SMMCQ's

8/12/2019 SMMCQ's

1/14

http://groups.yahoo.com/group/itzm3mazha

r/1). Strategic management process activate in the sequence of _____________

a) Environmental scanning, Strategy formulation, Implementation, control and

evaluation

b) Strategy formulation, Environmental scanning, Implementation, control and

evaluationc) Environmental scanning, Strategy Implementation, formulation, control andevaluation

d) Strategy formulation, Implementation, control, evaluation, Environmental scanning2).K!K" !o#er$s interested to achieve a 1% percent return on equity &'(E) in their

core electric utility, 1 percent '(E on #ater resource operations, and 1* percent

'(E on support +usinesses. It is _________________

a) Missionb) Strategy

c) (+ective

d) Policy

-). possi+le and desira+le future state of an organi/ation0 is calleda) Mission

+) ision

c) Strategy implementationd) None of above

). 3alls0 ice cream purchase !ol4a0 in order to capture the mar4et. Such 4ind of

integration is called

a) Forward Integration

b) Bacward Integration

c) 5ori/ontal Integration

d) Product !evelopment

*). 6o improve economic strength of society and function as a good corporate citi/enon a local, state, and national +asis in all countries in #hich #e do +usiness0.

6his is a mission statement that contains

a) Self"concept

b) Economic concern

c) Products or Services

d) 7oncern for !u+lic Image

8). Strategic9management audit is 4no#n as

a) Environmental scanning

b) Strategy formulation

c) Strategy control

d) Strategy evaluation:). ;orecasting tools can +e +roadly categori/ed into t#o groups. 6hose are

a) #ualitative, $perational

b) #uantitative, $perational

c)

8/12/2019 SMMCQ's

2/14


r/=). ______________ identifies a firm>s maor competitors and their particular

strengths

and #ea4nesses in relation to a sample firm>s strategic position.

a) 7ompetitive !rofile ?atri@

b) E&ternal Factor Evaluation matri&c) Internal Factor Evaluation Matri&d) Boston consulting group matri&

A). (rgani/ing means an identifia+le group of people contri+uting their efforts to#ards

the attainment of same goal. It is important at the time of

a) Environmental scanning

b) Strategy formulation

c) Strategy Implementation

d) Strategy evaluation

1%). ____________ involves assessing the costs, +enefits, and ris4s associated #ith

mar4eting decisions.

a) 'ustomer analysis+) (pportunity analysis

c)Mareting %esearc(

d) Product and Service Planning1). Competitive profile matrix include in ___________ of Strategy-Formulation

Framework.a. Stage-1b. Stage-2

c. Stage-d. Stage-!

2). "#e matc#ing $tage of t#e $trategy-formulation framework con$i$t$ of

_________tec#ni%ue$.a. "wo

b. "#ree

c. Fourd. Five). &eci$ion $tage of Strategy-Formulation Framework include$ a matrix___________.a. 'C( atrix

b. *+ atrix

c. S,C + matrixd. None of given option!). $trong financial po$ition utilie$ to improve t#e working condition of t#e firm/

$uc# $trategy i$ called_______________.a. S0 Strategy

b. SW Strategy

c. " Strategy

d. one of given option

3). $ Strategies aim at improving internal __________ by taking advantage of external

Regards: -lz rk+923457937350
http://groups.yahoo.com/group/itzm3mazhar/http://groups.yahoo.com/group/itzm3mazhar/http://groups.yahoo.com/group/itzm3mazhar/http://groups.yahoo.com/group/itzm3mazhar/

8/12/2019 SMMCQ's

3/14


r/_________________

a. Weakness; Opportunities

b. eakne$$/ 0peration$

c. ealt#/ 0pportunitie$

d. one of given option4). 5S,C+6 matrix $tand$ for7

a. Strategic Position and Action Evaluation

b. Strategic ,artner and ction +valuation

c. Strategic ,#a$e and ction +valuationd. Strategic ,o$ition and cademic +valuation

8). *n Space atrix internal $trategic po$ition divided into7

a. Financial strength; Copetitive advantages

b. Financial $trengt#/ +nvironmental $tability

c. +nvironmental Stability/ *ndu$try Strengt#

d. Competitive advantage$/ *ndu$try Strengt#

9). 5Capital inten$ity6 wit# t#e reference of S,C+ matrix i$7a. Financial Strengt# :FS)

b. +nvironmental Stability :+S)

c. !ndustry Strength "!S#

d. Competitive dvantage :C)

;). Space atrix contain$ four %uadrant$ framework< t#e upper left %uadrant contain

____________ $trategy.a. ggre$$ive

b. Conservativec. &efen$ive

d. Competitive

1=) 'y u$ing t#e given table w#at will be t#e correct average $core of indu$trial $trengt#in $SPACE% matrix>

!ndustry Strength "!S# &ating

&emand and $upply factor$ 3,rofit potential

?arge amount of capital 2

Con$i$tently increa$ing revenue !@e$ource utiliation

a. :A2A!) B

b. "'()()# * )

c. :3AA2A!) B !

d. :3A!) B 2old and maintain region in *+ matrix include ______________cell$

e. !!!+ ,+ or ,!!

f. D< or D**

g. **< D< or D**

#. *< **< or *D

Regards: -lz rk+923457937350

8/12/2019 SMMCQ's

4/14


r/(rand $trategy matrix all organiation divide$ into ________ %uadrant$

e. "wof. "#ree

g. Four

#. FiveEurdant-2 in (rand $trategy matrix contain$ t#at company$ #aving 7

a. Strong competitive $ituation and rapid market growt#b. eak competitive $ituation and $low market growt#

c. Strong competitive $ituation and $low market growt#.

d. Weak copetitive situation and rapid arket gro-th.$$ign weig#t$ to eac# key external and internal factor in ES, w#ic# alway$ e%ual to

_____________.

e. undredf. Oneg. "en

#. one of given optiono$t companie$ #ave $trategie$< but according to recent $tudie$< between /0 and 1/0of organiation$ t#at #ave formulated $trategie$ fail to execute t#em.

e. /0 and 1/0

f. 3=G and ;=G

g. =G and 3=G

#. 4=G and 4;G firm de$ire to increa$e profit at lea$t 13G every year for t#e fore$eeable future i$

________________ obHective.

a. Corporate levelb. Functional level

c. 0verall organiationald. Both a and b&i$agreement between two or more partie$ on one or more i$$ue$ i$ a______________.

a. Con2lict

b. Stre$$c. Functional $tre$$

d. one of given option

edium-$ie firm$ tend to be divi$ionally $tructureda. &ivi$ionally

b. &ecentralied

c. Centraliedd. Both a and b"#e _______________ #a$ it$ own bu$ine$$ $trategy< obHective$ and competitor$ andt#e$e are often differ from parent company.

a. Strategic 3usiness 4nit structure

Regards: -lz rk+923457937350

8/12/2019 SMMCQ's

5/14


r/b. atrix $tructure

c. &ivi$ional $tructured. one of given option

__________________ create a $en$e of 5Self organiation 5t#roug#

a. (ain $#aringb. ,rofit $#aring

c. Eployee stock o-nership plan

d. on of given option

1. #at analytical tool #a$ four %uadrant$ ba$ed on two dimen$ion$7 competitive po$itionand

market growt#>

a. Competitive ,rofile atrixb. *nternal-+xternal atrix

c. S,C+ atrix

d. Grand Strategy Matrix

a. ES,.2. For companie$ located in Euadrant *** of t#e (rand Strategy atrix< t#e fir$t $trategyrecommended i$

a. Extensive ost and asset redution.b. $$et expan$ion.

c. +mployee expan$ion.

d. *mmediate li%uidation of a$$et$.e. &ive$titure.

. #ic# of t#e$e i$ a limitation of ES,>

a. 0nly a few $trategie$ can be evaluated $imultaneou$ly.b. "#e co$t of doing t#e analy$i$

. !ntuitive "udg#ents and eduated guesses are re$uired.d. Set$ of $trategie$ mu$t be examined in rever$e order.

e. *t re%uire$ e%ual participation from everyone.

!. #ic# of t#e following i$ not true about obHective$>H. "#ey $#ould be communicated t#roug#out t#e organiation.

k. "#ey $#ould #ave an appropriate time dimen$ion.%. &hey shou%d inorporate po%iies.m. "#ey $#ould be mea$urable.n. "#ey $#ould be con$i$tent.

3. _______ i$ not a maHor factor t#at commonly pro#ibit$ effective re$ource

allocation.

e. 'nder protetion of resouresf. 0rganiational politic$g. Dague $trategy target$

#. @eluctance to take ri$k$

i. ?ack of $ufficient knowledge

Regards: -lz rk+923457937350

8/12/2019 SMMCQ's

6/14


r/4. @e$tructuring i$ al$o referred to a$

e. Starting over.f. (e%ayering.g. &iver$ifying.

#. Iob $ecurity.i. *ntegrating.8. "#e primary benefit $oug#t from re$tructuring i$

e. +mployee involvement.f. Cost redution.g. *ncrea$ed morale.

#. *ncrea$ed number of #ierarc#ical level$ in t#e organiation.i. *ncrea$ed innovation.

9. #at pay $trategy re%uire$ employee$ or department$ to e$tabli$# performance target$

Regards: -lz rk+923457937350

8/12/2019 SMMCQ's

9/14


r/a. "wo

a. Fourb. Six

c. +ig#t

d. Nine4. #at are two external dimen$ion$ of t#e S,C+ atrix>f. Environ#enta% stabi%ity and industry strengthg. +nvironmental $tability and competitive advantage#. *ndu$try $trengt# and competitive advantage

i. Competitive advantage and financial $trengt#

H. Financial $trengt# and indu$try $trengt#8. *n t#e S,C+ analy$i$< w#at doe$ a :A4< A) $trategy profile portray>f. 3 strong industryg. n un$table environment

#. $table environment

i. weak indu$tryj. A weak financial position

9. Selling all of a company$ a$$et$ in part$ for t#eir tangible wort# i$ calleda. Ioint venture.

b. &ive$titure.

c. Concentric diver$ification.d. i$uidation.e. Jnrelated integration.

;. #ic# $tage of t#e $trategy-formulation framework involve$ t#e Euantitative Strategic

,lanning atrix>

f. Stage 1

g. Stage 2h. Stage 5i. Stage !

H. Stage 31=. #ic# $trategy $#ould be implemented w#en a divi$ion i$ re$pon$ible for an

organiation$

overall poor performance>

a. 'ackward integrationb. (ivestiturec. Forward integration

d. Co$t leader$#ip

e. @elated diver$ification1. #at can be defined a$ t#e art and $cience of formulating< implementing and

evaluating

cro$$-functional deci$ion$ t#at enable an organiation to ac#ieve it$ obHective$>

a. Strategy formulation

Regards: -lz rk+923457937350

8/12/2019 SMMCQ's

10/14


r/b. Strategy evaluation

c. Strategy implementationd. Strategi #anage#ente. Strategic leading

2. #ic# of t#e following i$ not a cultural product>v. @ite$2. E#otionsx. @itual$

y. Saga$. Symbol$

. #ic# individual$ are mo$t re$pon$ible for t#e $ucce$$ and failure of an organiation>f. Strategistsg. Financial planner$#. ,er$onnel director$

i. Stake#older$

H. uman re$ource manager$!. #ic# $ector of t#e economy would be mo$t impacted by tec#nological development$>

a. fore$try

b. phar#aeutia%sc. textile$

d. metal$e. paper

3. ?ong-term obHective$ $#ould be all of t#e following except7

f. mea$urable.g. ontinua%%y hanging.#. rea$onable.

i. c#allenging.H. con$i$tent.

4. #at are guide$ to deci$ion making>a. law$

b. rule$. po%iiesd. procedure$

e. goal$

8. ccording to (reenley< $trategic management offer$ all of t#e$e benefit$ except t#at

a. it provide$ an obHective view of management problem$.

b. it create$ a framework for internal communication among per$onnel.

c. it encourage$ a favorable attitude toward c#ange.d. it #axi#i4es the effets of adverse onditions and hanges.e. it give$ a degree of di$cipline and formality to t#e management of a bu$ine$$.9. "#e vi$ion and mi$$ion $tatement can often be found

a. in t#e S+C report.

Regards: -lz rk+923457937350

8/12/2019 SMMCQ's

11/14


r/b. in annua% reports.c. on cu$tomer receipt$.

d. on $upplier invoice$.

e. on community new$ bulletin$

;. #ic# group would be cla$$ified a$ a $take#older>f. Communitie$

g. 'ank$#. Supplier$

i. +mployee$". 3%% of these1=. "#e proce$$ of performing an external audit need$ to include7

a. only top level manager$< a$ it$ a planning function.b. as #any #anagers and e#p%oyees as possib%e.c. primarily front-line $upervi$or$

d. between 13 to 2= manager$ for it to be valid

e. $tock#older$ and external government agencie$1. ,hih of the fo%%o2ing is not a stage of strategy for#u%ation tehni$uesa. Formulation Framework

b. atc#ing $tage. Externa% fator eva%uationd. &eci$ion $tage

. S& Strategies is an i#portant strategy toa. atc# weakne$$ wit# opportunitie$ of t#e firmb. Overo#e externa% threatsc. 0btain benefit form it$ re$ource$

d. 0vercome it$ weakne$$ and reducing t#reat$

5. Strategi )osition and 3tion Eva%uation Matrix is used ina. Formulation Frameworkb. Mathing stage. +xternal factor evaluationd. &eci$ion $tage

!. Cash o2s are a%2ays ina. *ntroductory indu$tryb. (rowing indu$try. Mature industryd. &eclining indu$try

3. !n BCG #atrix@ the reason for hoosing re%ative #ar0et share@ rather than "ustprofits@ is that

a. *t carrie$ more information t#an Hu$t ca$# flowb. *t $#ow$ w#ere t#e brand i$ po$itioned again$t it$ main competitor$. *t indicate$ w#ere it mig#t be likely to go in t#e futured. 3%% of the #entioned options. &hose fir#s #ust #a0e so#e drasti hanges $ui0%y to avoid further de#ise andpossib%e

Regards: -lz rk+923457937350

8/12/2019 SMMCQ's

12/14


r/%i$uidation that fa%% in9999999999 of grand strategy #atrixa. Eurdant-1b. Eurdant-2. *urdant-5

d. Eurdant-!;. Strategy-for#u%ation onepts and too%sa. (o not differ great%y for different si4e and type of organi4ationsb. &iffer greatly for different $ie and type of organiation$. &o not differ greatly for profit or nonprofit organiation$ but differ in $mall and largeorganiation$

d.one of t#e mentioned option$=. 3nnua% ob"etivesa. re not critical to $ucce$$b. Serve as guide%ines for ation@ direting and hanne%ing efforts and ativities oforgani4ation #e#bers. re not important for employee motivation and identification

d. &o not provide a ba$i$ for organiational de$ign>. 3nnua% ob"etivesa.eed not to be con$i$tentb. S#ould be ea$ily ac#ievable. Shou%d be #easurab%ed. S#ould be confidential and not to be communicated t#roug#out t#e organiation1?. ,hih of the fo%%o2ing resoures is used by a%% organi4ations to ahieve desiredob"etivesa. Financial re$ource$

a. 'efore a bu$ine$$ i$ opened

b. When the 2ir is success2ul

c. #en t#e firm i$ in financial trouble

d. #en t#e firm i$ in legal trouble

Regards: -lz rk+923457937350

8/12/2019 SMMCQ's

13/14


r/#ic# of t#e$e ba$ic %ue$tion$ $#ould a vi$ion $tatement an$wer>

a. #at i$ our bu$ine$$>b. #o are our employee$>

c. #y do we exi$t>

d. What do -e -ant to becoe6__________ i$ not part of an external audit.a. nalying competitor$

b. Analy7ing 2inancial ratios

c. nalying available tec#nologie$d. Studying t#e political environment

#ic# $trategie$ aim at improving internal weakne$$e$ by taking advantage of externalopportunitie$>

a. S0b. WO

c. Sd. S"e. "

!. ow many cell$ are in a S0" atrix>

a. "wob. Four

c. Six

d. +ig#te. Nine3. #at are two external dimen$ion$ of t#e S,C+ atrix>a. Environ#enta% stabi%ity and industry strength

b. +nvironmental $tability and competitive advantagec. *ndu$try $trengt# and competitive advantage

d. Competitive advantage and financial $trengt#

e. Financial $trengt# and indu$try $trengt#4. *n t#e S,C+ analy$i$< w#at doe$ a :A4< A) $trategy profile portray>

a. 3 strong industryb. n un$table environment

c. $table environmentd. weak indu$trye. A weak financial position8. Selling all of a company$ a$$et$ in part$ for t#eir tangible wort# i$ called

a. Ioint venture.b. &ive$titure.c. Concentric diver$ification.

d. i$uidation.e. Jnrelated integration

Regards: -lz rk+923457937350

8/12/2019 SMMCQ's

14/14


r/9. #ic# $tage of t#e $trategy-formulation framework involve$ t#e Euantitative Strategic

,lanning atrix>a. Stage 1

b. Stage 2

. Stage 5d. Stage !

e. Stage 3

are barrier$ to new product creation and development.

L0pportunity parameter $

L

0pportunity identification

L0pportunity circulation

Regards: -lz rk+923457937350

SMMCQ's

Documents

Transcript of SMMCQ's