Exam 7: Management Preference Analysis

One technique for addressing minor discrepancies between the required and observed strategic preferences of the management team is to

Managerial preferences have an indirect role on the

The purpose of management preference analysis is to establish the degree of fit between strategy and the

Management preferences with respect to strategy serve to

Boards of Directors are often not as effective as they might be because the board

Strategy needs to be consistent with the firm's management preferences as well as with the management preferences of

The personal history of the managers of competing firms can sometimes suggest how their firms will respond to strategic threats.

The mandate of the Board of Directors is

It is seldom useful to try predicting the response of competitors to emerging threats.

Managerial preferences are formed by the interaction of

The strategic preferences of an organization's functional managers are usually similar.

Discrepancies between required and observed management preferences with respect to strategy have little effect on the organizational capabilities of the business.

The key stakeholder groups for most organization are shareholders, employees, and customers.

A cohesive management group that endorses a strategic initiative inconsistent with the strategic needs of the business could be considered an example of

Managers with a strong need for security are most likely to favour

Most strategic proposals will have similar consequences for senior managers in different job positions.

Expectations of subordinates have little influence on a manager's strategic preferences.

In many jurisdictions, the principal role of the Board of Directors is to act in the best interests of the shareholders.

The general manager's role is to create value for the stakeholders using organizational resources.

Strategic preferences of managers are derived from personal attributes.