Worksheets21/08
Total questions: 60
Worksheet time: 3hrs 0mins
Name
Class
Date
1.
What does SWOT stand for?
a)
Strengths, Weaknesses, Opportunities, Threats
b)
Strategies, Work, Objectives, Targets
c)
Systems, Workforce, Operations, Tactics
d)
Strengths, Weaknesses, Options, Targets
2.
Which are internal factors in SWOT?
a)
Strengths & Weaknesses
b)
Opportunities & Threats
c)
Strengths & Opportunities
d)
Weaknesses & Threats
3.
Which are external factors in SWOT?
a)
Strengths & Weaknesses
b)
Opportunities & Threats
c)
Strengths & Opportunities
d)
Weaknesses & Strengths
4.
A key advantage of SWOT analysis is that it is:
a)
Expensive and detailed
b)
Relatively quick and cheap
c)
Highly accurate
d)
Avoids subjectivity
5.
A disadvantage of SWOT is:
a)
Generates strategic ideas
b)
Can become outdated quickly
c)
Encourages planning
d)
Encourages teamwork
6.
SWOT analysis is most valuable when:
a)
It is ignored
b)
It is applied to a specific business situation
c)
It avoids ranking factors
d)
It is only used internally
7.
In LVM’s case, shortage of skilled labour is a:
a)
Strength
b)
Weakness
c)
Opportunity
d)
Threat
8.
The depreciation of currency helping exports is a:
a)
Strength
b)
Weakness
c)
Opportunity
d)
Threat
9.
The lifting of trade barriers in Asia for LVM is a:
a)
Strength
b)
Weakness
c)
Opportunity
d)
Threat
10.
High interest rates are a:
a)
Opportunity
b)
Threat
c)
Weakness
d)
Strength
11.
PEST stands for:
a)
Political, Economic, Social, Technological
b)
People, Environment, Systems, Technology
c)
Planning, Evaluation, Strategy, Tactics
d)
Political, Environmental, Strategic, Technical
12.
PEST analysis only considers:
a)
Internal factors
b)
External factors
c)
Both internal & external
d)
Financial forecasts
13.
Which is an advantage of PEST?
a)
Quick, cheap, strategic thinking
b)
Removes subjectivity
c)
Avoids assumptions
d)
Gives specific solutions
14.
A disadvantage of PEST is:
a)
Encourages planning
b)
Clear strategic response
c)
Relies on assumptions
d)
Generates innovation
15.
Porter’s Five Forces help analyse:
a)
Core competencies
b)
Industry competition
c)
SWOT ranking
d)
Market share
16.
Which of these is NOT one of Porter’s Five Forces?
a)
Bargaining power of buyers
b)
Rivalry among firms
c)
Technological advancement
d)
Threat of substitutes
17.
High rivalry in an industry usually:
a)
Increases profits
b)
Reduces profits
c)
Has no effect
d)
Guarantees growth
18.
Barriers to entry in an industry will:
a)
Increase threat of new competition
b)
Reduce threat of new competition
c)
Increase rivalry
d)
Increase substitutes
19.
A high bargaining power of suppliers leads to:
a)
Higher costs and lower profits
b)
Lower costs and higher profits
c)
No effect
d)
Guaranteed growth
20.
In Ansoff’s Matrix, “market penetration” means:
a)
New market, new product
b)
Existing market, existing product
c)
New market, existing product
d)
Existing market, new product
21.
Which Ansoff strategy has the highest risk?
a)
Market penetration
b)
Market development
c)
Product development
d)
Diversification
22.
Market development is:
a)
Existing products in new markets
b)
New products in new markets
c)
Existing products in existing markets
d)
New products in existing markets
23.
A strategy of altering existing products to seem new is:
a)
Market penetration
b)
Market development
c)
Product development
d)
Diversification
24.
A company entering a totally new market with a new product is:
a)
Diversification
b)
Market development
c)
Market penetration
d)
Product development
25.
Force field analysis compares:
a)
SWOT with PEST
b)
Drivers and restrainers
c)
Strengths and threats
d)
Customers and suppliers
26.
Which is an advantage of force field analysis?
a)
Scores are always accurate
b)
It clearly identifies forces for and against change
c)
It avoids subjectivity
d)
It removes need for managers
27.
A disadvantage of force field analysis is:
a)
Encourages teamwork
b)
Easy to use
c)
May omit forces
d)
Provides structure
28.
In decision trees, a square represents:
a)
Outcome node
b)
Decision node
c)
Chance node
d)
Probability
29.
In decision trees, a circle represents:
a)
Decision node
b)
Chance node
c)
Outcome result
d)
Final value
30.
EMV in decision trees stands for:
a)
Expected Market Value
b)
Estimated Money Value
c)
Expected Monetary Value
d)
Effective Market Value
31.
A key advantage of decision trees is:
a)
Removes subjectivity
b)
Provides clear choices in money terms
c)
Always accurate
d)
Needs no data
32.
A disadvantage of decision trees is:
a)
Encourages analysis
b)
Requires accurate data and may become outdated
c)
Considers probabilities
d)
Assesses risks
33.
Corporate planning sets out:
a)
Short-term tasks only
b)
Long-term objectives and strategies
c)
Only financial plans
d)
Only marketing goals
34.
A corporate plan benefit is:
a)
Inflexibility
b)
Provides direction and coordination
c)
Guarantees profits
d)
Removes risks
35.
A possible disadvantage of corporate plans is:
a)
Cost of production
b)
Inaccurate forecasts
c)
Strategic alignment
d)
Employee motivation
36.
Corporate culture refers to:
a)
Financial control systems
b)
Values and behaviours of employees
c)
Only organisational structure
d)
Job descriptions
37.
A power culture usually has:
a)
Democratic leadership
b)
Autocratic leadership
c)
Flat structure
d)
Delegated decisions
38.
A task culture emphasises:
a)
Centralised power
b)
Hierarchical control
c)
Teamwork and responsibility
d)
Cost savings
39.
A disadvantage of task culture is:
a)
High creativity
b)
High motivation
c)
Slow decision-making
d)
Strong teamwork
40.
Entrepreneurial culture encourages:
a)
Stability
b)
Risk-taking and innovation
c)
Centralisation
d)
Rigid structure
41.
A weakness of entrepreneurial culture is:
a)
High control
b)
Loss of motivation
c)
Wasting time on unworkable ideas
d)
Poor teamwork
42.
Strong cultures are characterised by:
a)
Employees needing rules
b)
Employees conforming to shared values
c)
High conflict
d)
Lack of clarity
43.
Weak cultures are characterised by:
a)
Employees all agreeing on values
b)
Employees following shared behaviours
c)
Employees having different ideas and conflict
d)
Conformity
44.
Resistance to change is often caused by:
a)
Motivation
b)
Fear of unknown or loss of security
c)
Improved training
d)
Clear vision
45.
Managers can reduce resistance to change by:
a)
Withholding information
b)
Giving reasons and involving employees
c)
Avoiding communication
d)
Using force
46.
Which is NOT a technique to implement change?
a)
Good communication
b)
Training and support
c)
Advance notice
d)
Avoiding explanation
47.
Contingency planning means:
a)
Planning for everyday tasks
b)
Planning for unexpected crises
c)
Planning only finance
d)
Planning only marketing
48.
Crisis management is:
a)
Preventing risks entirely
b)
Responding to major threats affecting operations
c)
Writing mission statements
d)
Forecasting sales
49.
A benefit of contingency planning is:
a)
Quick response and reassurance
b)
No costs involved
c)
Avoiding all crises
d)
No need for training
50.
A disadvantage of contingency planning is:
a)
It reassures stakeholders
b)
It may never be used, wasting resources
c)
It helps public relations
d)
It increases confidence
51.
Which model analyses risks in new/existing markets and products?
a)
SWOT
b)
PEST
c)
Ansoff’s Matrix
d)
Porter’s Five Forces
52.
Which model analyses drivers and restrainers of change?
a)
Force field analysis
b)
Decision trees
c)
SWOT
d)
PEST
53.
Which tool gives financial values to decision outcomes?
a)
SWOT
b)
PEST
c)
Decision trees
d)
Ansoff Matrix
54.
Which model analyses bargaining power of suppliers?
a)
PEST
b)
Porter’s Five Forces
c)
SWOT
d)
Ansoff Matrix
55.
Which tool helps identify organisational values and behaviours?
a)
Corporate culture analysis
b)
PEST
c)
Decision tree
d)
SWOT
56.
Which factor is an external PEST influence?
a)
Labour turnover
b)
Motivation
c)
Inflation
d)
Brand image
57.
In Ansoff’s Matrix, selling to a new consumer group is:
a)
Market penetration
b)
Market development
c)
Product development
d)
Diversification
58.
A company with high rivalry, high buyer power, and high substitutes likely faces:
a)
High profitability
b)
Low profitability
c)
Stable profitability
d)
No change
59.
Which leadership style is common in entrepreneurial culture?
a)
Autocratic
b)
Democratic or laissez-faire
c)
Bureaucratic
d)
Transactional
60.
Which strategic tool may become misleading if interpreted too simply?
a)
SWOT analysis
b)
PEST
c)
Ansoff’s Matrix
d)
Force field analysis
100 %
