Question 1

The set of models for measuring strategic performance reviewed by Hubbard et al.comprises:

Accepted Answer

A)  shareholder returns, stakeholder value, world's best practice, triple bottom line 
B)  shareholder value, stakeholder value, world's best practice, balanced scorecard 
C)  shareholder value, stakeholder value, total quality management, triple bottom line 
D)  shareholder value, stakeholder value, triple bottom line 
A)  shareholder returns, stakeholder value, world's best practice, triple bottom line 
B)  shareholder value, stakeholder value, world's best practice, balanced scorecard 
C)  shareholder value, stakeholder value, total quality management, triple bottom line 
D)  shareholder value, stakeholder value, triple bottom line D

Question 2

The set of dimensions of the 'performance cube' is:

Accepted Answer

A)  power of buyers, power of suppliers, barriers to exit 
B)  industry recipe, organisation type, organisation position 
C)  industry recipe, organisation posture, organisation position 
D)  inbound logistics, marketing, financial strength 
A)  power of buyers, power of suppliers, barriers to exit 
B)  industry recipe, organisation type, organisation position 
C)  industry recipe, organisation posture, organisation position 
D)  inbound logistics, marketing, financial strength B

Question 3

The normal view of 'long terms' now implies:

Accepted Answer

A)  three to five years 
B)  five to ten years 
C)  three years 
D)  more than ten years 
A)  three to five years 
B)  five to ten years 
C)  three years 
D)  more than ten years C

Question 4

The 'performance measurement cube' was initially developed by Nolan Nortan of KPMG management consultants.

Accepted Answer

A) True 
 B)False

Question 5

The studies of 'successful' organisations conclude that financial success is essential for successful organisations.

Accepted Answer

A) True 
 B)False

Question 6

The 'total shareholder return' approach is more stable in an absolute sense on an annual basis.

Accepted Answer

A) True 
 B)False

Question 7

Market share,innovation and growth are examples of long-term development measures.

Accepted Answer

A) True 
 B)False

Question 8

Issues in Hubbard et al.'s critique of 'shareholder value' in measuring strategic success do NOT include:

Accepted Answer

A)  unlisted companies 
B)  organisations that do not have shareholders 
C)  reliability of shareholder dividend reinvestment 
D)  measures of shareholder return to use 
A)  unlisted companies 
B)  organisations that do not have shareholders 
C)  reliability of shareholder dividend reinvestment 
D)  measures of shareholder return to use

Question 9

Organisational performance can be measured against:

Accepted Answer

A)  best country practice, world's best practice, industry ROI, past performance and internal targets 
B)  world's best practice, industry average, past marketing performance and market share 
C)  best industry practice, world's best practice, industry average, past performance and internal targets 
D)  sectoral best practice, industry average, past performance and financial targets 
A)  best country practice, world's best practice, industry ROI, past performance and internal targets 
B)  world's best practice, industry average, past marketing performance and market share 
C)  best industry practice, world's best practice, industry average, past performance and internal targets 
D)  sectoral best practice, industry average, past performance and financial targets

Question 10

The set of measures in the 'triple bottom line' is:

Accepted Answer

A)  financial, legal, social 
B)  political, environmental, technological 
C)  economic, political, social 
D)  economic, environmental, external social 
A)  financial, legal, social 
B)  political, environmental, technological 
C)  economic, political, social 
D)  economic, environmental, external social

Question 11

The set of four 'perspectives' of the 'balanced scorecard' is:

Accepted Answer

A)  political, environmental, social, technological 
B)  supplier, customer, internal business, innovation and learning 
C)  financial, customer, internal business, innovation and learning 
D)  financial, operational, logistical, research and development 
A)  political, environmental, social, technological 
B)  supplier, customer, internal business, innovation and learning 
C)  financial, customer, internal business, innovation and learning 
D)  financial, operational, logistical, research and development

Question 12

Peters and Waterman defined 'excellent' companies as:

Accepted Answer

A)  large and continuously innovative 
B)  specialised and medium sized 
C)  large US multi-national in services sector 
D)  large, diversified manufacturing 
A)  large and continuously innovative 
B)  specialised and medium sized 
C)  large US multi-national in services sector 
D)  large, diversified manufacturing

Question 13

In the environment area,the main measures that are emerging include:

Accepted Answer

A)  CO2 emissions, greenhouse gas emissions, water use, customer satisfaction 
B)  CO2 emissions, greenhouse gas emissions, water use, biodiversity reduction 
C)  greenhouse gas emissions, water use, customer satisfaction, biodiversity reduction 
D)  greenhouse gas emissions, water use, cost savings, biodiversity reduction 
A)  CO2 emissions, greenhouse gas emissions, water use, customer satisfaction 
B)  CO2 emissions, greenhouse gas emissions, water use, biodiversity reduction 
C)  greenhouse gas emissions, water use, customer satisfaction, biodiversity reduction 
D)  greenhouse gas emissions, water use, cost savings, biodiversity reduction

Question 14

Explain the differences between the 'shareholder and stakeholder value approaches' to measuring strategic performance.

Accepted Answer

The shareholder value approach of perfor

Question 15

Criteria for an organisation to be chosen for the Collins and Porras study did NOT include that it:

Accepted Answer

A)  had to be the premier institution in its industry 
B)  be widely admired by knowledgeable business people 
C)  had made an 'indelible imprint' on the world 
D)  had the same CEO 
A)  had to be the premier institution in its industry 
B)  be widely admired by knowledgeable business people 
C)  had made an 'indelible imprint' on the world 
D)  had the same CEO

Question 16

The key 'customer measures' of strategic performance include:

Accepted Answer

A)  market share, customer satisfaction, customer loyalty, customer acquisition 
B)  customer retention, customer satisfaction, customer profitability, customer equity 
C)  customer retention, customer satisfaction, customer profitability, customer acquisition 
D)  market share, customer retention, customer satisfaction, customer profitability, customer acquisition 
A)  market share, customer satisfaction, customer loyalty, customer acquisition 
B)  customer retention, customer satisfaction, customer profitability, customer equity 
C)  customer retention, customer satisfaction, customer profitability, customer acquisition 
D)  market share, customer retention, customer satisfaction, customer profitability, customer acquisition

Question 17

Criticisms of In search of excellence by Peters and Waterman did not include that it was:

Accepted Answer

A)  Lacking in objectivity 
B)  Lacking in clear criteria 
C)  Biased in its industry coverage 
D)  Based on sound methodology 
A)  Lacking in objectivity 
B)  Lacking in clear criteria 
C)  Biased in its industry coverage 
D)  Based on sound methodology

Question 18

The balanced scorecard approach rejects the importance of the shareholder value approach.

Accepted Answer

A) True 
 B)False

Question 19

The best use of performance measurement systems with several variables would be obtained by the development of ___ ___ ___ ___ of relationships between variables:

Accepted Answer

A)  analysis of variance models 
B)  variance and analysis models 
C)  cause and effect models 
D)  sensitivity and polarity models 
A)  analysis of variance models 
B)  variance and analysis models 
C)  cause and effect models 
D)  sensitivity and polarity models

Question 20

Total shareholder return is calculated as the ___ in the share price plus the ___ divided by the ___:

Accepted Answer

A)  change in share price, dividends paid, closing share price 
B)  increase in total equity, retained earnings, opening share price 
C)  increase in dividends, taxation paid, return on equity 
D)  increase in share price, dividends paid, initial share price 
A)  change in share price, dividends paid, closing share price 
B)  increase in total equity, retained earnings, opening share price 
C)  increase in dividends, taxation paid, return on equity 
D)  increase in share price, dividends paid, initial share price

The set of models for measuring strategic performance reviewed by Hubbard et al.comprises:

The set of dimensions of the 'performance cube' is:

The normal view of 'long terms' now implies:

The 'performance measurement cube' was initially developed by Nolan Nortan of KPMG management consultants.

The studies of 'successful' organisations conclude that financial success is essential for successful organisations.

The 'total shareholder return' approach is more stable in an absolute sense on an annual basis.

Market share,innovation and growth are examples of long-term development measures.

Issues in Hubbard et al.'s critique of 'shareholder value' in measuring strategic success do NOT include:

Organisational performance can be measured against:

The set of measures in the 'triple bottom line' is:

The set of four 'perspectives' of the 'balanced scorecard' is:

Peters and Waterman defined 'excellent' companies as:

In the environment area,the main measures that are emerging include:

Explain the differences between the 'shareholder and stakeholder value approaches' to measuring strategic performance.

Criteria for an organisation to be chosen for the Collins and Porras study did NOT include that it:

The key 'customer measures' of strategic performance include:

Criticisms of In search of excellence by Peters and Waterman did not include that it was:

The balanced scorecard approach rejects the importance of the shareholder value approach.

The best use of performance measurement systems with several variables would be obtained by the development of _ _ _ _ of relationships between variables:

Total shareholder return is calculated as the _ in the share price plus the _ divided by the ___:

What is ‘strategy’?

Analysing business strategy: creating value

Analysing the external environment

Analysing the organisation’s resources and capabilities

Gap analysis and business-level strategic options

Strategic decision making

Dynamic competitive strategy

Corporate/multi-business strategy

Acquisitions and alliances

International strategy

Capabilities,systems and structure

Leadership,people and culture

Change management

Filters

Exam 5: Measuring strategic organisation performance

The set of models for measuring strategic performance reviewed by Hubbard et al.comprises:

The set of dimensions of the 'performance cube' is:

The normal view of 'long terms' now implies:

The 'performance measurement cube' was initially developed by Nolan Nortan of KPMG management consultants.

The studies of 'successful' organisations conclude that financial success is essential for successful organisations.

The 'total shareholder return' approach is more stable in an absolute sense on an annual basis.

Market share,innovation and growth are examples of long-term development measures.

Issues in Hubbard et al.'s critique of 'shareholder value' in measuring strategic success do NOT include:

Organisational performance can be measured against:

The set of measures in the 'triple bottom line' is:

The set of four 'perspectives' of the 'balanced scorecard' is:

Peters and Waterman defined 'excellent' companies as:

In the environment area,the main measures that are emerging include:

Explain the differences between the 'shareholder and stakeholder value approaches' to measuring strategic performance.

Criteria for an organisation to be chosen for the Collins and Porras study did NOT include that it:

The key 'customer measures' of strategic performance include:

Criticisms of In search of excellence by Peters and Waterman did not include that it was:

The balanced scorecard approach rejects the importance of the shareholder value approach.

The best use of performance measurement systems with several variables would be obtained by the development of ___ ___ ___ ___ of relationships between variables:

Total shareholder return is calculated as the ___ in the share price plus the ___ divided by the ___:

What is ‘strategy’?

Analysing business strategy: creating value

Analysing the external environment

Analysing the organisation’s resources and capabilities

Gap analysis and business-level strategic options

Strategic decision making

Dynamic competitive strategy

Corporate/multi-business strategy

Acquisitions and alliances

International strategy

Capabilities,systems and structure

Leadership,people and culture

Change management

Filters

The best use of performance measurement systems with several variables would be obtained by the development of _ _ _ _ of relationships between variables:

Total shareholder return is calculated as the _ in the share price plus the _ divided by the ___: