Crafting And Executing Strategy The Quest Concepts and Cases 20th Edtion Test Bank

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Crafting And Executing Strategy The Quest Concepts and Cases 20th Edtion Test Bank

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WITH ANSWERS
Crafting And Executing Strategy The Quest Concepts and Cases 20th Edtion Test Bank

Chapter 02 Test Bank

Student: ___________________________________________________________________________

1. Which one of the following is NOT one of the five basic tasks of the strategy-making, strategy-executing process?

A. Developing a strategic vision of where the company needs to head and what its future business makeup will be

 

B. Setting objectives to convert the strategic vision into specific strategic and financial performance outcomes for the company to achieve

 

C. Crafting a strategy to achieve the objectives and get the company where it wants to go

 

D. Developing a profitable business model

 

E. Executing the chosen strategy efficiently and effectively

 

2. A companys strategic plan:

A. maps out the companys history.

 

B. links the companys financial targets to control mechanisms.

 

C. outlines the competitive moves and approaches to be used in achieving the desired business results.

 

D. focuses on offering a more appealing product than rivals.

 

E. lists methods of making money in its chosen business.

 

3. Which of the following is an integral part of the managerial process of crafting and executing strategy?

A. Developing a proven business model

 

B. Deciding how much of the companys resources to employ in the pursuit of sustainable competitive advantage

 

C. Setting objectives and using them as yardsticks for measuring the companys performance and progress

 

D. Communicating the companys values and code of conduct to all employees

 

E. Deciding on the companys strategic intent

 

4. Which of the following are integral parts of the managerial process of crafting and executing strategy?

A. Developing a strategic vision, setting objectives, and crafting a strategy

 

B. Developing a proven business model, deciding on the companys strategic intent, and crafting a strategy

 

C. Setting objectives, crafting a strategy, implementing and executing the chosen strategy, and deciding how much of the companys resources to employ in the pursuit of sustainable competitive advantage

 

D. Coming up with a statement of the companys mission and purpose, setting objectives, choosing what business approaches to employ, selecting a business model, and monitoring developments

 

E. Deciding on the companys strategic intent, setting financial objectives, crafting a strategy, and choosing what business approaches and operating practices to employ

 

5. The strategy-making, strategy-executing process:

A. is usually delegated to members of a companys board of directors.

 

B. includes establishing a companys mission, developing a business model aimed at making the company an industry leader, and crafting a strategy to implement and execute the business model.

 

C. embraces the tasks of developing a strategic vision, setting objectives, crafting a strategy, implementing and executing the strategy, and then monitoring developments and initiating corrective adjustments in light of experience, changing conditions, and new opportunities.

 

D. is principally concerned with sizing up an organizations internal and external situation, so as to be prepared for the challenges of developing a sound business model.

 

E. is primarily the responsibility of top executives and the board of directors; very few managers below this level are involved in the process.

 

6. A companys strategic vision describes:

A. who we are and what we do.

 

B. why the company does certain things in trying to please its customers.

 

C. managements storyline of how it intends to make a profit with the chosen strategy.

 

D. managements aspirations for the future and the companys strategic course and long-term direction.

 

E. what future actions the enterprise will likely undertake to outmaneuver rivals and achieve a sustainable competitive advantage.

 

7. The real purpose of the companys strategic vision:

A. is managements story line for how it plans to implement and execute a profitable business model.

 

B. sets forth what business the company is presently in and why it uses particular operating practices in trying to please customers.

 

C. serves as managements tool for giving the organization a sense of direction.

 

D. defines who we are and what we do.

 

E. spells out a companys strategic intent, its strategic and financial objectives, and the business approaches and operating practices that will underpin its efforts to achieve sustainable competitive advantage.

 

8. A strategic vision constitutes managements view and conclusions about the companys:

A. long-term direction and what product-market-customer mix seems optimal.

 

B. business model and the kind of value that it is trying to deliver to customers.

 

C. justification of why the business will be a moneymaker.

 

D. past and present scope of work.

 

E. long-term plan for outcompeting rivals and achieving a competitive advantage.

 

9. The managerial task of developing a strategic vision for a company:

A. concerns deciding what approach the company should take to implement and execute its business model.

 

B. entails coming up with a fairly specific answer to who are we, what do we do, and why are we here?

 

C. is chiefly concerned with addressing what a company needs to do to successfully outcompete rivals in the marketplace.

 

D. involves deciding upon what strategic course a company should pursue in preparing for the future and why this directional path makes good business sense.

 

E. entails coming up with a concrete plan for how the company intends to make money.

 

10. Which of the following is NOT an accurate attribute of an organizations strategic vision?

A. Providing a panoramic view of where we are going

 

B. Outlining how the company intends to implement and execute its business model

 

C. Pointing an organization in a particular direction and charting a strategic path for it to follow

 

D. Helping mold an organizations character and identity

 

E. Describing the companys future product-market-customer focus

 

11. Managements strategic vision for an organization:

A. charts a strategic course for the organization (where we are going) and provides a rationale for why this directional path makes good sense.

 

B. describes in fairly specific terms the organizations strategic objectives, and strategy.

 

C. spells out how the company will become a big moneymaker and boost shareholder value.

 

D. addresses the critical issue of why our business model needs to change and how we plan to change it.

 

E. spells out the organizations strategic intent and the actions and moves that will be undertaken to achieve it.

 

12. Well-conceived visions are ________ and ____________ to a particular organization and they avoid generic, feel-good statements that could apply to hundreds of organizations.

A. widespread; unique

 

B. recurring; customary

 

C. distinctive; specific

 

D. customary; familiar

 

E. universal; established

 

13. What a companys top executives are saying about where the company is headed long term and about what the companys future product-market-customer mix will be:

A. indicates what kind of business model the company is going to have in the future.

 

B. constitutes the strategic vision for the company.

 

C. signals what the firms financial strategy will be.

 

D. serves to define the companys present scope of operation.

 

E. indicates what kind of products the company will offer in the future.

 

14. One of the important benefits of a well-conceived and well-stated strategic vision is to:

A. clearly delineate how the companys business model will be implemented and executed.

 

B. clearly communicate managements aspirations for the company to stakeholders and help steer the energies of company personnel in a common direction.

 

C. set forth the firm budgetary objectives in clear and fairly precise terms.

 

D. help create a balanced scorecard approach to objective-setting and not stretch the companys resources too thin across different products, technologies, and geographic markets.

 

E. indicate what kind of sustainable competitive advantage the company will try to create in the course of becoming the industry leader.

 

15. The defining characteristic of a well-conceived strategic vision is:

A. what it says about the companys future strategic coursethe direction we are headed and what our future product-market-customer focus will be.

 

B. that it not stretch the companys resources too thin across different products, technologies, and geographic markets.

 

C. clarity and specificity about who we are, what we do, and why we are here.

 

D. that it be flexible and operate in the mainstream.

 

E. that it be within the realm of what the company can reasonably expect to achieve within four years.

 

16. Which of the following questions is NOT pertinent to company managers in thinking strategically about what directional path should be taken by the company and about developing a strategic vision?

A. Is the outlook for the company promising if it continues with its present product offerings?

 

B. Are changing market and competitive conditions acting to enhance or weaken the companys prospects?

 

C. What business approaches and operating practices should we consider in trying to implement and execute our business model?

 

D. What strategic course offers attractive opportunity for growth and profitability?

 

E. What, if any, new customer groups and/or geographic markets should the company get in position to serve?

 

17. Which of the following questions is NOT something that company managers should consider in choosing to pursue one strategic course or directional path versus another?

A. Are changing market and competitive conditions acting to enhance or weaken the companys business outlook?

 

B. Is the company stretching its resources too thinly by trying to compete in too many markets or segments, some of which are unprofitable?

 

C. Will our present business generate sufficient growth and profitability in the years ahead to please shareholders?

 

D. What market opportunities should the company pursue and which ones should not be pursued?

 

E. Do we have a better business model than key rivals?

 

18. Which of the following are characteristics of an effectively worded strategic vision statement?

A. Balanced, responsible, and rational

 

B. Challenging, competitive, and set in concrete

 

C. Graphic, directional, and focused

 

D. Realistic, customer-focused, and market-driven

 

E. Achievable, profitable, and ethical

 

19. Which of the following is NOT a characteristic of an effectively worded strategic vision statement?

A. Directional (is forward-looking, describes the strategic course that management has charted that will help the company prepare for the future)

 

B. Easy to communicate (is explainable in 510 minutes, and can be reduced to a memorable slogan)

 

C. Graphic (paints a picture of the kind of company management is trying to create and the market position(s) the company is striving to stake out)

 

D. Consensus-driven (commits the company to a mainstream directional path that almost all stakeholders will enthusiastically support)

 

E. Focused (provides guidance to managers in making decisions and allocating resources)

 

20. Which of the following is NOT a common shortcoming when wording a companys vision statement? When the statement is somewhat:

A. vague or incompleteshort on specifics.

 

B. flexibleis adjusted according to changing circumstances.

 

C. bland or uninspiringshort on inspiration.

 

D. genericcould apply to almost any company (or at least several others in the same industry).

 

E. reliant on superlatives (best, most successful, recognized leader, global or worldwide leader, first choice of customers).

 

21. Which of the following ARE common shortcomings of company vision statements?

A. Too specific and too flexible

 

B. Unrealistic, unconventional, and un-businesslike

 

C. Too broad, vague or incomplete, bland/uninspiring, not distinctive, and too reliant on superlatives

 

D. Too graphic, too narrow, and too risky

 

E. Not customer-driven, out of step with emerging technological trends, and too ambitious

 

22. Breaking down resistance to a new strategic vision typically requires that management, on an as needed basis:

A. institute a balanced scorecard approach to measuring company performance, with the balance including a mixture of both old and new performance measures.

 

B. inform company personnel about forthcoming changes in the companys strategy.

 

C. reiterate the companys need for the new direction, while addressing employee concerns head-on, calming fears, lifting spirits, and providing them with updates and progress reports as events unfold.

 

D. explain all updates and merits of the companys business model to align strategy with employee concerns.

 

E. raise wages and salaries to win the support of company personnel for the companys new direction.

 

23. An engaging and convincing strategic vision:

A. ought to put who we were and what we are doing in writing rather than orally so as to leave no room for company personnel to misinterpret what the strategic vision really is.

 

B. should be done in language that inspires and motivates company personnel to unite behind executive efforts to get the company moving in the intended direction.

 

C. tends to be more effective when top management avoids trying to capture the essence of the strategic vision in a catchy slogan.

 

D. is most efficiently and effectively done by posting the strategic vision prominently on the companys website and encouraging employees to read it.

 

E. should be explained after the companys strategic intent, strategy, and business model have been conveyed to company personnel.

 

24. The managerial task of effectively conveying the essence of the strategic vision is made easier by:

A. having operating strategies that are easy for company personnel to understand and execute.

 

B. combining the strategic vision and the companys values statement into a single document.

 

C. adopting a catchy slogan and then using it repeatedly to illuminate the direction and purpose of where we are headed and why.

 

D. waiting until the company realizes its mission and ensures the existing corporate culture is compatible with the new vision and direction.

 

E. distributing written statements that explain where we are going and why.

 

25. Effectively communicating the strategic vision down the line to lower-level managers and employees has the value of:

A. inspiring company personnel to unite behind managerial efforts to get the company moving in the intended direction.

 

B. helping company personnel understand why making a profit is so important.

 

C. making it easier for top executives to set stretch objectives.

 

D. helping lower-level managers and employees better understand the companys business model.

 

E. helping the management in formulating a balanced scorecard.

 

26. Perhaps the most important benefit of a vivid, engaging, and convincing strategic vision is:

A. helping gain managerial consensus on what resources must be developed to successfully achieve strategic objectives.

 

B. uniting company personnel behind managerial efforts to get the company moving in the intended direction.

 

C. helping justify the companys mission of making a profit.

 

D. helping company personnel understand the logic of the companys business model.

 

E. keeping company personnel well-informed.

 

27. A sound, well-communicated strategic vision matters, and the related payoffs occur in several respects, EXCEPT in connection with:

A. reducing the risks of rudderless decision-making.

 

B. helping the organization prepare for the future.

 

C. avoiding strategic inflection points and managements reaction in aligning decision choices.

 

D. helping to crystallize top managements own view about the firms long-term direction.

 

E. providing a tool for winning the support of organizational members for internal changes that will help make the vision a reality.

 

28. Which of the following is NOT the result of a well-conceived and communicated strategic vision?

A. Senior executives solidify their own view of the firms long-term direction.

 

B. The risk of rudderless decision-making is minimized.

 

C. Organizational members support the changes internally that will help make the vision a reality.

 

D. The vision assists the organization in preparing for the future.

 

E. Stockholders protest that the business is rudderless.

 

29. A companys mission statement typically addresses which of the following questions?

A. Who are we and what do we do?

 

B. What objectives and level of performance do we want to achieve?

 

C. Where are we going and what should our strategy be?

 

D. What approach should we take to achieve sustainable competitive advantage?

 

E. What business model should we employ to achieve our objectives and our vision?

 

30. The difference between the concept of a company mission statement and the concept of a strategic vision is that:

A. a mission concerns what to do to achieve short-term objectives, while a strategic vision concerns what to do to achieve long-term performance targets.

 

B. a mission statement focuses on the methods needed to make a profit, whereas a strategic vision concerns what business model to employ in striving to make a profit.

 

C. a mission statement deals with what to accomplish on behalf of shareholders, while a strategic vision concerns what to accomplish on behalf of customers.

 

D. a mission statement typically concerns a companys purpose and its present business scope, whereas the principal concern of a strategic vision is a companys aspirations for its future.

 

E. a mission statement deals with where we are headed, whereas a strategic vision provides the critical answer to how will we get there?

 

31. The primary difference between a companys mission statement and the companys strategic vision is that:

A. a mission statement explains why it is essential to make a profit, whereas the strategic vision explains how the company will be a moneymaker.

 

B. a mission statement typically concerns a companys present business scope and purpose, whereas a strategic vision sets forth where we are going and why.

 

C. a mission deals with how to please customers, whereas a strategic vision deals with how to please shareholders.

 

D. a mission statement deals with where we are headed, whereas a strategic vision provides the critical answer to how will we get there?

 

E. a mission statement addresses how we are trying to make a profit today, while a strategic vision concerns how will we make money in the markets of tomorrow?

 

32. A companys mission statement does NOT:

A. identify the companys services and products.

 

B. specify the buyers needs that the company seeks to satisfy.

 

C. identify the customer or market that the company intends to serve.

 

D. give the company its own identity.

 

E. explain where we are headed.

 

33. A company should not couch its mission in terms of making a profit because a profit is more correctly an:

A. obligation and a reason for what a company does.

 

B. objective and a result of what a company does.

 

C. outlay and a rationale for what a company does.

 

D. obligation and a responsibility for what a company does.

 

E. outflow and a right of what a company does.

 

34. A companys values or core values concern:

A. whether and to what extent it intends to operate in an ethical and socially responsible manner.

 

B. how aggressively it will seek to maximize profits and enforce high ethical standards.

 

C. the beliefs and operating principles built into the companys balanced scorecard for measuring performance.

 

D. the beliefs, traits, and behavioral norms that company personnel are expected to display in conducting the companys business and pursuing its strategic vision and mission.

 

E. the beliefs, principles, and ethical standards that are incorporated into the companys strategic intent and business model.

 

35. A companys values relate to such things as:

A. how it will balance its pursuit of financial objectives against the pursuit of its strategic objectives.

 

B. how it will balance the pursuit of its business purpose/mission against the pursuit of its strategic vision.

 

C. fair treatment, integrity, ethical behavior, innovativeness, teamwork, top-notch quality, superior customer service, social responsibility, and community citizenship.

 

D. whether it will emphasize stock price appreciation or higher dividend payments to shareholders

 

E. whether it will put more emphasis on the achievement of short-term performance targets or long-range performance targets.

 

36. The managerial purpose of setting objectives includes all of the following EXCEPT:

A. converting the strategic vision into specific performance targetsresults and outcomes the organization wants to achieve.

 

B. using the objectives as yardsticks for tracking the companys progress and performance.

 

C. challenging and helping stretch the organization to perform at its full potential and deliver the best possible results.

 

D. pushing company personnel to be more inventive and to exhibit more urgency in improving the companys financial performance and business position.

 

E. delineating managements aspirations for the business and providing a panoramic view of where we are going.

 

37. Well-stated objectives are:

A. quantifiable or measurable, and contain deadlines for achievement.

 

B. succinct and concise so as to identify the companys risk and return options.

 

C. broad and take into account views of all the stakeholders.

 

D. directly related to the dividend payout ratio for stockholder returns.

 

E. representative of customers aspirations for company performance.

 

38. What does a company specifically exhibit when it relentlessly pursues an ambitious strategic objective, concentrating the full force of its resources and competitive actions on achieving that objective?

A. Competitive edge.

 

B. Sustainable advantage.

 

C. Strategic intent.

 

D. Financial strength.

 

E. Strategic vision.

 

39. A company exhibits strategic intent when:

A. management crafts and adopts a strategic plan.

 

B. it relentlessly pursues an ambitious strategic objective, concentrating the full force of its resources and competitive actions on achieving that objective.

 

C. it aggressively pursues financial objectives, establishing a priority on meeting the performance metrics and instilling a sense of urgency throughout the company.

 

D. management establishes a comprehensive set of financial objectives that meet stockholder expectations.

 

E. it capitalizes on its primary competitive advantage and ensures resources are allocated to maintain its strategy.

 

40. Managers can deliberately set challenging performance targets at levels high enough to promote outstanding company performance by establishing:

A. stretch objectives which challenge the organization to deliver stretch gains in performance.

 

B. mainstay objectives that although are easily attainable, and the company is obligated to meet, they are designed to spur motivation in the workforce.

 

C. financial objectives that drive standardization of cost-efficiency and unify stringent operating specifications.

 

D. a specifically detailed and integrated model of operating policies, practices, and procedures.

 

E. why the company does certain things in trying to please its customers.

 

41. A company needs financial objectives to:

A. spur company personnel to help the company overtake key competitors on such important measures as net profit margins and return on investment.

 

B. communicate managements targets for financial performance and achieve strategic objectives.

 

C. indicate to employees whether the emphasis should be on earnings per share, return on investment, return on assets, or positive cash flow.

 

D. convince shareholders that top management is acting in their interests.

 

E. counterbalance its pursuit of strategic objectives and have a balanced scorecard for judging the caliber of its overall performance.

 

42. Which of the following is the best example of a well-stated financial objective?

A. Increase earnings per share by 15 percent annually.

 

B. Gradually boost market share from 10 percent to 15 percent over the next several years.

 

C. Achieve lower costs than any other industry competitor.

 

D. Boost revenues by a percentage margin greater than the industry average.

 

E. Maximize total company profits and return on investment.

 

43. Which of the following is the best example of a well-stated strategic objective?

A. Increase revenues by more than the industry average.

 

B. Be among the top five companies in the industry in customer service.

 

C. Overtake key competitors on product performance or quality within three years.

 

D. Improve manufacturing performance by 5 percent within 12 months.

 

E. Obtain 150 new customers during the current fiscal year.

 

44. Strategic objectives:

A. are more essential in achieving a companys strategic vision than are financial objectives.

 

B. relate to strengthening a companys overall market standing and competitive position.

 

C. are more difficult to achieve and harder to measure than financial objectives.

 

D. are generally less important than financial objectives.

 

E. help managers track an organizations true progress better than financial objectives.

 

45. Adopting a set of stretch financial and stretch strategic objectives:

A. pushes the company to strive for lesser but adequate profitability levels, because the stretch objectives are considered unattainable.

 

B. is a widely held method for creating a scorecard for monitoring company performance.

 

C. helps convert the mission statement into meaningful company values.

 

D. challenges company personnel to execute the strategy with greater enthusiasm, proficiency, and understanding.

 

E. is an effective tool for pushing the company to perform at its full potential and deliver the best possible results.

 

46. Which of the following is NOT an advantage of setting stretch objectives?

A. Helping to avoid mediocre results

 

B. Pushing company personnel to be more inventive and innovative

 

C. Helping clarify the companys strategic vision and strategic intent

 

D. Helping a company be more focused and intentional in its actions

 

E. Spurring exceptional performance and helping build a firewall against contentment with modest performance gains

 

47. Strategic intent refers to a situation where a company:

A. commits to using a particular business model to make money.

 

B. decides to adopt a particular strategy.

 

C. relentlessly pursues an ambitious strategic objective.

 

D. commits to pursuing balanced-scorecard objectives.

 

E. changes its long-term direction and decides to pursue a newly adopted strategic vision.

 

48. A balanced scorecard for measuring company performance:

A. entails putting equal emphasis on financial and strategic objectives.

 

B. entails putting balanced emphasis on profit and non-profit objectives.

 

C. prevents the drive for achieving financial objectives from overwhelming the pursuit of strategic objectives.

 

D. prevents the drive for achieving strategic objectives from overwhelming the pursuit of financial objectives.

 

E. strikes a balance between financial and strategic objectives.

 

49. A balanced scorecard that includes both strategic and financial performance targets is a conceptually strong approach for judging a companys overall performance because:

A. it assists managers in putting roughly equal emphasis on short-term and long-term performance targets.

 

B. it entails putting equal emphasis on good strategy execution and good business model execution.

 

C. a balanced-scorecard approach pushes managers to avoid setting objectives that reflect the results of past decisions and organizational activities.

 

D. financial performance measures are lagging indicators that reflect the results of past decisions and organizational activities, whereas strategic performance measures are leading indicators of a companys future financial performance and business prospects.

 

E. it forces managers to put equal emphasis on financial and strategic objectives.

 

50. Perhaps the most reliable way for a company to improve its financial performance over time is to:

A. put 100 percent emphasis on the achievement of its short-term and long-term financial objectives.

 

B. recognize that the achievement of strategic objectives signals that the company is well positioned to sustain or improve its performance.

 

C. substitute financial intent for strategic intent and judiciously concentrate on the mission of making a profit.

 

D. not allocate any resources to the achievement of strategic objectives until it is very clear that the company can meet or beat its stretch financial performance targets.

 

E. avoid use of the balanced-scorecard philosophy since achievement of financial performance targets is obviously more important than the achievement of strategic performance targets.

 

51. A company that pursues and achieves strategic objectives:

A. is likely to weaken the achievement of its short-term and long-term financial objectives.

 

B. believes that the companys financial performance is not as important as it really is.

 

C. is generally not strongly focused on its true mission of making a profit.

 

D. is frequently in a better position to improve its future financial performance because of the increased competitiveness that flows from the achievement of strategic objectives.

 

E. is likely to be a weak financial performer because diverting resources to the pursuit of strategic objectives takes away from the achievement of financial performance targets.

 

52. A company needs performance targets or objectives:

A. to help guide managers in deciding what strategic path to take in the event that a strategic inflection point is encountered.

 

B. because they give the company clear-cut strategic intent.

 

C. in order to unify the companys strategic vision and business model.

 

D. for its operations as a whole and also for each of its separate businesses, product lines, functional departments, and individual work units.

 

E. in order to prevent lower-level organizational units from establishing their own objectives.

 

53. Company objectives:

A. are needed only in those areas directly related to a companys short-term and long-term profitability.

 

B. need to be broken down into performance targets for each of its organizational levelsfor separate businesses, product lines, functional departments, and individual work units.

 

C. play the important role of establishing the direction in which it needs to be headed.

 

D. are important because they help guide managers in deciding what the companys strategic intent should be.

 

E. should be set in a manner that does not conflict with the performance targets of lower-level organizational units.

 

54. When trade-offs have to be made between achieving long-term and achieving short-term objectives:

A. long-term objectives should take precedence unless the short-term performance targets have unique importance.

 

B. long-term objectives should take precedence because of the need for future survival.

 

C. short-term objectives should take precedence because they focus attention on delivering performance improvement.

 

D. short-term objectives should take precedence unless the long-term performance targets are not achievable.

 

E. long-term objectives should never take precedence until the short-term objective is achieved.

 

55. The task of stitching together a strategy:

A. entails addressing a series of hows: how to grow the business, how to please customers, how to outcompete rivals, how to respond to changing market conditions, and how to achieve strategic and financial objectives.

 

B. is primarily an exercise in deciding which of several freshly emerging market opportunities to pursue.

 

C. is mainly an exercise that should be dictated by what is comfortable to management from a risk perspective and what is acceptable in terms of capital requirements.

 

D. requires trying to copy the strategies of industry leaders as closely as possible.

 

E. is mainly an exercise in good planning.

 

56. Masterful strategies come from:

A. successful managerial efforts to develop a sound strategic vision.

 

B. doing a very thorough job of strategic planning.

 

C. involving as many company personnel as possible in the strategy-making process.

 

D. crafting a strategy that mimics the best parts of the strategies of the industry leaders.

 

E. doing things differently from competitors where it counts rather than running with the herd.

 

57. The faster a companys business environment is changing only makes it imperative for strategy makers to:

A. pay attention to early warnings of future change and be willing to experiment to establish a market position in the future.

 

B. stay abreast of the changes by developing a comprehensive knowledge management system to monitor the environment.

 

C. establish controls to ensure the impact of any changes is monitored appropriately and ensure the internal environment is maintained.

 

D. align their decision-making with organizational unit objectives.

 

E. develop financial objectives that reflect the implications of change and that meet the internal environments functional focus.

 

58. Strategy-making is:

A. primarily the responsibility of key executives rather than a task for a companys entire management team.

 

B. more of a collaborative group effort that involves all managers and sometimes key employees, as opposed to being the function and responsibility of a few high-level executives.

 

C. first and foremost the function and responsibility of a companys strategic planning staff.

 

D. first and foremost the function and responsibility of a companys board of directors.

 

E. first and foremost the function of a companys chief executive officer, who formulates strategic initiatives and submits them to the board of directors for approval.

 

59. Which of the following is NOT an accurate description of the task of crafting a companys strategy?

A. In most companies, crafting strategy is a team effort, involving managers and often key employees at many organization levels.

 

B. Ultimate responsibility for leading the strategy-making task rests with the chief executive officer.

 

C. The task of crafting strategy is best done by a companys chief strategic planning officer, who should report directly to the companys CEO and board of directors.

 

D. It is the responsibility and duty of a companys board of directors to ensure that new strategy proposals can be defended as superior to alternatives and, ultimately, to approve or disapprove of the strategy formulated and proposed by the companys management.

 

E. In most of todays companies, every company manager has a strategy-making role, ranging from major to minor, for his or her area of responsibility.

 

60. Managerial jobs with strategy-making responsibility:

A. extend throughout the managerial ranks and exist in every part of a companybusiness units, operating divisions, functional departments, manufacturing plants, and sales districts.

 

B. are primarily located in the strategic planning departments of large corporations.

 

C. are relatively rare because most strategy-making is done by the members of a companys board of directors.

 

D. seldom exist within a functional department (e.g., marketing and sales) or in an operating unit (a plant or a district office) because these levels of the organization structure are well below the level where strategic decisions are typically made.

 

E. are found only at the vice-president level and above in most companies.

 

61. Which of the following most accurately describes the task of crafting a companys strategy?

A. In most companies, strategy-making is the exclusive province of top managementowner-entrepreneurs, CEOs, and other very senior executives.

 

B. The more a companys operations cut across different products, industries, and geographical areas, the more that headquarters executives have little option but to delegate considerable strategy-making authority to down-the-

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