsightderivedfromusingthefiveforcesmodel?
Understandingofthelinkbetweencompetitiverivalryandthepotentialprofitabilityofcompetitorsintheindustry.
Itexplainsandpredictstheindustrystructure.Industrystructurereferstothenumberofplayersinanindustryandtheconcentrationofsupply.
Itclearlyidentifiestheopportunitiesandthreatsfromthebusiness'
sindustryenvironment.
Itprovidesunderstandingoftherelativecostpositionsofrivals,suppliersandcustomers.
12.
Whatare'
criticalsuccessfactors'
?
Theyaretheorganisationsmajorstrengths,derivingfromthewayitdeploysitsresources.
Theyarethoseproductfeaturesthatareparticularlyvaluedbycustomersandwheretheorganisationmustexceltooutperformcompetition.
Theyrepresentthesecretsofsuccessthatanorganisationtriestohidefromrivals.
Theyarethecompetenciesthatenableanorganisationtooutperformothersinthesameenvironment.
13.
AtwhatlevelshouldthePESTELframeworkbeappliedwhenanalysingagivenenvironment?
Theindustrylevel
Thefirmlevel
Thesocietylevel
Themarketlevel
14.
Whichofthefollowingisnotanexampleofabarriertoentry?
Capitalcosts
Accesstodistribution
Intellectualpropertyrights
Lowswitchingcosts
Highswitchingcosts
15.
WhichofthefollowingisnotoneofthefiveforcesusedinPorter'
smodeltoanalyseindustries?
Bargainingpowerofcustomers
Threatofnewentrants
Threatfromsubstitutes
Bargainingpowerofcomplementors
Supplierbargainingpower
16.
Whichapproachwouldyouuseifyouwantedtoidentifytheattractivenessofanindustryorsectorintermsofcompetitiveforces?
PESTEL
SWOT
Porter'
sdiamond
s5forces
17.
Whatdoyouunderstandbythetermscriticalsuccessfactors?
Thesearethekeythingsthatattractpraiseandpositivecommentsfromindustryanalysts.
Thesearekeyelementsofanorganisation'
sstrategythatmadeitsuccessful.
Thesearethecriticalelementsofastrategythatmustbetightlycontrolledtoensuretheorganisationmakesaprofit.
Thesearethekeythingstheorganisationmustbeabletodotomeetcustomerneedsandmatchcompetitorofferingsinagivenenvironment.
18.
Whichofthefollowingisstudiedaspartofanorganisation'
smacro-environmentalanalysis?
Competitors
Markettrends
PESTELissues
Internalsalesdata
Industrystructure
19.
Whyisitimportanttoundertakemacroenvironmentalanalysiswhenthemicro-environmenthasmoreimpactonday-to-dayoperations?
BecauseunderstandingtrendsinPESTELfactorsenablesanorganisationtoanticipatechanges,threatsandopportunitiesarisingintheoperatingenvironment.
Becausechangesinthemacroenvironmentarebarrierstothedailyoperationsoftheorganisation.ThatiswhytheyarecalledPESTELfactors.
BecausemanagersoughttobeawareofthecurrentaffairsissuesrepresentedbyPESTELfactors.
Becausethemacroandmicroanalysesaretwokeypartsoftheoverallanalysisandyouwouldhaveanincompleteanalysisotherwise.
20.
Whichofthefollowingshouldyouconsiderinsegmentingthemarket?
Customerneeds
Supplierneeds
Competitorneeds
Organisationalcorecompetences
Organisationalresources
21.
Whichofthefollowingisnotacommoncriticismofthefiveforcesmodel?
Themodelisessentiallydesignedtoevaluateprivatesectorcompetitiveenvironmentsandisnotreallyappropriateforthenot-for-profitsector.
Themodeldoesn'
tprovideaninsightintomacro-environmentalfactorsthatshapetheindustrycontext.
Itismoreappropriateforanalysingmanufacturingratherthanservicesectors,wheresuppliersarelessofanissue.
Themodelassumesbusinessenvironmentsarecharacterisedbycompetitiveratherthanco-operativerelationsbetweenfirmsandbetweenfirmsandtheirsuppliersandcustomers.
Themodelisoftencriticisedforprovidingonlyasnapshotoftheindustryatapointintime,i.e.itistoostatic.
22.
WhichofthefollowingdoesnotrelatetotheVRINcriteria?
Whichvaluecreatingactivitiesareespeciallysignificantforanorganisationinmeetingcustomerneeds?
Towhatextentandhowdoesanorganisationhavebasesofvaluecreationthatarerare?
Whataspectsofvaluecreationaredifficultforotherstoimitate?
Whataspectsofthevaluechainareorarenotvulnerabletosubstitution?
Whataretherelativeimportanceofactivitycostsinternally?
23.
Whichofthefollowingdefinestheconceptof'
corecompetencies'
Corecompetenciesarethosecompetenciesrelatedtothecorebusinessoftheorganisationratherthanthoseperipheralareasithasdiversifiedinto.
Corecompetenciesaretheactivitiesandprocessesthroughwhichresourcesaredeployedinsuchawayastoachievecompetitiveadvantageinwaysthatotherscannotimitateorobtain.
Corecompetenciesarethestrategiccapabilitiesthatanorganisationmustpossesifitistosurviveinitschosenenvironment.
Corecompetenciesarethosestrategiccapabilitiessharedbyallmajorplayersinagivenindustrysectoranddistinguishthemfromthoseorganisationsthatstruggleforsurvival.
24.
Theprocessofa
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