Question 1

Measuring organizational performance requires making changes to reposition a firm competitively for the future.

Accepted Answer

A) True 
 B)False  False

Question 2

The construction of a Balanced Scorecard is consistent across organizations and industries.

Accepted Answer

A) True 
 B)False  False

Question 3

A revised ________ should focus on changes in the organization's management, marketing, finance and accounting, production and operations, research and development (R&D), and management information systems (MIS) strengths and weaknesses.

Accepted Answer

A)  mission 
B)  IFE Matrix 
C)  vision 
D)  EFE Matrix 
E)  EPM Matrix 
A)  mission 
B)  IFE Matrix 
C)  vision 
D)  EFE Matrix 
E)  EPM Matrix B

Question 4

All of the following are principles of good organizational governance, as established by BusinessWeek, EXCEPT

Accepted Answer

A)  each director attends at least 75 percent of all meetings. 
B)  the audit, compensation and nominating committees are made up solely of outside directors. 
C)  each director owns a large equity stake in the company. 
D)  at least three directors are current or former company executives. 
E)  the CEO is not also the Chairperson of the Board. 
A)  each director attends at least 75 percent of all meetings. 
B)  the audit, compensation and nominating committees are made up solely of outside directors. 
C)  each director owns a large equity stake in the company. 
D)  at least three directors are current or former company executives. 
E)  the CEO is not also the Chairperson of the Board.

Question 5

Taking corrective actions, requires making changes to competitively reposition a firm for the future.

Accepted Answer

A) True 
 B)False

Question 6

What are some arguments for and against the adoption by the United States of International Financial Reporting Standards (IFRS)?

Accepted Answer

The old GAAP standards comprised 25,000

Question 7

In strategy evaluation, a revised IFE Matrix should indicate how effective a firm's strategies have been in response to key opportunities and threats.

Accepted Answer

A) True 
 B)False

Question 8

With the passage of time, strategy evaluation is becoming

Accepted Answer

A)  increasingly difficult. 
B)  much simpler. 
C)  very convenient. 
D)  an unnecessary activity. 
E)  less important. 
A)  increasingly difficult. 
B)  much simpler. 
C)  very convenient. 
D)  an unnecessary activity. 
E)  less important.

Question 9

Financial ratios are used to compare a firm's performance over different time periods, to compare the firm's performance to industry averages, and to compare a firm's performance with

Accepted Answer

A)  overall business standards. 
B)  projected goals. 
C)  the performance of suppliers. 
D)  non-financial ratios. 
E)  the performance of competitors. 
A)  overall business standards. 
B)  projected goals. 
C)  the performance of suppliers. 
D)  non-financial ratios. 
E)  the performance of competitors.

Question 10

Which of the following is NOT included in measuring organizational performance?

Accepted Answer

A)  Comparing results to competitors' expectations 
B)  Examining progress being made toward meeting stated objectives 
C)  Investigating deviations from plans 
D)  Evaluating individual performance 
E)  Comparing expected results to actual results 
A)  Comparing results to competitors' expectations 
B)  Examining progress being made toward meeting stated objectives 
C)  Investigating deviations from plans 
D)  Evaluating individual performance 
E)  Comparing expected results to actual results

Question 11

Alvin Toffler argues that environments are becoming so dynamic and complex that they threaten people and organizations with future shock, in his thought-provoking books entitled Future Shock and The Third Wave.

Accepted Answer

A) True 
 B)False

Question 12

The average size of a U.S. company board is 11 members.

Accepted Answer

A) True 
 B)False

Question 13

Strengths, weaknesses, opportunities, cost and threats that represent the bases of current strategies 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.

Accepted Answer

A) True 
 B)False

Question 14

Strategy evaluation is essential for developing objectives.

Accepted Answer

A) True 
 B)False

Question 15

Adequate and timely ________ is/are the cornerstone of effective strategy evaluation.

Accepted Answer

A)  rewards 
B)  feedback 
C)  punishment 
D)  reminders 
E)  prompts 
A)  rewards 
B)  feedback 
C)  punishment 
D)  reminders 
E)  prompts

Question 16

Mintzberg's notion of "crafting" strategies

Accepted Answer

A)  is consistent with the view that strategic management is more a science than an art. 
B)  contends that firms need to assess their environments, do research, evaluate alternatives, analyze, and then choose a course of action. 
C)  suggests that strategic decision making be based primarily on holistic thinking, intuition, creativity, and imagination. 
D)  reject strategies that result from subjective imagination in favor of objective analysis. 
E)  insists on formality. 
A)  is consistent with the view that strategic management is more a science than an art. 
B)  contends that firms need to assess their environments, do research, evaluate alternatives, analyze, and then choose a course of action. 
C)  suggests that strategic decision making be based primarily on holistic thinking, intuition, creativity, and imagination. 
D)  reject strategies that result from subjective imagination in favor of objective analysis. 
E)  insists on formality.

Question 17

All of the following are reasons strategy evaluation is more difficult today EXCEPT

Accepted Answer

A)  a dramatic increase in the environment's complexity. 
B)  the increasing number of variables. 
C)  the increase in the number of both domestic and world events affecting organizations. 
D)  the increasing time span for which planning can be done with any degree of certainty. 
E)  the rapid rate of obsolescence of even the best plans. 
A)  a dramatic increase in the environment's complexity. 
B)  the increasing number of variables. 
C)  the increase in the number of both domestic and world events affecting organizations. 
D)  the increasing time span for which planning can be done with any degree of certainty. 
E)  the rapid rate of obsolescence of even the best plans.

Question 18

Public accounting firms usually avoid strategy-evaluation services.

Accepted Answer

A) True 
 B)False

Question 19

Only high-priority areas require the insurance of ________ plans.

Accepted Answer

A)  financial 
B)  strategic 
C)  operational 
D)  contingency 
E)  functional 
A)  financial 
B)  strategic 
C)  operational 
D)  contingency 
E)  functional

Question 20

The idea that the positioning of one's ________ can enhance their combined effectiveness is familiar to military theorists, chess players, and diplomats.

Accepted Answer

A)  people 
B)  facilities 
C)  profits 
D)  products 
E)  resources 
A)  people 
B)  facilities 
C)  profits 
D)  products 
E)  resources

Measuring organizational performance requires making changes to reposition a firm competitively for the future.

The construction of a Balanced Scorecard is consistent across organizations and industries.

A revised ________ should focus on changes in the organization's management, marketing, finance and accounting, production and operations, research and development (R&D), and management information systems (MIS) strengths and weaknesses.

All of the following are principles of good organizational governance, as established by BusinessWeek, EXCEPT

Taking corrective actions, requires making changes to competitively reposition a firm for the future.

What are some arguments for and against the adoption by the United States of International Financial Reporting Standards (IFRS)?

In strategy evaluation, a revised IFE Matrix should indicate how effective a firm's strategies have been in response to key opportunities and threats.

With the passage of time, strategy evaluation is becoming

Financial ratios are used to compare a firm's performance over different time periods, to compare the firm's performance to industry averages, and to compare a firm's performance with

Which of the following is NOT included in measuring organizational performance?

Alvin Toffler argues that environments are becoming so dynamic and complex that they threaten people and organizations with future shock, in his thought-provoking books entitled Future Shock and The Third Wave.

The average size of a U.S. company board is 11 members.

Strengths, weaknesses, opportunities, cost and threats that represent the bases of current strategies 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.

Strategy evaluation is essential for developing objectives.

Adequate and timely ________ is/are the cornerstone of effective strategy evaluation.

Mintzberg's notion of "crafting" strategies

All of the following are reasons strategy evaluation is more difficult today EXCEPT

Public accounting firms usually avoid strategy-evaluation services.

Only high-priority areas require the insurance of ________ plans.

The idea that the positioning of one's ________ can enhance their combined effectiveness is familiar to military theorists, chess players, and diplomats.

The Nature of Strategic Management

The Business Vision and Mission

The External Assessment

The Internal Assessment

Strategies in Action

Strategy Analysis and Choice

Implementing Strategies: Management and Marketing Issues

Implementing Strategies: Finance and Accounting Issues

Business Ethics, Environmental Sustainability, and Social Responsibility

Global and International Issues

Filters

Exam 9: Strategy Evaluation and Governance

Measuring organizational performance requires making changes to reposition a firm competitively for the future.

The construction of a Balanced Scorecard is consistent across organizations and industries.

A revised ________ should focus on changes in the organization's management, marketing, finance and accounting, production and operations, research and development (R&D), and management information systems (MIS) strengths and weaknesses.

All of the following are principles of good organizational governance, as established by BusinessWeek, EXCEPT

Taking corrective actions, requires making changes to competitively reposition a firm for the future.

What are some arguments for and against the adoption by the United States of International Financial Reporting Standards (IFRS)?

In strategy evaluation, a revised IFE Matrix should indicate how effective a firm's strategies have been in response to key opportunities and threats.

With the passage of time, strategy evaluation is becoming

Financial ratios are used to compare a firm's performance over different time periods, to compare the firm's performance to industry averages, and to compare a firm's performance with

Which of the following is NOT included in measuring organizational performance?

Alvin Toffler argues that environments are becoming so dynamic and complex that they threaten people and organizations with future shock, in his thought-provoking books entitled Future Shock and The Third Wave.

The average size of a U.S. company board is 11 members.

Strengths, weaknesses, opportunities, cost and threats that represent the bases of current strategies 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.

Strategy evaluation is essential for developing objectives.

Adequate and timely ________ is/are the cornerstone of effective strategy evaluation.

Mintzberg's notion of "crafting" strategies

All of the following are reasons strategy evaluation is more difficult today EXCEPT

Public accounting firms usually avoid strategy-evaluation services.

Only high-priority areas require the insurance of ________ plans.

The idea that the positioning of one's ________ can enhance their combined effectiveness is familiar to military theorists, chess players, and diplomats.

The Nature of Strategic Management

The Business Vision and Mission

The External Assessment

The Internal Assessment

Strategies in Action

Strategy Analysis and Choice

Implementing Strategies: Management and Marketing Issues

Implementing Strategies: Finance and Accounting Issues

Business Ethics, Environmental Sustainability, and Social Responsibility

Global and International Issues

Filters