Question 1

Measurement redundancy is wasteful

Accepted Answer

A) True 
 B)False  False

Question 2

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

Accepted Answer

A) True 
 B)False  False

Question 3

Few companies set social responsibility objectives

Accepted Answer

A) True 
 B)False  False

Question 4

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

Accepted Answer

A) True 
 B)False

Question 5

Adjusting objectives is always wrong

Accepted Answer

A) True 
 B)False

Question 6

Vision statements may be counter-productive

Accepted Answer

A) True 
 B)False

Question 7

Imagining the future is a crucial first step in creating it

Accepted Answer

A) True 
 B)False

Question 8

Vision, values, mission and objectives are inherently in conflict

Accepted Answer

A) True 
 B)False

Question 9

Visions can only be developed by the CEOs and their cohorts

Accepted Answer

A) True 
 B)False

Question 10

A mission definition necessarily reveals an organization's culture

Accepted Answer

A) True 
 B)False

Question 11

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

Accepted Answer

A) True 
 B)False

Question 12

Setting objectives requires a delicate compromise

Accepted Answer

A) True 
 B)False

Question 13

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

Accepted Answer

A) True 
 B)False

Question 14

Mission definitions should not be too complex

Accepted Answer

A) True 
 B)False

Question 15

Objectives should vary across the different businesses in a corporate portfolio

Accepted Answer

A) True 
 B)False

Question 16

Accomplishing a significant change in mission is difficult for most companies

Accepted Answer

A) True 
 B)False

Question 17

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

Accepted Answer

A) True 
 B)False

Question 18

Diversity of ideas impedes development of a vision

Accepted Answer

A) True 
 B)False

Question 19

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

Accepted Answer

A) True 
 B)False

Question 20

Values diversity may pose business problems

Accepted Answer

A) True 
 B)False

Exam 6: Creating Future Direction

Measurement redundancy is wasteful

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

Few companies set social responsibility objectives

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

Adjusting objectives is always wrong

Vision statements may be counter-productive

Imagining the future is a crucial first step in creating it

Vision, values, mission and objectives are inherently in conflict

Visions can only be developed by the CEOs and their cohorts

A mission definition necessarily reveals an organization's culture

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

Setting objectives requires a delicate compromise

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

Mission definitions should not be too complex

Objectives should vary across the different businesses in a corporate portfolio

Accomplishing a significant change in mission is difficult for most companies

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

Diversity of ideas impedes development of a vision

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

Values diversity may pose business problems