Sample Paper-Exam Bus 210

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Practice Questions for Mid-semester Test: Strategic Management ‘BUS211-2013’

Chapter 1: Multiple-choice questions

1.Which of the following is not one of the steps of the strategic planning process?
a.analysis of the external environment
b.strategy implementation
c.strategy evaluation
d.analysis of the internal environment
e.establishment of regular meetings of senior staff.

2.The mission of an organisation
a.sets out why it exists and what it should be doing.
b.is the image that an organisation projects to its customers.
c.sets out the strategies determined by top management.
d.is the tasks allocated to top management by a board of directors. e.may change frequently in response to changes in the industry environment.

3.Henry Mintzberg revised the traditional definition of strategy by suggesting that
a.all intended strategies are realised.
b.all emergent strategies should be nurtured.
c.the strategy of most companies is a combination of the intended and the emergent.
d.management should not intervene in the process of emergent strategies. e.strategies are the outcome of rational planning.

4.Serendipity
a.is not a factor in determining growth patterns of different companies within an industry.
b.plays a role in product innovation.
c.doesn’t play a role in determining which industry a company competes in.
d.is the result of detailed planning.
e. is a rare occurrence.

5.__________ strategies arise from the grass roots of an organisation.
a.Intended
b.Unrealised
c.Realised
d.Emergent
e.Traditional

6.The starting point of the strategic management process is
a.establishing objectives and target levels of performance.
b.formulating a corporate strategy.
c.defining an organisation's purpose and mission.
d.evaluating the organisation's operating environment.
e.All of these apply.

7.Strategy formulation refers to the
a.task of designing organisational structures and control systems.
b.process by which strategies are put into action.
c.top-down planning process that gives rise to the implementation of emergent strategies. d.task of analysing an organisation's external environment and internal operations and then selecting an appropriate strategy. e.process of choosing a realised strategy.

8.Strategy implementation refers to the
a.task of designing organisational structures and control systems.
b.processes by which strategies are chosen.
c.top-down planning process that gives rise to the implementation of emergent strategies. d.task of analysing an organisation's external environment and internal operations and then selecting an appropriate strategy. e.process of choosing a realised strategy.

9.The way a company positions itself in the marketplace to gain a competitive advantage is part of
a.corporate-level strategy.
b.business-level strategy.
c.functional-level strategy.
d.internal analysis.
e.strategy implementation.

10.Strategic alternatives generated by the SWOT process include
a.only corporate- and business-level strategies and global strategies.
b.only corporate-, business-, and functional-level strategies.
c.only business- and functional-level strategies and global strategies.
d.global and corporate-level strategies.
e.corporate-, business-, and functional-level strategies and global strategies.

11.Managing conflict is part of
a.corporate-level strategy.
b.business-level strategy.
c.functional-level strategy.
d.strategy implementation.
e.None of these apply.

12.Strategy formulation includes
a.designing an appropriate organisational structure.
b.choosing control systems.
c.managing change.
d.doing a SWOT analysis.
e.All of these apply.

13.Which of the following is not part of strategy formulation?...
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