Chapter 16: Managing strategy in the organization

What is likely to be the effect of a logical corporate strategy, but poor strategy implementation.
1. Strategic weaknesses and underachievement.
2. Fragmented performance, through strategic and structural flaws.
3. Structural and stylistic flaws.
4. Effectiveness, but little efficiency.
Which of these is not a valid reason, in support of focused strategies?
1. Greater control.
2. Reduction of weak business to develop a strong core.
3. Competence consolidation.
4. Cost reduction
Which, of the following, is not a strategic criteria for deciding which firms to retain in the organizational core?
1. The company’s mission.
2. Longevity.
3. Financial performance over time.
4. Relatedness of technologies.
Which of these is not an activity associated with restructuring?
1. Acquiring unrelated businesses.
2. Intervening in business processes.
3. Hoarding new businesses.
4. Value optimization.
Corporate resource allocation may be different, depending on the speed of growth of the organization. Which of the following is inappropriate when facing rapid growth?
1. Opportunities for synergy.
2. Past allocations and budgets.
3. Look to share activities.
4. Assess desirability of outcomes to organizational strategy.
Which of the following is not an aspect, of the definition, of the term budgets?
1. Concerned with allocation of resources and investment.
2. A strategic plan outlining means to utilize budget, make sales, and generate profits.
3. Numerical or financial expression of money to be spent by departments and for what purpose.
4. Information on cash-flow.
How many steps are there in effective risk management?
1. 1
2. 2
3. 3
4. 4
Which of these is not one part of the advice offered, by Regester and Larkin (1997), for crisis management?
1. Demonstrate human concern when something happens
2. Consider worst possible outcomes
3. Communicate information gradually
4. Do believe there is a first time for everything
What are designed to guide managers in the pursuit, and achievement, of strategies and objectives?
1. Procedures
2. Budgets
3. Policies
4. Plans
Which of the following is not one of Pearce and Robinson's (1985) 3 types of budget?
1. Capital budget
2. Product budget
3. Sales budget
4. Revenue budget