Question 1

In what two ways does a planning system have a psychological role in strategic planning?

Accepted Answer

A)   By clarifying the links between work and the work- life balance
B)   By providing a sense of security and logic for the organisation
C)   By involving people and thus helping to create ownership
D)   By making it likely that managers will confuse strategy with plans B, C

Question 2

The intended strategy approach is also known as the realised strategy approach.

Accepted Answer

A) True 
 B)False  False

Question 3

The resource allocation process explanation of strategy development is that realised strategies emerge as a result of the ways in which resources are allocated in the organisation.

Accepted Answer

A) True 
 B)False  True

Question 4

A cultural explanation of strategy development is:

Accepted Answer

A)   The outcome of negotiation between powerful internal groups
B)   The outcome of an HR programme on managing change
C)   The outcome of taken- for- granted assumptions and behaviours
D)   Development of strategy by experimentation and learning

Question 5

In dynamic conditions which of the following do managers need to consider?

Accepted Answer

A)   The present
B)   The past
C)   The status quo
D)   The future

Question 6

Senior executives are more likely than middle managers to see strategy development as a rational, analytic process.

Accepted Answer

A) True 
 B)False

Question 7

Realised strategy is not always the same as intended strategy.

Accepted Answer

A) True 
 B)False

Question 8

Which of the following is not a characteristic of logical incrementalism?

Accepted Answer

A)   Step- by- step, small- scale change
B)   Ongoing adjustment of strategy
C)   Constant environmental scanning
D)   Deliberate formulation of strategic directions by managers

Question 9

Managers in large companies are more likely than those in public sector organisations to see strategy as being externally imposed.

Accepted Answer

A) True 
 B)False

Question 10

Which of the following is a basic premise of the emergent approach to strategy?

Accepted Answer

A)   Strategy can process all of the necessary data rationally.
B)   Many industries are stable and predictable allowing long terms planning.
C)   Strategy development should be top- down.
D)   Strategy comes about through everyday routines, activities and processes.

Question 11

Which of these is not important for organisations in dynamic environments?

Accepted Answer

A)   Experience and learning
B)   Scenario planning
C)   Historical analysis
D)   Flexibility

Question 12

In what three ways does a planning system facilitate converting an intended strategy into organisational action?

Accepted Answer

A)   By coordinating resources required to put strategy into effect
B)   By communicating intended strategy from the centre to operating units
C)   By ensuring that only experienced managers are involved in the process
D)   By providing agreed objectives or strategic milestones
E)   By providing a clear, authoritarian approach to planning

Question 13

Which of the following is not one of the basic tenets of organisational learning?

Accepted Answer

A)   Multiple processes of strategy development are of value.
B)   Experimentation is frowned upon.
C)   Organisations need to be pluralistic.
D)   Experimentation is the norm.

Question 14

Which configuration is used when a strategy planning process results from changes planned by managers in response to changes in government legislation.

Accepted Answer

A)   Incremental cultural
B)   Planned incrementalism
C)   Incremental political
D)   Imposed political

Question 15

Which strategy planning configuration is most likely to be used by organisations operating in a new and growing market?

Accepted Answer

A)   Incremental cultural
B)   Imposed political
C)   Planned incrementalism
D)   Imposed cultural

Question 16

What term is used for the deliberate development of strategy by experimentation and learning from partial commitments?

Accepted Answer

A)   Coordinated experimentalism
B)   Applied strategy
C)   Emergent strategy
D)   Logical incrementalism

Question 17

Traditionally organisations have been seen as hierarchies and bureaucracies set up to achieve order and maintain control; as structures built for dynamic conditions of change, not for stability.

Accepted Answer

A) True 
 B)False

Question 18

Which strategy planning configuration is most likely to be used by a public sector organisation operating in an unstable and hostile environment?

Accepted Answer

A)   Imposed political
B)   Incremental cultural
C)   Planned incrementalism
D)   Incremental political

Question 19

A realised strategy is a strategy actually being followed by an organisation in practice which may differ from the intended strategy.

Accepted Answer

A) True 
 B)False

Question 20

Which two of the following are not ways in which strategy may be seen as the deliberate intention of the leader?

Accepted Answer

A)   Strategy leadership as emergent
B)   Strategy leadership as vision
C)   Strategy leadership as command
D)   Strategy leadership as design
E)   Strategy leadership as bottom- up

Exam 11: Organising for Success

In what two ways does a planning system have a psychological role in strategic planning?

The intended strategy approach is also known as the realised strategy approach.

The resource allocation process explanation of strategy development is that realised strategies emerge as a result of the ways in which resources are allocated in the organisation.

A cultural explanation of strategy development is:

In dynamic conditions which of the following do managers need to consider?

Senior executives are more likely than middle managers to see strategy development as a rational, analytic process.

Realised strategy is not always the same as intended strategy.

Which of the following is not a characteristic of logical incrementalism?

Managers in large companies are more likely than those in public sector organisations to see strategy as being externally imposed.

Which of the following is a basic premise of the emergent approach to strategy?

Which of these is not important for organisations in dynamic environments?

In what three ways does a planning system facilitate converting an intended strategy into organisational action?

Which of the following is not one of the basic tenets of organisational learning?

Which configuration is used when a strategy planning process results from changes planned by managers in response to changes in government legislation.

Which strategy planning configuration is most likely to be used by organisations operating in a new and growing market?

What term is used for the deliberate development of strategy by experimentation and learning from partial commitments?

Traditionally organisations have been seen as hierarchies and bureaucracies set up to achieve order and maintain control; as structures built for dynamic conditions of change, not for stability.

Which strategy planning configuration is most likely to be used by a public sector organisation operating in an unstable and hostile environment?

A realised strategy is a strategy actually being followed by an organisation in practice which may differ from the intended strategy.

Which two of the following are not ways in which strategy may be seen as the deliberate intention of the leader?