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WorksheetsSM_1
Total questions: 18
Worksheet time: 18mins
Name
Class
Date
1.
——————— is the process by which an organization; establishes its objectives; formulates actions designed to achieve these objectives in the desired timescale; implements the actions; and assesses progress and results.
a)
Scenario management
b)
Corporate management
c)
strategic management
d)
management workshop
2.
————is a clear picture what the organization is or isn’t identifies who will buy its products or services and why
a)
revenue model
b)
business model
c)
forcasting
d)
strategy creation
3.
———- statements represent word pictures which reflect the future standing of the organization and how it will behave and feel.
a)
business model
b)
EVR congruence
c)
values
d)
ethics
4.
The ———— focuses on activities, what business does to: (a) conserve resources, using only (b) manage its resources efficiently and (c) prioritize those resources that create and build value for customers.
a)
strategic planning
b)
business model
c)
business planning
d)
revenue model
5.
————- requires flexibility, and the ability to learn about new opportunities and introduce appropriate changes continuously
a)
strategic success
b)
strategic growth
c)
strategic management
d)
strategic positioning
6.
—————— are means to ends, and these ends concern the purpose and objectives of the organization. They are the things that businesses do, the paths they follow and the decisions they take in order to reach certain points and levels of success.
a)
tactics
b)
strategies
c)
forcasts
d)
strategic alternatives
7.
——————- are the objectives set for an organisation by its stakeholders
a)
performance indicators
b)
profit performance
c)
success factors
d)
roadmaps
8.
———— determines whether the environment and resources are currently matched, and whether they stay congruent in changing circumstances
a)
culture
b)
ethics
c)
values
d)
strategies
9.
————— implies that managers: 1 appreciate the dynamics, opportunities and threats present in their competitive environment, 2 deploying the organization’s resources to meet customer needs effectively and 3 are aware of the change demands in the external environment and are committed to the appropriate level of change
a)
competitive advantage
b)
strategic planning
c)
congruence
d)
success factors
10.
————— A reflection of how present strategies have emerged over time, link competencies with a strategic vision for the future and embrace learning from the past, an awareness of existing competencies and some insight into likely future trends
a)
strategic planning
b)
strategic growth
c)
strategic management
d)
strategic thinking
11.
the ————— reflects what it needs to be if it is to pursue its purpose. It embraces the nature of the business(es) it is in, and the customers it seeks to serve and satisfy.
a)
strategies
b)
mission
c)
vision
d)
roadmaps
12.
————— are the specific activities which deliver and implement the strategies in order to fulfil objectives and pursue the mission. Often short term, they can be changed frequently if necessary.
a)
scenarios
b)
strategies
c)
tactics
d)
forcasts
13.
——————— are desired states or results linked to particular time-scales and concerning such things as the size or type of the organization, the nature and variety of the areas of interest and levels of success. Taken to a particular level of detail, they can become targets and milestones.
a)
performance indicators
b)
objectives
c)
success factors
d)
roadmaps
14.
the ————— concerns why it is in existence and what it aims to become;
a)
objectives
b)
values
c)
vision
d)
culture
15.
—————— is understanding the organization’s strengths and weaknesses, appreciating threats and potential threats to the organization, understanding of the relative power and influence of the various stakeholders and able to identify and evaluate suitable changes
a)
SWOT
b)
strategic positioning
c)
strategic management
d)
strategic awareness
16.
The ——— framework is a simple but very useful means for examining the effectiveness of the current strategies and strategic position of an organization.
a)
Porters forces
b)
Courtney et al.'s alternative future patterns
c)
EVR
d)
Mintzberg’s ‘five Ps’ of strategy
17.
The strategic perspective (range, scope, diversity) of the organization
a)
competitive strategy
b)
scenario strategy
c)
corporate strategy
d)
planning strategy
18.
The source of competitive advantage in the activities and functions carried out by the business
a)
competitive strategy
b)
scenario strategy
c)
corporate strategy
d)
planning strategy
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