Deck 6: Creating Future Direction

Question 1

Mission statements should not be viewed merely as a 'wordsmithing' exercise

Answer 1

True
Mission statements are developed to affect action

Question 2

Deviant behaviour is more likely when objectives are negotiated and agreed upon

Answer 2

False
No, much less likely since people have agreed to them

Question 3

Managers should pro-actively manage their firm's mission statements

Answer 3

True
Definitely, too often they are reviewed too late

Question 4

A sense of the future of the firm is important in the strategic management process

Question 5

Imagining the future is a crucial first step in creating it

Question 6

Visions can only be developed by the CEOs and their cohorts

Question 7

Vision statements may be counter-productive

Question 8

Diversity of ideas impedes development of a vision

Question 9

Values diversity may pose business problems

Question 10

Objectives should vary across the different businesses in a corporate portfolio

Question 11

Adjusting objectives is always wrong

Question 12

Few companies set social responsibility objectives

Question 13

Major operating drivers of shareholder value are revenue growth and operating margin

Question 14

Setting objectives requires a delicate compromise

Question 15

Measurement redundancy is wasteful

Question 16

Vision, values, mission and objectives are inherently in conflict

Question 17

A mission definition necessarily reveals an organization's culture

Question 18

Accomplishing a significant change in mission is difficult for most companies

Question 19

Vision and values should guide and constrain the firm's growth

Question 20

Mission definitions should not be too complex