Reference no: EM13779232

1: Key, routine activities that must be undertaken in each department of the organization are

• functional tactics
• corporate tactics
• resource tactics
• business tactics

 

2: These create differences across national boundaries that influence how people interact, read personal cues, and otherwise interrelate socially.

• Social norms
• Religions
• Values
• Educations

 

3: CCC21 stands for

• competitive cost competency in the 21st century.
• continuous cost competitiveness in the 21st century.
• cost chain competition for the 21st century.
• construction of cost competitiveness for the 21st century.

 

4: Short-term objectives are usually

• quantitative
• qualitative
• set to be completed within 5 years
• completed within 2 months

 

5: This idea factor involves following demographic and other broad trends and trying to develop ideas that may be relevant and useful.

• Market research
• Solution spotting
• Trend following
• Mental invention

6: In which type of strategy do functional tactics translate into action designed to accomplish specific short-term objectives?

• Grand strategy
• Operational strategy
• Corporate strategy
• Tactical strategy

7: While these may under perform established products in mainstream markets, they often offer features or capabilities appreciated by some fringe customer group.

• Lagging innovations
• Disruptive innovations
• Acquired innovations
• Throughput technologies

8: Strategic surveillance must be kept

• as fast as possible.
• as focused as possible.
• as unfocused as possible.
• internal.

9: Short-term objectives assist strategy implementation by identifying measurable outcomes of action plans or functional activities, which can make feedback, correction, and evaluation

• more relevant and acceptable
• more difficult
• more geared toward growth
• more expensive

10: The DMAIC (define, measure, analyze, improve, and control) process is relevant to

• CCC21
• Six Sigma
• balanced scorecard
• strategic matrix analysis

11: This, called kaizen in Japanese, is the process of relentlessly trying to find ways to improve and enhance a company's products and processes from design through assembly, sales, and service.

• Incremental innovation
• Six Sigma
• Continuous improvement
• CCC21

12: Organizational culture includes important assumptions shared by members of the organization. These assumptions are often

• unstated
• very obvious to outsiders
• very similar to all other organizations in that industry
• formalized

13: The effort to familiarize future leaders with the skills important to the company and to develop exceptional leaders among the managers you employ is

• developing principles
• education and leadership development
• identifying an action plan
• creating passion

14: Power Fund is a long-standing brokerage firm with a great history of high returns and well-managed growth. The managers at Power Fund repeatedly refer to terms like quality, growth, and reliability in the firm's advertisements. This demonstrates managers'

• dissemination of stories and legends about core values.
• emphasis on key themes or dominant values.
• building time into the organization.
• managing the firm globally.

15: A leader's vision should be

• long
• simple
• varied
• complex

16: This is concerned with tracking a strategy as it is being implemented, detecting problems or changes in its underlying premises, and making necessary adjustments.

• Strategic control
• Strategy evaluation
• Strategic implementation
• Strategic decision-making

17: These are also referred to as crowdsourcing or open innovation.

• Ideagoras
• Golddiggers
• Sustainers
• Disruptors

18: Discussion about and agreement on short-term objectives help raise issues and potential conflicts within an organization that usually

• need little coordination
• require organizational coordination
• focus on public relations
• require additional personnel