stratmanH2
1. Effectively communicating the strategic vision down the line to lower-level managers and employees has the value of
a. not only explaining where management is trying to take the company and what changes lie on the road ahead but, more importantly, also inspiring company personnel to unite behind managerial efforts to get the company moving in the intended direction.
b. helping rally organization members to offer good ideas and suggestions for improving the company's strategy and operating practices.
c. keeping company personnel well-informed about the company's strategic intent and long-term strategic plans.
d. making it easier for top executives to set stretch objectives and develop a balanced scorecard.
e. helping them understand why "making a profit" is the company's overriding purpose.
2. Which one of the following questions is not something company managers should consider in thinking strategically about their company's directional path and developing a strategic vision?
a. Are changing market and competitive conditions acting to enhance or weaken the company's prospects?
b. What business approaches and operating practices should we consider in trying to implement and execute our business model?
c. Should we begin to deemphasize or eventually abandon any of the markets or customer groups we are presently serving?
d. What, if any, new customer groups and/or geographic markets should the company get in position to serve?
e. Is the company at risk because of growing technological obsolescence or deficient skills and capabilities?
3. Managerial jobs with strategy-making responsibility
a. are typically limited to a company’s company's chief executive officer and chief strategy officer (who usually works closely with and reports directly to the chief executive officer).
b. are found only at the very top of the managerial hierarchy, although virtually all strategic decisions are subject to the review and approval of a company’s board of directors.
c. typically
a. not only explaining where management is trying to take the company and what changes lie on the road ahead but, more importantly, also inspiring company personnel to unite behind managerial efforts to get the company moving in the intended direction.
b. helping rally organization members to offer good ideas and suggestions for improving the company's strategy and operating practices.
c. keeping company personnel well-informed about the company's strategic intent and long-term strategic plans.
d. making it easier for top executives to set stretch objectives and develop a balanced scorecard.
e. helping them understand why "making a profit" is the company's overriding purpose.
2. Which one of the following questions is not something company managers should consider in thinking strategically about their company's directional path and developing a strategic vision?
a. Are changing market and competitive conditions acting to enhance or weaken the company's prospects?
b. What business approaches and operating practices should we consider in trying to implement and execute our business model?
c. Should we begin to deemphasize or eventually abandon any of the markets or customer groups we are presently serving?
d. What, if any, new customer groups and/or geographic markets should the company get in position to serve?
e. Is the company at risk because of growing technological obsolescence or deficient skills and capabilities?
3. Managerial jobs with strategy-making responsibility
a. are typically limited to a company’s company's chief executive officer and chief strategy officer (who usually works closely with and reports directly to the chief executive officer).
b. are found only at the very top of the managerial hierarchy, although virtually all strategic decisions are subject to the review and approval of a company’s board of directors.
c. typically