Question 1

Identify some characteristics of an effective evaluation system.

Accepted Answer

There is no one ideal system; the unique

Question 2

What aims to balance long-term with short-term concerns, financial with nonfinancial concerns, and internal with external concerns?

Accepted Answer

A)  Contingency planning 
B)  The Balanced Scorecard approach 
C)  Taking corrective action 
D)  Benchmarking 
E)  Consonance 
A)  Contingency planning 
B)  The Balanced Scorecard approach 
C)  Taking corrective action 
D)  Benchmarking 
E)  Consonance

Question 3

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

Accepted Answer

A) True 
 B)False

Question 4

Strategies may be inconsistent if policy problems and issues continue to be brought to the top for resolution.

Accepted Answer

A) True 
 B)False

Question 5

Which of the following is NOT a reason for the increasing difficulty of evaluating strategies?

Accepted Answer

A)  Product life cycles are longer. 
B)  Domestic and world economies are less stable. 
C)  Product development cycles are shorter. 
D)  Technological advancement is more rapid. 
E)  Change is occurring more frequently. 
A)  Product life cycles are longer. 
B)  Domestic and world economies are less stable. 
C)  Product development cycles are shorter. 
D)  Technological advancement is more rapid. 
E)  Change is occurring more frequently.

Question 6

Taking corrective actions does not necessarily mean that existing strategies will be abandoned, or even that new strategies must be formulated.

Accepted Answer

A) True 
 B)False

Question 7

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 8

Increased education and diversity of the workforce at all levels are reasons why the top-down approach should be favored in organizations.

Accepted Answer

A) True 
 B)False

Question 9

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 10

Measuring organizational performance includes comparing expected results to actual results, investigating deviations from plans, evaluating individual performance, and examining progress being made toward meeting stated objectives.

Accepted Answer

A) True 
 B)False

Question 11

Consistency, distinctiveness, advantage, and feasibility are Richard Rumelt's four criteria for evaluating a strategy.

Accepted Answer

A) True 
 B)False

Question 12

Strategy-evaluation activities should ideally be performed

Accepted Answer

A)  just on a periodic basis. 
B)  only at the onset of a problem. 
C)  on a continuous basis. 
D)  solely upon completion of major projects. 
E)  annually only. 
A)  just on a periodic basis. 
B)  only at the onset of a problem. 
C)  on a continuous basis. 
D)  solely upon completion of major projects. 
E)  annually only.

Question 13

According to research, participation in strategy-evaluation activities is one of the best ways to overcome resistance to change.

Accepted Answer

A) True 
 B)False

Question 14

Most quantitative criteria are geared to ________ objectives rather than to ________ objectives.

Accepted Answer

A)  top-management; employee 
B)  short-term; annual 
C)  annual; long-term 
D)  environmental; community 
E)  long-term; short-term 
A)  top-management; employee 
B)  short-term; annual 
C)  annual; long-term 
D)  environmental; community 
E)  long-term; short-term

Question 15

Which of these is a basic activity of strategy evaluation?

Accepted Answer

A)  Examining the underlying bases of current strategies 
B)  Measuring organizational performance 
C)  Taking corrective actions 
D)  Choices B and C only 
E)  All of the above 
A)  Examining the underlying bases of current strategies 
B)  Measuring organizational performance 
C)  Taking corrective actions 
D)  Choices B and C only 
E)  All of the above

Question 16

According to Richard Rumelt, consonance and consistency are mostly based on a firm's external assessment.

Accepted Answer

A) True 
 B)False

Question 17

According to Alvin Toffler, 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 18

Timely approximate information is generally more desirable as a basis for strategy evaluation than accurate information that does not depict the present.

Accepted Answer

A) True 
 B)False

Question 19

List three contingency plans commonly established by firms.

Accepted Answer

Student answers will vary but might incl

Question 20

Which of the following is NOT one of the four perspectives from which the Balanced Scorecard allows firms to evaluate strategies?

Accepted Answer

A)  Social responsibility 
B)  Financial performance 
C)  Customer knowledge 
D)  Internal business processes 
E)  Learning and growth 
A)  Social responsibility 
B)  Financial performance 
C)  Customer knowledge 
D)  Internal business processes 
E)  Learning and growth

Identify some characteristics of an effective evaluation system.

What aims to balance long-term with short-term concerns, financial with nonfinancial concerns, and internal with external concerns?

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

Strategies may be inconsistent if policy problems and issues continue to be brought to the top for resolution.

Which of the following is NOT a reason for the increasing difficulty of evaluating strategies?

Taking corrective actions does not necessarily mean that existing strategies will be abandoned, or even that new strategies must be formulated.

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

Increased education and diversity of the workforce at all levels are reasons why the top-down approach should be favored in organizations.

With the passage of time strategy evaluation is becoming

Measuring organizational performance includes comparing expected results to actual results, investigating deviations from plans, evaluating individual performance, and examining progress being made toward meeting stated objectives.

Consistency, distinctiveness, advantage, and feasibility are Richard Rumelt's four criteria for evaluating a strategy.

Strategy-evaluation activities should ideally be performed

According to research, participation in strategy-evaluation activities is one of the best ways to overcome resistance to change.

Most quantitative criteria are geared to objectives rather than to objectives.

Which of these is a basic activity of strategy evaluation?

According to Richard Rumelt, consonance and consistency are mostly based on a firm's external assessment.

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

Timely approximate information is generally more desirable as a basis for strategy evaluation than accurate information that does not depict the present.

List three contingency plans commonly established by firms.

Which of the following is NOT one of the four perspectives from which the Balanced Scorecard allows firms to evaluate strategies?

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, Operations, and Human Resource Issues

Implementing Strategies: Marketing, Financeaccounting, Rd, and Mis Issues

Business Ethics, Social Responsibility, and Environmental Sustainability

Global and International Issues

Filters

Exam 9: Strategy Review, Evaluation, and Control

Identify some characteristics of an effective evaluation system.

What aims to balance long-term with short-term concerns, financial with nonfinancial concerns, and internal with external concerns?

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

Strategies may be inconsistent if policy problems and issues continue to be brought to the top for resolution.

Which of the following is NOT a reason for the increasing difficulty of evaluating strategies?

Taking corrective actions does not necessarily mean that existing strategies will be abandoned, or even that new strategies must be formulated.

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

Increased education and diversity of the workforce at all levels are reasons why the top-down approach should be favored in organizations.

With the passage of time strategy evaluation is becoming

Measuring organizational performance includes comparing expected results to actual results, investigating deviations from plans, evaluating individual performance, and examining progress being made toward meeting stated objectives.

Consistency, distinctiveness, advantage, and feasibility are Richard Rumelt's four criteria for evaluating a strategy.

Strategy-evaluation activities should ideally be performed

According to research, participation in strategy-evaluation activities is one of the best ways to overcome resistance to change.

Most quantitative criteria are geared to ________ objectives rather than to ________ objectives.

Which of these is a basic activity of strategy evaluation?

According to Richard Rumelt, consonance and consistency are mostly based on a firm's external assessment.

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

Timely approximate information is generally more desirable as a basis for strategy evaluation than accurate information that does not depict the present.

List three contingency plans commonly established by firms.

Which of the following is NOT one of the four perspectives from which the Balanced Scorecard allows firms to evaluate strategies?

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, Operations, and Human Resource Issues

Implementing Strategies: Marketing, Financeaccounting, Rd, and Mis Issues

Business Ethics, Social Responsibility, and Environmental Sustainability

Global and International Issues

Filters

Most quantitative criteria are geared to objectives rather than to objectives.