Question 1

Future shock occurs when the nature, type, and speed of changes overpower an individual's or organization's ability and capacity to adapt.

Accepted Answer

A) True 
 B)False

Question 2

Most executives believe that some strategic information should remain confidential to top managers.

Accepted Answer

A) True 
 B)False

Question 3

Financial ratios are rarely used as criteria to evaluate strategies.

Accepted Answer

A) True 
 B)False

Question 4

All of these are Richard Rumelt's criteria to evaluate a strategy EXCEPT

Accepted Answer

A)  advantage. 
B)  consistency. 
C)  feasibility. 
D)  distinctiveness. 
E)  consonance. 
A)  advantage. 
B)  consistency. 
C)  feasibility. 
D)  distinctiveness. 
E)  consonance.

Question 5

Strategy-evaluation activities must be meaningful, that is, they should specifically relate to a firm's objectives.

Accepted Answer

A) True 
 B)False

Question 6

Success today

Accepted Answer

A)  guarantees success tomorrow. 
B)  is no guarantee of success tomorrow. 
C)  should lull a firm into complacency. 
D)  is all that really matters. 
E)  none of the above. 
A)  guarantees success tomorrow. 
B)  is no guarantee of success tomorrow. 
C)  should lull a firm into complacency. 
D)  is all that really matters. 
E)  none of the above.

Question 7

If success for one organizational department means failure for another department, then strategies may be

Accepted Answer

A)  synergistic. 
B)  advantageous. 
C)  trendy. 
D)  feasible. 
E)  inconsistent. 
A)  synergistic. 
B)  advantageous. 
C)  trendy. 
D)  feasible. 
E)  inconsistent.

Question 8

What quantitative criteria are commonly used to evaluate strategies? Give several examples of these criteria.

Accepted Answer

Quantitative criteria commonly used to e

Question 9

Increased education and diversity of the workforce at all levels are reasons why

Accepted Answer

A)  the top-down approach is preferred. 
B)  the bottom-up approach is untenable. 
C)  only top executives have the experience and acumen to make strategy decisions. 
D)  middle- and lower-level managers, and even nonmanagers, should be involved in the strategic planning process. 
E)  the horizontal approach is the most pragmatic choice. 
A)  the top-down approach is preferred. 
B)  the bottom-up approach is untenable. 
C)  only top executives have the experience and acumen to make strategy decisions. 
D)  middle- and lower-level managers, and even nonmanagers, should be involved in the strategic planning process. 
E)  the horizontal approach is the most pragmatic choice.

Question 10

The strategy-evaluation process should foster

Accepted Answer

A)  mutual understanding. 
B)  doubt. 
C)  corporate culture. 
D)  complexity. 
E)  division. 
A)  mutual understanding. 
B)  doubt. 
C)  corporate culture. 
D)  complexity. 
E)  division.

Question 11

The form of a Balanced Scorecard does not vary for different organizations or industries.

Accepted Answer

A) True 
 B)False

Question 12

Most strategists believe that an organization's well-being depends on evaluation of the strategic-management process.

Accepted Answer

A) True 
 B)False

Question 13

Already the European Union and 113 nations including Australia, Mexico, and Canada have ________ IFRS rules.

Accepted Answer

A)  adopted and then abandoned the use of 
B)  been prohibited from adopting 
C)  spoken out publicly against the adoption of 
D)  revised the standard version of the 
E)  adopted or soon plan to use 
A)  adopted and then abandoned the use of 
B)  been prohibited from adopting 
C)  spoken out publicly against the adoption of 
D)  revised the standard version of the 
E)  adopted or soon plan to use

Question 14

Discuss the different perspectives and concerns of the Balanced Scorecard.

Accepted Answer

The Balanced Scorecard is a process that

Question 15

Corrective action should do all of the following EXCEPT

Accepted Answer

A)  capitalize upon internal strengths. 
B)  avoid external opportunities. 
C)  avoid external threats. 
D)  improve internal weaknesses. 
E)  strengthen an organization's competitive position. 
A)  capitalize upon internal strengths. 
B)  avoid external opportunities. 
C)  avoid external threats. 
D)  improve internal weaknesses. 
E)  strengthen an organization's competitive position.

Question 16

Compare and contrast two of Rumelt's four criteria for evaluating strategies.

Accepted Answer

Rumelt's four criteria for evaluating st

Question 17

Too much emphasis on evaluating strategies

Accepted Answer

A)  may be expensive and counterproductive. 
B)  is not possible - the more emphasis the better. 
C)  is good for morale, as employees like being closely evaluated. 
D)  is always advised if the firm can afford it. 
E)  is worse than too little or no evaluation. 
A)  may be expensive and counterproductive. 
B)  is not possible - the more emphasis the better. 
C)  is good for morale, as employees like being closely evaluated. 
D)  is always advised if the firm can afford it. 
E)  is worse than too little or no evaluation.

Question 18

What is the cornerstone of effective strategy evaluation?

Accepted Answer

A)  Adequate and timely feedback 
B)  Quality and quantity of managers 
C)  Smaller ratio of top- to lower-level management 
D)  Evaluation preceding implementation stage 
E)  Punitive corrective actions 
A)  Adequate and timely feedback 
B)  Quality and quantity of managers 
C)  Smaller ratio of top- to lower-level management 
D)  Evaluation preceding implementation stage 
E)  Punitive corrective actions

Question 19

Adequate and timely feedback is important to effective strategy evaluation.

Accepted Answer

A) True 
 B)False

Question 20

A particularly important twenty-first-century challenge facing all strategists today is

Accepted Answer

A)  deciding whether the process should be more an art or a science. 
B)  deciding whether strategies should be visible or hidden from stakeholders. 
C)  deciding whether the process should be more top-down or bottom-up in their firm. 
D)  all of the above 
E)  none of the above 
A)  deciding whether the process should be more an art or a science. 
B)  deciding whether strategies should be visible or hidden from stakeholders. 
C)  deciding whether the process should be more top-down or bottom-up in their firm. 
D)  all of the above 
E)  none of the above

Future shock occurs when the nature, type, and speed of changes overpower an individual's or organization's ability and capacity to adapt.

Most executives believe that some strategic information should remain confidential to top managers.

Financial ratios are rarely used as criteria to evaluate strategies.

All of these are Richard Rumelt's criteria to evaluate a strategy EXCEPT

Strategy-evaluation activities must be meaningful, that is, they should specifically relate to a firm's objectives.

Success today

If success for one organizational department means failure for another department, then strategies may be

What quantitative criteria are commonly used to evaluate strategies? Give several examples of these criteria.

Increased education and diversity of the workforce at all levels are reasons why

The strategy-evaluation process should foster

The form of a Balanced Scorecard does not vary for different organizations or industries.

Most strategists believe that an organization's well-being depends on evaluation of the strategic-management process.

Already the European Union and 113 nations including Australia, Mexico, and Canada have ________ IFRS rules.

Discuss the different perspectives and concerns of the Balanced Scorecard.

Corrective action should do all of the following EXCEPT

Compare and contrast two of Rumelt's four criteria for evaluating strategies.

Too much emphasis on evaluating strategies

What is the cornerstone of effective strategy evaluation?

Adequate and timely feedback is important to effective strategy evaluation.

A particularly important twenty-first-century challenge facing all strategists today is

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 Operations Issues

Implementing Strategies: Marketing, Finance/Accounting, R&D, and MIS Issues

Business Ethics, Social Responsibility, and Environmental Sustainability

Global and International Issues

Filters

Exam 9: Strategy Review, Evaluation, and Control

Future shock occurs when the nature, type, and speed of changes overpower an individual's or organization's ability and capacity to adapt.

Most executives believe that some strategic information should remain confidential to top managers.

Financial ratios are rarely used as criteria to evaluate strategies.

All of these are Richard Rumelt's criteria to evaluate a strategy EXCEPT

Strategy-evaluation activities must be meaningful, that is, they should specifically relate to a firm's objectives.

Success today

If success for one organizational department means failure for another department, then strategies may be

What quantitative criteria are commonly used to evaluate strategies? Give several examples of these criteria.

Increased education and diversity of the workforce at all levels are reasons why

The strategy-evaluation process should foster

The form of a Balanced Scorecard does not vary for different organizations or industries.

Most strategists believe that an organization's well-being depends on evaluation of the strategic-management process.

Already the European Union and 113 nations including Australia, Mexico, and Canada have ________ IFRS rules.

Discuss the different perspectives and concerns of the Balanced Scorecard.

Corrective action should do all of the following EXCEPT

Compare and contrast two of Rumelt's four criteria for evaluating strategies.

Too much emphasis on evaluating strategies

What is the cornerstone of effective strategy evaluation?

Adequate and timely feedback is important to effective strategy evaluation.

A particularly important twenty-first-century challenge facing all strategists today is

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 Operations Issues

Implementing Strategies: Marketing, Finance/Accounting, R&D, and MIS Issues

Business Ethics, Social Responsibility, and Environmental Sustainability

Global and International Issues

Filters