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WorksheetsStrategic Management Worksheet
Total questions: 150
Worksheet time: 1hrs 15mins
Strategic management is
the work of managing a business, process and monitoring such activities
a management function aimed at long-term goals and actions
an element of management of economic objects and processes
always about the availability of cash and other assets
When did the term strategic management appear?
1960-1970
1950-1960
1970-1980
1940-1950
How many important issues determine the essence of strategic management?
3
2
4
5
How many factors are the conditions that determine the relevance of strategic management?
3
2
4
5
Strategic decisions are
designing its organizational structure
determination of the purpose and main objectives of the company's business
future-oriented, take into account uncontrolled external factors, resources
selection of the degree of integration and management systems
Improvement of strategy; analysis of its internal situation; portfolio analysis of a diversified firm are
The content of strategic management
The elements of strategic management
The part of strategic management
The essence of strategic management
How many functions in strategic management?
3
2
4
5
Business sphere is
the work of managing a business, process and monitoring such activities
a type of activity related to a specific business unit, program
an element of management of economic objects and processes
always about the availability of cash and other assets
Vision is
the work of managing a business, process and monitoring such activities
a type of activity related to a specific business unit, program
an element of management of economic objects and processes
an image of the possible and desired future state of the enterprise
Strategy is
the work of managing a business, process and monitoring such activities
a type of activity related to a specific business unit, program
an integrated model of actions designed to achieve the goals of the enterprise
always about the availability of cash and other assets
Mission’s factors:
Focusing on specific conditions, outlines the prospects
Outlines the prospects, long-term goals and forecasts
Defines the nature of the company, explains the key features
Formulates a framework for plans, reasons for the company's existence
Strategy development pyramid for a diversified company consist of
5
3
4
2
How many tasks exist to create a strategy
2
4
6
3
Individual strategic objectives should be appropriate
PEST-analysis
SWOT-analysis
SNW-analysis
SMART-technology
Who founded the goal tree method?
Ch. Churchman
Arthur D. Little
Philipp Kotler
Frederic Taylor
Corporate strategy is
a general management plan for a diversified company
refers to a management plan for a separate area of the company's activities
refers to the management plan of the current and core activities of the unit
Business strategy is
a general management plan for a diversified company
refers to a management plan for a separate area of the company's activities
refers to the management plan of the current and core activities of the unit
refers to even more specific strategic initiatives and approaches in the management of key operational units
Functional strategy is
a general management plan for a diversified company
refers to a management plan for a separate area of the company's activities
refers to the management plan of the current and core activities of the unit
refers to even more specific strategic initiatives and approaches in the management of key operational units
Operational strategy is
a general management plan for a diversified company
refers to a management plan for a separate area of the company's activities
refers to the management plan of the current and core activities of the unit
refers to even more specific strategic initiatives and approaches in the management of key operational units
What is included in the functional strategy?
production, marketing, customer service
production, factories, customer service
distribution centers, marketing, customer service
production, marketing, sales departments
Who founded the business unit strategy?
Fred Borch
Arthur D. Little
Philipp Kotler
Frederic Taylor
How many main coordinates determine the scale of the business unit's activity?
2
4
6
3
Business unit is
is a separate organizational and legally formalized active business structure
refers to a management plan for a separate area of the company's activities
refers to the management plan of the current and core activities of the unit
refers to even more specific strategic initiatives and approaches in the management of key operational units
To implement business segmentation, ADL offers the use of a set of approaches:
consisting of 4 elements
consisting of 6 elements
consisting of 5 elements
consisting of 3 elements
In what year was created the concept of a business unit?
1960
1970
1980
1975
The task of creating (or transforming) a business unit strategy includes:
5 stages
7 stages
6 stages
9 stages
Fred Borch was chairman of
General Electrics
Procter and Gamble
Apple
Netflix
All strategies are divided into:
2 groups
4 groups
6 groups
3 groups
How many strategies exist to create competitive advantages?
2
4
6
3
Price leadership is
focus of the company's attention in the development and production of the product is costs
refers to a management plan for a separate area of the company's activities
refers to the management plan of the current and core activities of the unit
refers to even more specific strategic initiatives and approaches in the management of key operational units
____ is a strategy aimed at creating a competitive advantage of a firm by managing a set of activities
Business strategy
Corporate strategy
Functional strategy
Operational strategy
Growth strategies, stabilization strategies, folding strategies are
Groups of corporate strategies
Groups of business strategies
Groups of operational strategies
Groups of functional strategies
Production organizations are
the work of managing a business, process and monitoring such activities
a type of activity related to a specific business unit, program
organizations that produce products, perform works or provide services using specialized equipment
always about the availability of cash and other assets
Growth strategies are
strategies aimed at increasing the value of the dominant resource of the organization
aimed at maintaining the value of the dominant resource (number of personnel) of the organization at a stable level
organizations that produce products, perform works or provide services using specialized equipment
aimed at reducing the cost of the dominant resource (asset value, number of personnel), releasing part of the resource potential of the organization
Stabilization strategies are
strategies aimed at increasing the value of the dominant resource of the organization
aimed at maintaining the value of the dominant resource (number of personnel) of the organization at a stable level
organizations that produce products, perform works or provide services using specialized equipment
aimed at reducing the cost of the dominant resource (asset value, number of personnel), releasing part of the resource potential of the organization
Curtailment strategies are
strategies aimed at increasing the value of the dominant resource of the organization
aimed at maintaining the value of the dominant resource (number of personnel) of the organization at a stable level
organizations that produce products, perform works or provide services using specialized equipment
aimed at reducing the cost of the dominant resource (asset value, number of personnel), releasing part of the resource potential of the organization
Specify the number of types of integration strategy
2
4
6
3
What is the vertical integration backward?
strategies aimed at increasing the value of the dominant resource of the organization
aimed at maintaining the value of the dominant resource (number of personnel) of the organization at a stable level
organizations that produce products, perform works or provide services using specialized equipment
an organization acquires assets that provide services and product production at an earlier stage of the industry chain
What is the vertical integration forward?
strategies aimed at increasing the value of the dominant resource of the organization
an organization acquires assets that provide services and products at a later stage of the industry value chain, located closer to the final consumer of products
organizations that produce products, perform works or provide services using specialized equipment
an organization acquires assets that provide services and product production at an earlier stage of the industry chain
What is the full vertical integration?
strategies aimed at increasing the value of the dominant resource of the organization
aimed at maintaining the value of the dominant resource (number of personnel) of the organization at a stable level
the organization acquires both the assets of the supplier and the assets of the consumer, the full cycle of production and sales of products is carried out within the company
an organization acquires assets that provide services and product production at an earlier stage of the industry chain
Specify the factors of the external environment:
Personnel, politics, market
Economic, politics, production
Economic, politics, social behaviour
Technological, politics, company finance
Who founded PEST analysis?
Francis Aguilar
Arthur D. Little
Philipp Kotler
Frederic Taylor
Porter-Lawler Model consist of:
5 parts
3 parts
6 parts
7 parts
In what year M.Porter created the model of 5 competition forces?
1960
1970
1980
1975
What factor is demographic changes related to?
Political
Economic
Social behaviour
Technological
What factor is government stability related to?
Political
Economic
Social behaviour
Technological
What factor is inflation rate related to?
Political
Economic
Social behaviour
Technological
What factor is new patents related to?
Political
Economic
Social behaviour
Technological
What factor is energy prices related to?
Political
Economic
Social behaviour
Technological
What factor is change of legislation related to?
Political
Economic
Social behaviour
Technological
Internal environment’s areas:
Personnel, politics, market
Personnel, marketing production
Economic, politics, social behaviour
Technological, politics, company finance
___ is a comprehensive analysis of activities, strengths/weaknesses and strategic problems
Internal analysis
PEST analysis
SWOT analysis
SNW analysis
____analysis refers to the analysis of how the company creates added value
Value chain analysis
PEST analysis
SWOT analysis
SNW analysis
The strengths of the organization include:
Poor knowledge of the market
Outdated equipment and technology
Insufficient financial resources
Cost advantages
The weaknesses of the organization include:
Poor knowledge of the market
Adequate financial resources
High qualification, competence of personnel
Cost advantages
Value chain analysis consist of:
5 elements
6 elements
8 elements
9 elements
What is related to the marketing factor:
distribution and sales channels
product range of the enterprise
labor productivity
own and borrowed funds and their ratio
What is related to the production factor:
distribution and sales channels
product range of the enterprise
labor productivity
own and borrowed funds and their ratio
What is related to the personnel factor:
distribution and sales channels
product range of the enterprise
labor productivity
own and borrowed funds and their ratio
What is related to the finance factor?
distribution and sales channels
product range of the enterprise
labor productivity
own and borrowed funds and their ratio
What is the cost leadership strategy?
strategies aimed at increasing the value of the dominant resource of the organization
aimed at maintaining the value of the dominant resource (number of personnel) of the organization at a stable level
the company minimizes the costs of production and marketing of goods
an organization acquires assets that provide services and product production at an earlier stage of the industry chain
What is the differentiation strategy?
strategies aimed at increasing the value of the dominant resource of the organization
the company adapts its assortment to the needs of all customers from all market segments
the company minimizes the costs of production and marketing of goods
an organization acquires assets that provide services and product production at an earlier stage of the industry chain
Differentiation strategy consist of:
4 elements
6 elements
8 elements
9 elements
What is the attack strategy?
strategies aimed at increasing the value of the dominant resource of the organization
characterized by active actions on the competitor's position, attempts to surpass him in the strong aspects of his activities
the company minimizes the costs of production and marketing of goods
an organization acquires assets that provide services and product production at an earlier stage of the industry chain
What is the demarketing strategy?
strategies aimed at increasing the value of the dominant resource of the organization
aimed at maintaining the value of the dominant resource (number of personnel) of the organization at a stable level
the company minimizes the costs of production and marketing of goods
a voluntary reduction of its market share (in particular, in order to avoid antitrust investigations, which are fraught with the introduction of state regulation of prices for the company's products or even splitting the company into several smaller ones)
What is the guerilla strategy?
strategies aimed at increasing the value of the dominant resource of the organization
aimed at maintaining the value of the dominant resource (number of personnel) of the organization at a stable level
the company minimizes the costs of production and marketing of goods
the company does not claim leadership in the entire market and operates in a narrow niche, too small for competitors, but with sufficient profit potential for this company
What is the competitive advantage?
strategies aimed at increasing the value of the dominant resource of the organization
aimed at maintaining the value of the dominant resource (number of personnel) of the organization at a stable level
of an organization is a position in the market that allows it to overcome the forces of competition and attract buyers
a voluntary reduction of its market share (in particular, in order to avoid antitrust investigations, which are fraught with the introduction of state regulation of prices for the company's products or even splitting the company into several smaller ones)
What is the frontal attack strategy?
strategies aimed at increasing the value of the dominant resource of the organization
aimed at maintaining the value of the dominant resource (number of personnel) of the organization at a stable level
the company strikes at the competitive advantage of the leader in such a way that this competitive advantage (the strength of the leader) turns into his weakness
a voluntary reduction of its market share (in particular, in order to avoid antitrust investigations, which are fraught with the introduction of state regulation of prices for the company's products or even splitting the company into several smaller ones)
What is the product strategy?
the company offers the market a product with better characteristics than its competitors
aimed at maintaining the value of the dominant resource (number of personnel) of the organization at a stable level
of an organization is a position in the market that allows it to overcome the forces of competition and attract buyers
a voluntary reduction of its market share (in particular, in order to avoid antitrust investigations, which are fraught with the introduction of state regulation of prices for the company's products or even splitting the company into several smaller ones)
What is the service differentiation strategy?
strategies aimed at increasing the value of the dominant resource of the organization
the company offers a diverse set of related services of higher quality than competitors
of an organization is a position in the market that allows it to overcome the forces of competition and attract buyers
a voluntary reduction of its market share (in particular, in order to avoid antitrust investigations, which are fraught with the introduction of state regulation of prices for the company's products or even splitting the company into several smaller ones
What is the diversification?
strategies aimed at increasing the value of the dominant resource of the organization
a strategy that involves the allocation of resources, most often in relation to financial assets and investments
of an organization is a position in the market that allows it to overcome the forces of competition and attract buyers
a voluntary reduction of its market share (in particular, in order to avoid antitrust investigations, which are fraught with the introduction of state regulation of prices for the company's products or even splitting the company into several smaller ones)
Geographically, the market is divided into:
4 elements
6 elements
8 elements
9 elements
The diversified strategies are divided into:
4
6
8
9
The criterion of attractiveness is
strategies aimed at increasing the value of the dominant resource of the organization
chosen for diversification should be quite attractive from the point of view of getting a good profit from the invested funds
of an organization is a position in the market that allows it to overcome the forces of competition and attract buyers
a voluntary reduction of its market share (in particular, in order to avoid antitrust investigations, which are fraught with the introduction of state regulation of prices for the company's products or even splitting the company into several smaller ones)
The criteria for «entry costs» is
strategies aimed at increasing the value of the dominant resource of the organization
chosen for diversification should be quite attractive from the point of view of getting a good profit from the invested funds
costs of entering a new industry should not be too high, so as not to damage the potential for profit
a voluntary reduction of its market share (in particular, in order to avoid antitrust investigations, which are fraught with the introduction of state regulation of prices for the company's products or even splitting the company into several smaller ones)
The criterion of additional benefits is
strategies aimed at increasing the value of the dominant resource of the organization
chosen for diversification should be quite attractive from the point of view of getting a good profit from the invested funds
costs of entering a new industry should not be too high, so as not to damage the potential for profit
a company engaged in diversification should make certain efforts to create a competitive advantage in a new field of activity, or a new type of activity should provide a certain potential to maintain a competitive advantage in the current affairs of the company
In what year was the term «diversification» first used?
1963
1971
1952
1975
Who was the first to use the term «diversification»?
Harry Markowitz
Arthur D. Little
Philipp Kotler
Frederic Taylor
The strategies for diversification into related industries are
strategies aimed at increasing the value of the dominant resource of the organization
chosen for diversification should be quite attractive from the point of view of getting a good profit from the invested funds
costs of entering a new industry should not be too high, so as not to damage the potential for profit
maintain the level of existing business activity, use a competitive advantage through the transfer of experience and skill or lower production costs, as well as distribute investment risks with firms from related industries
Corporate recovery strategy
strategies aimed at increasing the value of the dominant resource of the organization
chosen for diversification should be quite attractive from the point of view of getting a good profit from the invested funds
costs of entering a new industry should not be too high, so as not to damage the potential for profit
focuses on the revival of unprofitable enterprises, not on getting rid of them
When assessing the strategy of a diversified company managers should strictly adhere to the procedure consisting of the following ____ stages:
4
6
8
9
What is the matrix BCG?
compares the positions of business units of a diversified company based on the growth rates of the industry and relative market share
chosen for diversification should be quite attractive from the point of view of getting a good profit from the invested funds
costs of entering a new industry should not be too high, so as not to damage the potential for profit
focuses on the revival of unprofitable enterprises, not on getting rid of them
Question marks and difficult children means:
This group of products can be very promising as the market expands but requires significant funds to sustain growth
They make significant profits from their competitiveness, but also need financing to maintain a strong dynamic market share
Goods that can generate more profits than are needed to sustain their growth
Products that are at a cost disadvantage and do not have growth opportunities
Star means:
This group of products can be very promising as the market expands but requires significant funds to sustain growth
They make significant profits from their competitiveness, but also need financing to maintain a strong dynamic market share
Goods that can generate more profits than are needed to sustain their growth
Products that are at a cost disadvantage and do not have growth opportunities
Cash cow means:
This group of products can be very promising as the market expands but requires significant funds to sustain growth
They make significant profits from their competitiveness, but also need financing to maintain a strong dynamic market share
Goods that can generate more profits than are needed to sustain their growth
Products that are at a cost disadvantage and do not have growth opportunities
Dog means:
This group of products can be very promising as the market expands but requires significant funds to sustain growth
They make significant profits from their competitiveness, but also need financing to maintain a strong dynamic market share
Goods that can generate more profits than are needed to sustain their growth
Products that are at a cost disadvantage and do not have growth opportunities
Characteristics of the company's strengths (X-axis) by The General Electric–McKinsey matrix:
Relative market share
Consumer Value
Consumer loyalty to the brand
Market growth rates
Characteristics of the company's strengths (X-axis) by The General Electric–McKinsey matrix:
Patents, know-how
Consumer Value
Consumer loyalty to the brand
Market growth rates
Characteristics of the company's strengths (Y-axis) by The General Electric–McKinsey matrix:
Patents, know-how
Technological advantages
Marketing advantages
Market growth rates
Indicate the number of general principles of universal quality and continuous improvement of programmes:
12
6
8
9
The purpose of TQM programs:
strategies aimed at increasing the value of the dominant resource of the organization
chosen for diversification should be quite attractive from the point of view of getting a good profit from the invested funds
costs of entering a new industry should not be too high, so as not to damage the potential for profit
is to instill enthusiasm and commitment to the proper performance of tasks throughout the organization from top to bottom
Stimulating support for the strategy consist of:
10
6
8
9
High salary and benefits mean:
the latter include child care at work, organization of gyms and massage rooms, vacation or weekends at the company's own recreation centers, household services
research shows that the transfer of authority “from top to bottom” and granting employees the right to make decisions independently increase motivation and moral satisfaction of employees, and at the same time productivity
mutual understanding and support both among employees and between employees and management
social mission of the company, understanding of the importance of the tasks set, inspiring leadership
Respect for employees mean
the latter include child care at work, organization of gyms and massage rooms, vacation or weekends at the company's own recreation centers, household services
research shows that the transfer of authority “from top to bottom” and granting employees the right to make decisions independently increase motivation and moral satisfaction of employees, and at the same time productivity
mutual understanding and support both among employees and between employees and management
social mission of the company, understanding of the importance of the tasks set, inspiring leadership
Creating relationships of mutual respect means
the latter include child care at work, organization of gyms and massage rooms, vacation or weekends at the company's own recreation centers, household services
research shows that the transfer of authority “from top to bottom” and granting employees the right to make decisions independently increase motivation and moral satisfaction of employees, and at the same time productivity
mutual understanding and support both among employees and between employees and management
social mission of the company, understanding of the importance of the tasks set, inspiring leadership
High consciousness of employees mean
the latter include child care at work, organization of gyms and massage rooms, vacation or weekends at the company's own recreation centers, household services
research shows that the transfer of authority “from top to bottom” and granting employees the right to make decisions independently increase motivation and moral satisfaction of employees, and at the same time productivity
mutual understanding and support both among employees and between employees and management
social mission of the company, understanding of the importance of the tasks set, inspiring leadership
Informing employees about financial indicators mean
strategies, working procedures, market conditions, and competitors' actions
research shows that the transfer of authority “from top to bottom” and granting employees the right to make decisions independently increase motivation and moral satisfaction of employees, and at the same time productivity
mutual understanding and support both among employees and between employees and management
social mission of the company, understanding of the importance of the tasks set, inspiring leadership
Creation of attractive working conditions mean
The presence of programs and conditions that demonstrate the corporation's concern for employees has, as a rule, a positive impact on the work atmosphere and productivity
research shows that the transfer of authority “from top to bottom” and granting employees the right to make decisions independently increase motivation and moral satisfaction of employees, and at the same time productivity
mutual understanding and support both among employees and between employees and management
social mission of the company, understanding of the importance of the tasks set, inspiring leadership
Promotion of “their own” instead of inviting “strangers” mean
The presence of programs and conditions that demonstrate the corporation's concern for employees has, as a rule, a positive impact on the work atmosphere and productivity
research shows that the transfer of authority “from top to bottom” and granting employees the right to make decisions independently increase motivation and moral satisfaction of employees, and at the same time productivity
mutual understanding and support both among employees and between employees and management
If an employee sees that he can make a career in this company, he will not have a desire to leave for a competitor
Human resources mean
The presence of programs and conditions that demonstrate the corporation's concern for employees has, as a rule, a positive impact on the work atmosphere and productivity
research shows that the transfer of authority “from top to bottom” and granting employees the right to make decisions independently increase motivation and moral satisfaction of employees, and at the same time productivity
mutual understanding and support both among employees and between employees and management
represent a combination of different qualities of people, which determine their ability to produce material and spiritual goods, and are a general indicator of the human factor of development of social production
The human resources strategy has _____ important elements
2
6
8
9
A key objective of strategic management is
The presence of programs and conditions that demonstrate the corporation's concern for employees has, as a rule, a positive impact on the work atmosphere and productivity
to ensure the harmonious and effective integration of staff into the organization
mutual understanding and support both among employees and between employees and management
represent a combination of different qualities of people, which determine their ability to produce material and spiritual goods, and are a general indicator of the human factor of development of social production
Specify one of the main expectations of the individual:
originality and creativity of the work
as a member of an organization that shares its values
as an employee seeking to better perform his or her functions
as a person with certain personal and moral qualities
Specify one of the main expectations of the individual:
recognition and promotion of good work
as a member of an organization that shares its values
as an employee seeking to better perform his or her functions
as a person with certain personal and moral qualities
The entry of a person into an organization means:
The presence of programs and conditions that demonstrate the corporation's concern for employees has, as a rule, a positive impact on the work atmosphere and productivity
to ensure the harmonious and effective integration of staff into the organization.
is a special, very complex and extremely important process, in the success of which both the person and the organization are interested
represent a combination of different qualities of people, which determine their ability to produce material and spiritual goods, and are a general indicator of the human factor of development of social production
Compensation types consist of:
4
6
8
9
Integration training means:
learning about the values, rules, norms and behaviours that are characteristic of the organization
the success of a person’s entry into the organization depends on the extent to which the person is motivated to join the organization, and the extent to which the organization is able to retain him at the initial stage of entry
if the process of integrating the person into the organizational environment has been properly organized, this leads to a sense of responsibility towards the organization for the new member
is his transition to full membership of the organization
The influence of the organization on the process of entry means:
learning about the values, rules, norms and behaviours that are characteristic of the organization
the success of a person’s entry into the organization depends on the extent to which the person is motivated to join the organization, and the extent to which the organization is able to retain him at the initial stage of entry
if the process of integrating the person into the organizational environment has been properly organized, this leads to a sense of responsibility towards the organization for the new member
is his transition to full membership of the organization
Developing a sense of responsibility towards the organization means:
learning about the values, rules, norms and behaviours that are characteristic of the organization
the success of a person’s entry into the organization depends on the extent to which the person is motivated to join the organization, and the extent to which the organization is able to retain him at the initial stage of entry
if the process of integrating the person into the organizational environment has been properly organized, this leads to a sense of responsibility towards the organization for the new member
is his transition to full membership of the organization
Completion of the process of integrating the new person into the organization means:
learning about the values, rules, norms and behaviours that are characteristic of the organization
the success of a person’s entry into the organization depends on the extent to which the person is motivated to join the organization, and the extent to which the organization is able to retain him at the initial stage of entry
if the process of integrating the person into the organizational environment has been properly organized, this leads to a sense of responsibility towards the organization for the new member
is his transition to full membership of the organization
Innovation means:
learning about the values, rules, norms and behaviours that are characteristic of the organization
the development of new ideas and their use within a particular organization
if the process of integrating the person into the organizational environment has been properly organized, this leads to a sense of responsibility towards the organization for the new member
is his transition to full membership of the organization
Experts in the field of strategic management identify ___ types of strategic changes based on their scale
4
5
8
9
Restructuring means:
the most revolutionary type of change in an organization, affecting its purpose and organizational culture
the company does not change its field of activity, but large-scale transformations are taking place in it, for example, a merger with another organization
the structure and market of the company do not change, but the manufactured products undergo changes, so the organization tries to attract consumers. Changes usually occur only in the field of production and marketing
they relate exclusively to marketing: programs are being developed to maintain interest in the existing product
Moderate changes mean:
the most revolutionary type of change in an organization, affecting its purpose and organizational culture
the company does not change its field of activity, but large-scale transformations are taking place in it, for example, a merger with another organization
the structure and market of the company do not change, but the manufactured products undergo changes, so the organization tries to attract consumers. Changes usually occur only in the field of production and marketing
they relate exclusively to marketing: programs are being developed to maintain interest in the existing product
The usual changes mean:
the most revolutionary type of change in an organization, affecting its purpose and organizational culture
the company does not change its field of activity, but large-scale transformations are taking place in it, for example, a merger with another organization
the structure and market of the company do not change, but the manufactured products undergo changes, so the organization tries to attract consumers. Changes usually occur only in the field of production and marketing
they relate exclusively to marketing: programs are being developed to maintain interest in the existing product
A centralized functional structure means:
learning about the values, rules, norms and behaviours that are characteristic of the organization
as the scale of production changes, the acquisition of own sources of raw materials and (or) distribution networks, over-centralized management structures cease to meet the new conditions
if the process of integrating the person into the organizational environment has been properly organized, this leads to a sense of responsibility towards the organization for the new member
his transition to full membership of the organization
Organizational culture means:
learning about the values, rules, norms and behaviours that are characteristic of the organization
as the scale of production changes, the acquisition of own sources of raw materials and (or) distribution networks, over-centralized management structures cease to meet the new conditions
if the process of integrating the person into the organizational environment has been properly organized, this leads to a sense of responsibility towards the organization for the new member
is a set of techniques and rules of adaptation of the organization to the requirements of the external environment and the formation of internal relations between groups of employees formed throughout the history of the enterprise
There are ___ factors that determine the formation and application of organizational culture:
4
5
8
9
What is the primary role of organizational culture in strategic planning?
To limit employee creativity
To ensure consistency with company values and strategy
To promote external stakeholder dominance
To focus solely on financial goals
Which of the following factors may lead to a failure in strategy implementation?
Strong alignment between culture and strategy
Culture contradicting strategic goals
Transparent communication within the organization
Employee training programs
What happens when an organization’s culture emphasizes hierarchy, but the strategy requires democratic decision-making?
The strategy will be implemented successfully
The culture will automatically adapt
Conflicts may arise, impeding strategy implementation
The hierarchical structure will dominate the market
What is the first step in changing an organization’s culture to align with strategy?
Developing a new communication system
Training employees in leadership skills
Understanding the need for cultural change
Removing current leaders
How does culture influence strategic decision-making in a collaborative organization?
Decisions are made by management alone
Decisions are based on shared visions and collective input
Employees are excluded from the decision-making process
Decisions are reactive to external forces
Which organization is a notable example of cultural rigidity leading to strategic failure?
Netflix
Kodak
Apple
Amazon
What role does communication play in the interaction between culture and strategy?
It is irrelevant to the success of the strategy
It determines the effectiveness of adaptation and implementation strategies
It only influences external relationships
It discourages strategic flexibility
What does the phrase "Culture eats strategy for breakfast" imply?
Culture is more important than strategy
Strategy will always overcome cultural issues
Culture and strategy are unrelated
Culture can undermine strategy if not aligned
How can an organization ensure culture aligns with its strategic goals?
By ignoring existing cultural values
By promoting transparent communication and leadership
By focusing solely on external market demands
By enforcing rigid rules without input
Which factor is least likely to influence the interaction between culture and strategy?
Organizational structure
External cultural background
Random economic events
Value system within the organization
What was the primary goal of the first phase of Kazakhstan's economic strategy (1992-1995)?
Development of new high technologies
Macroeconomic stabilization and privatization
Strengthening international trade relations
Establishment of a welfare society
What was the main focus of the second phase (1996-2005) of Kazakhstan's economic strategy?
Developing agriculture
Accelerating the development of transport and telecommunications
Strengthening national security
Expanding the military industry
What was a key goal of Kazakhstan's «Strategy 2050»?
Becoming self-sufficient in agriculture
Entering the top 30 most developed countries in the world
Increasing state ownership in the economy
Focus on military and defense industry
Which of the following is NOT one of the seven long-term priorities of Kazakhstan’s «Strategy 2050»?
Economic policy of profitability and competitiveness
Comprehensive support for entrepreneurship
Promotion of nuclear energy development
Strengthening statehood and developing democracy
What is one of the priority directions for Kazakhstan’s economic development in material production?
Development of organic farming
Elimination of raw material orientation in the economy
Creation of a new financial market
Expansion of the banking sector
What role does entrepreneurship play in Kazakhstan’s transition to a market economy?
It is irrelevant to the economy's development.
It is crucial for technological progress and job creation.
It primarily focuses on state-owned enterprises.
It hinders the diversification of the economy.
Which type of business entity involves dividing capital into shares?
Partnership
Cooperative
Joint-stock company
Sole proprietorship
What factor is critical for the success of enterprises in Kazakhstan, according to the provided strategy?
Government subsidies and grants
Continuous search and adaptation to societal needs
State ownership of key industries
Limiting foreign investments
What does the concept of «strategic vision» in business development refer to?
The need for high-level government intervention in the market
The understanding of long-term geopolitical and economic changes
Limiting market forces to reduce competition
Focusing only on local market demands
According to Adam Smith, what is the role of an entrepreneur in a market economy?
To follow government directives in economic planning
To serve their own interests while benefiting society
To only focus on increasing state power
To restrict competition and monopolize markets
What is one of the main reasons companies enter foreign markets?
To reduce production costs
To attract new customers
To avoid international competition
To focus solely on domestic markets
Which of the following best describes the difference between multinational and global competition?
Global competition occurs when a company operates in a few countries with different strategies, while multinational competition occurs when a company operates in many countries with the same strategy.
Multinational competition occurs when a company competes in multiple countries with a standardized strategy, while global competition occurs when a company competes for global market leadership.
Global competition involves competing in a single domestic market, while multinational competition involves global market expansion.
There is no real difference between multinational and global competition.
What is a key disadvantage of product standardization in foreign markets?
It can reduce economies of scale.
It can increase production and distribution costs due to the need for different models.
It ensures that local consumers will always prefer the product.
It leads to increased regulatory restrictions.
What is a locational advantage for companies setting up production in foreign countries?
Higher taxes and wages
Economic stability
Lower labor costs or less stringent government regulations
Increased competition from local companies
Which of the following is NOT a potential impact of exchange rate fluctuations on a company’s global strategy?
It may make production in foreign countries more or less profitable.
It can affect the competitiveness of a company’s products in different markets.
Exchange rate fluctuations are irrelevant for global operations.
They can make a previously unprofitable location competitive.
What is a key benefit of a company entering foreign markets via franchising?
The company retains full control over all operations in the foreign market.
The franchisor only bears the cost of hiring and training employees.
The franchisor bears the risks and costs of market entry.
The franchisor must make significant capital investments abroad.
Which strategy involves establishing a production base in one country and exporting goods abroad?
Licensing
Franchising
Production-based export strategy
Global strategy
What is the main difference between a multinational strategy and a global strategy?
A multinational strategy standardizes all products worldwide, while a global strategy adapts products to each market.
A multinational strategy adapts the competitive strategy to each local market, while a global strategy applies a unified competitive strategy across all markets.
A global strategy only works for companies entering emerging markets.
A global strategy requires alliances with local companies, while a multinational strategy does not.
Which of the following is a key advantage of forming strategic alliances or joint ventures with foreign companies?
Complete control over foreign operations
Increased competition from local firms
Shared technical expertise and market knowledge
Elimination of all business risks in foreign markets
What is 'profit pumping' in the context of multinational competition?
Using profits from one market to subsidize operations in another market
Expanding production capacity in low-cost countries to lower prices globally
Increasing tariffs and taxes to generate higher revenues
Dumping products in foreign markets to eliminate local competitors
Radical changes mean:
the most revolutionary type of change in an organization, affecting its purpose and organizational culture
the company does not change its field of activity, but large-scale transformations are taking place in it, for example, a merger with another organization
the structure and market of the company do not change, but the manufactured products undergo changes, so the organization tries to attract consumers. Changes usually occur only in the field of production and marketing
they relate exclusively to marketing: programs are being developed to maintain interest in the existing product
The matrix BCG consist of:
4 quadrants
6 quadrants
8 quadrants
9 quadrants
