MCQOPTIONS
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MCQOPTIONS
This section includes 657 Mcqs, each offering curated multiple-choice questions to sharpen your Testing Subject knowledge and support exam preparation. Choose a topic below to get started.
| 1. |
Which of the following is associated with successful strategies?$? |
| A. | Creating superior value to customers |
| B. | Exploitation of key success factors |
| C. | Creating and maintaining strategic fit |
| D. | All of the above |
| Answer» E. | |
| 2. |
What does Question mark symbolize in BCG matrix?$? |
| A. | Remain Diversified |
| B. | Invest |
| C. | Stable |
| D. | Liquidate |
| Answer» B. Invest | |
| 3. |
The primary benefit brought from restructuring is:$? |
| A. | employee involvement |
| B. | cost reduction |
| C. | increased morale |
| D. | increased number and organizational hierarchy |
| Answer» C. increased morale | |
| 4. |
What is the purpose of an activity map?$? |
| A. | A system to facilitate better time-planning |
| B. | It is used in business process reengineering to show how the different activities of an organisation are linked together |
| C. | It is used to identify and understand strategic capability by mapping how the different activities of an organisation are linked together |
| D. | A list of activities undertaken by an organisation |
| Answer» D. A list of activities undertaken by an organisation | |
| 5. |
Corporate level strategy deals with:$? |
| A. | objectives of specific functions |
| B. | objective of Single strategic Business Unit |
| C. | objectives of the corporate |
| D. | objectives of specific operations |
| Answer» D. objectives of specific operations | |
| 6. |
Internal audit is done:$? |
| A. | Before external audit |
| B. | After external audit |
| C. | Parallel to external audit |
| D. | Vertical to external audit |
| Answer» D. Vertical to external audit | |
| 7. |
an organisation increases its sales through greater marketing efforts, and expands its workforce and production capacity to cope with the increase in demand for its product, it is following a growth strategy in which growth is achieved through:$? |
| A. | Unrelated diversification |
| B. | Acquisition |
| C. | Merger |
| D. | Direct expansion |
| Answer» E. | |
| 8. |
Swot Analysis is done to know the$? |
| A. | strengths |
| B. | Threats and strengths |
| C. | Weaknesses and opportunities |
| D. | Threats, strengths Weaknesses and opportunities |
| Answer» E. | |
| 9. |
The word strategy originated from ___________$? |
| A. | stratagos' |
| B. | stratum |
| C. | statistics |
| D. | straight |
| Answer» B. stratum | |
| 10. |
Which of the following is not a key theme in market development?$? |
| A. | Identifying new uses for existing products and services |
| B. | Strategic positioning |
| C. | Developing new products for new markets and segments |
| D. | Identifying new markets and segments |
| Answer» D. Identifying new markets and segments | |
| 11. |
Which of the following is one of the factors related to the issue of the feasibility of a strategy?$? |
| A. | Skills and resources, available and needed |
| B. | Levels of return expected |
| C. | Finance and other resource availability |
| D. | Effect on strategic perspective |
| Answer» D. Effect on strategic perspective | |
| 12. |
______________ is called as a bundle of resources$? |
| A. | Industry |
| B. | Unit |
| C. | Organization |
| D. | Management |
| Answer» D. Management | |
| 13. |
______________ strategy involves adopting a combined approach of low costs and high local respnsiveness simultaneously by the firms for their products and services$? |
| A. | Global |
| B. | Multidomestic |
| C. | International |
| D. | Transnational |
| Answer» E. | |
| 14. |
In __________ strategy firms try to achieve a high levels of local responsiveness by making their product or service offering to the requirement of the countries they operate$? |
| A. | Global |
| B. | Multidomestic |
| C. | International |
| D. | Transnational |
| Answer» C. International | |
| 15. |
Why of the following is the best reason for why strategic planning is still important today?$? |
| A. | Without a formal strategic plan a company cannot expect to compete effectively |
| B. | Without a strategic plan an organization can drift without purpose or definition |
| C. | Without it, companies would exist without cause or co-ordination |
| D. | Because of slower economic growth, globalization and technological change |
| Answer» E. | |
| 16. |
________ are external forces affecting organizations$? |
| A. | Technological forces |
| B. | Political forces |
| C. | Economic forces |
| D. | All of the above |
| Answer» E. | |
| 17. |
___________ involves surveillance of a firm's external environment to predict environmental changes to come and detect changes already under way$? |
| A. | Environmental scanning |
| B. | Environmental monitoring |
| C. | Competitive intelligence |
| D. | Environmental forecasting |
| Answer» B. Environmental monitoring | |
| 18. |
Strategy creation involves three strands. Which of the following is not one of the three stands?$? |
| A. | Planning |
| B. | Vision |
| C. | Entrepreneurship |
| D. | Emergent strategies |
| Answer» D. Emergent strategies | |
| 19. |
What must the strategic visionary leader avoid in order to ensure the prolonged success of a strategy?$? |
| A. | Becoming blinkered by the success of one strategy to the detriment of others |
| B. | Depending too heavily on colleagues |
| C. | Becoming too ambitious |
| D. | Being adaptable |
| Answer» B. Depending too heavily on colleagues | |
| 20. |
The first of Porters Five Forces model is the$? |
| A. | Intensity of rivalry among industry competitors |
| B. | Threats of new entrants |
| C. | Bargaining power of suppliers |
| D. | Bargaining power of buyers |
| Answer» C. Bargaining power of suppliers | |
| 21. |
Which of these questions is not addressed by an effective business model?? |
| A. | What do customers value today? |
| B. | Who are our customers? |
| C. | What does the organization produce? |
| D. | None of the above All are essential questions for effective business models |
| Answer» E. | |
| 22. |
Which of the following is not a way in which organizations can behave more ethically and socially responsibly?? |
| A. | By avoiding discrimination and improving working conditions |
| B. | By lowering prices to their targeted market, to stimulate demand and increasing profit by increases in productivity to meet customer demands |
| C. | By ensuring product safety |
| D. | By avoiding pollution and safely disposing of waste |
| Answer» C. By ensuring product safety | |
| 23. |
Which of these is not a key stakeholder that an organization must seek to satisfy?? |
| A. | Managers |
| B. | Shareholders |
| C. | Employees |
| D. | Customers |
| Answer» B. Shareholders | |
| 24. |
Which of the following statements best describes strategic management?? |
| A. | A process consisting of determining objectives and strategic actions to achieve those objectives |
| B. | A process consisting of determining objectives, strategic actions to achieve those objectives, the implementation of desired strategy, and the monitoring of that strategy |
| C. | A process consisting of the determination of direction, strategic actions to achieve objectives, the implementation of desired strategy, and monitoring of that strategy |
| D. | A process for determining direction, strategic actions to achieve objectives, and the implementation of desired strategy |
| Answer» D. A process for determining direction, strategic actions to achieve objectives, and the implementation of desired strategy | |
| 25. |
An organization that is diversifying its product line is exhibiting what type of growth strategy?? |
| A. | stability |
| B. | retrenchment |
| C. | growth |
| D. | maintenance |
| Answer» D. maintenance | |
| 26. |
Middle level managers typically are responsible for ___________ strategies? |
| A. | business |
| B. | organizational |
| C. | operational |
| D. | corporate |
| Answer» B. organizational | |
| 27. |
_______ are the organizations major value creating skills, capabilities and resources that determine the organizations competitive weapons? |
| A. | Strengths |
| B. | Opportunities |
| C. | Core competencies |
| D. | Weaknesses |
| Answer» D. Weaknesses | |
| 28. |
Which one of the following is not a form of non-price competition?? |
| A. | Branding |
| B. | Innovation |
| C. | Advertising |
| D. | None All of the above increase non-price competition |
| Answer» E. | |
| 29. |
The primary benefit brought from restructuring is:? |
| A. | employee involvement |
| B. | cost reduction |
| C. | increased morale |
| D. | increased number and organizational hierarchy |
| Answer» C. increased morale | |
| 30. |
Internal audit is done:? |
| A. | Before external audit |
| B. | After external audit |
| C. | Parallel to external audit |
| D. | Vertical to external audit |
| Answer» D. Vertical to external audit | |
| 31. |
an organisation increases its sales through greater marketing efforts, and expands its workforce and production capacity to cope with the increase in demand for its product, it is following a growth strategy in which growth is achieved through:? |
| A. | Unrelated diversification |
| B. | Acquisition |
| C. | Merger |
| D. | Direct expansion |
| Answer» E. | |
| 32. |
What is the purpose of an activity map?? |
| A. | A system to facilitate better time-planning |
| B. | It is used in business process reengineering to show how the different activities of an organisation are linked together |
| C. | It is used to identify and understand strategic capability by mapping how the different activities of an organisation are linked together |
| D. | A list of activities undertaken by an organisation |
| Answer» D. A list of activities undertaken by an organisation | |
| 33. |
In strategic thinking, how long is the long term, approximately?? |
| A. | 1 month to 1 year |
| B. | 2 to 3 years |
| C. | 3 to 5 years |
| D. | More than 5 years |
| Answer» E. | |
| 34. |
What does Question mark symbolize in BCG matrix?? |
| A. | Remain Diversified |
| B. | Invest |
| C. | Stable |
| D. | Liquidate |
| Answer» B. Invest | |
| 35. |
Corporate level strategy deals with:? |
| A. | objectives of specific functions |
| B. | objective of Single strategic Business Unit |
| C. | objectives of the corporate |
| D. | objectives of specific operations |
| Answer» D. objectives of specific operations | |
| 36. |
Buyers market exist when:? |
| A. | few suppliers in the market |
| B. | buyers purchases in small volume |
| C. | buyers purchases in large volume |
| D. | product of suppliers are unique and differentiated |
| Answer» D. product of suppliers are unique and differentiated | |
| 37. |
stability strategy is a ____________ strategy? |
| A. | corporate level |
| B. | business level |
| C. | functional level |
| D. | strategic level |
| Answer» B. business level | |
| 38. |
If unprepared, what strategic pressures are recognized as key factors that can weaken the organization?? |
| A. | Competitive and environmental pressures |
| B. | Control at the expense of flexibility |
| C. | Lack of planners |
| D. | Competitive and environmental pressures, and excessive control |
| Answer» E. | |
| 39. |
Miles and Snow (1994) identify four main reasons for failure. Which of the following is one of those reasons?? |
| A. | Lack of competitive advantage |
| B. | Lack of strategy competency |
| C. | Lack of strategic resources |
| D. | Poor judgement leading to poor, inappropriate strategic decisions |
| Answer» E. | |
| 40. |
Which one of the following is of concern for not-for-profit organizations?? |
| A. | The markets to service |
| B. | Identifying suppliers to deal with |
| C. | Developing capabilities |
| D. | Building monopolies |
| Answer» B. Identifying suppliers to deal with | |
| 41. |
Organizations require good people with appropriate skills and abilities to work together effectively to be successful. Which of the following characteristics is not seen as critical for this?? |
| A. | Competent |
| B. | Committed |
| C. | Cost-effective |
| D. | Capable |
| Answer» E. | |
| 42. |
Which of the following is associated with successful strategies?? |
| A. | Creating superior value to customers |
| B. | Exploitation of key success factors |
| C. | Creating and maintaining strategic fit |
| D. | All of the above |
| Answer» E. | |
| 43. |
The slowest way to grow a business is likely to be through:? |
| A. | A merger |
| B. | outsourcing |
| C. | Internal development |
| D. | A strategic alliance |
| Answer» D. A strategic alliance | |
| 44. |
__________ refers to the purposes an organization strives to achieve? |
| A. | Strategic Intent |
| B. | Strategic Formulation |
| C. | Strategic Implementation |
| D. | Strategic Control |
| Answer» B. Strategic Formulation | |
| 45. |
Which of the following is not one of Porters five competitive forces?? |
| A. | Bargaining power of suppliers |
| B. | Threats of new entrants and barriers to entry |
| C. | Threats of technological advances |
| D. | Threats of substitutes |
| Answer» D. Threats of substitutes | |
| 46. |
Divestment is what kind of strategy?? |
| A. | An asset-reduction strategy |
| B. | A weakness-reduction strategy |
| C. | A product-reduction strategy |
| D. | A cost-reduction strategy |
| Answer» B. A weakness-reduction strategy | |
| 47. |
The first of Porters Five Forces model is the? |
| A. | Intensity of rivalry among industry competitors |
| B. | Threats of new entrants |
| C. | Bargaining power of suppliers |
| D. | Bargaining power of buyers |
| Answer» C. Bargaining power of suppliers | |
| 48. |
What must the strategic visionary leader avoid in order to ensure the prolonged success of a strategy?? |
| A. | Becoming blinkered by the success of one strategy to the detriment of others |
| B. | Depending too heavily on colleagues |
| C. | Becoming too ambitious |
| D. | Being adaptable |
| Answer» B. Depending too heavily on colleagues | |
| 49. |
Strategy creation involves three strands. Which of the following is not one of the three stands?? |
| A. | Planning |
| B. | Vision |
| C. | Entrepreneurship |
| D. | Emergent strategies |
| Answer» D. Emergent strategies | |
| 50. |
___________ involves surveillance of a firm's external environment to predict environmental changes to come and detect changes already under way? |
| A. | Environmental scanning |
| B. | Environmental monitoring |
| C. | Competitive intelligence |
| D. | Environmental forecasting |
| Answer» B. Environmental monitoring | |