Exam 5: Developing Mission, Vision, and Values
Exam 1: Introduction to Principles of Management127 Questions
Exam 2: History, Globalization, and Ethics157 Questions
Exam 3: Personality, Attitudes, and Work Behaviors110 Questions
Exam 4: Motivating Employees99 Questions
Exam 5: Developing Mission, Vision, and Values137 Questions
Exam 6: Strategic Management64 Questions
Exam 7: Leading People and Organizations97 Questions
Exam 8: Organizational Culture92 Questions
Exam 9: Organizational Structure and Change95 Questions
Exam 10: Decision Making64 Questions
Exam 11: Communication in Organizations102 Questions
Exam 12: Managing Groups and Teams109 Questions
Exam 13: The Essentials of Control112 Questions
Exam 14: Goals and Objectives111 Questions
Exam 15: Strategic Human Resource Management83 Questions
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______________ markets are the industries that provide the raw material or inputs for the focal industry.
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Upstream
Why did McDonald's sell Chipotle?
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McDonald's determined that one brand (McDonald's) was a better strategy for it in the future, and sold off Chipotle in 2006.
The firm's capacity to deploy resources that have been purposely integrated to achieve a desired end state are called _____________.
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capabilities
The VRIO criterion that determines whether a resource or capability is the source of competitive advantage recognized that the firm must have the _______________ capability to exploit the resources.
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Straddling strategies as an approach to strategic management is not recommended for which reason:
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According to the strategy diamond, ________________ are the things that are supposedly unique to the firm such that they give it a competitive advantage in its current and future arenas.
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____________________focuses on how a given business needs to compete in order to be effective.
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A company's value derives not from things, but from ____________.
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Using Porter's analysis, firms are likely to generate higher profits if the industry includes which of the following?
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The stronger competitive forces are, the lower the profit potential for an industry's firms.
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A cost-focus strategy is a low-cost, narrowly focused market strategy.
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A useful tool for taking stock of organizational capabilities is the ______________.
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The different aspects of strategy as distinguished by Mintzberg include which of the following?
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The hardest thing for an organization to do is to develop its competitive advantage into ______________ competitive advantage, where the organization's strengths cannot be easily duplicated or imitated by other firms, nor made redundant or less valuable by changes in the external environment.
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_______________ tells managers how they should go about putting the desired strategy into action.
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Strategic management process is the coordinated means by which an organization chooses its mission and vision.
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When fixed costs account for a large part of total costs, what do companies do?
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Goods or services from outside a given industry that perform similar or the same functions as a product that the industry produces are called ____________________.
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