Reference no: EM13808368
1. These create differences across national boundaries that influence how people interact, read personal cues, and otherwise interrelate socially.
- Educations
- Religions
- Values
- Social norms
2. The DMAIC (define, measure, analyze, improve, and control) process is relevant to
- balanced scorecard
- strategic matrix analysis
- Six Sigma
- CCC21
3. While these may under perform established products in mainstream markets, they often offer features or capabilities appreciated by some fringe customer group.
- Acquired innovations
- Disruptive innovations
- Throughput technologies
- Lagging innovations
4. A leader's vision should be
- varied
- complex
- simple
- long
5. Short-term objectives assist strategy implementation by identifying measurable outcomes of action plans or functional activities, which can make feedback, correction, and evaluation
- more expensive
- more geared toward growth
- more difficult
- more relevant and acceptable
6. 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.
- building time into the organization.
- emphasis on key themes or dominant values.
- managing the firm globally.
7. 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 implementation
- Strategy evaluation
- Strategic control
- Strategic decision-making
8. 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.
- CCC21
- Incremental innovation
- Continuous improvement
- Six Sigma
9. Strategic surveillance must be kept
- internal.
- as fast as possible.
- as focused as possible.
- as unfocused as possible.
10. The effort to familiarize future leaders with the skills important to the company and to develop exceptional leaders among the managers you employ is
- identifying an action plan
- creating passion
- developing principles
- education and leadership development
11. Key, routine activities that must be undertaken in each department of the organization are
- resource tactics
- corporate tactics
- functional tactics
- business tactics
12. CCC21 stands for
- continuous cost competitiveness in the 21st century.
- cost chain competition for the 21st century.
- competitive cost competency in the 21st century.
- construction of cost competitiveness for the 21st century.
13
Discussion about and agreement on short-term objectives help raise issues and potential conflicts within an organization that usually
- require additional personnel
- focus on public relations
- need little coordination
- require organizational coordination
14. This idea factor involves following demographic and other broad trends and trying to develop ideas that may be relevant and useful.
- Mental invention
- Trend following
- Solution spotting
- Market research
15. Organizational culture includes important assumptions shared by members of the organization. These assumptions are often
- very obvious to outsiders
- unstated
- formalized
- very similar to all other organizations in that industry
16. These are also referred to as crowdsourcing or open innovation.
- Disruptors
- Ideagoras
- Sustainers
- Golddiggers
17. Short-term objectives are usually
- quantitative
- set to be completed within 5 years
- qualitative
- completed within 2 months
18. In which type of strategy do functional tactics translate into action designed to accomplish specific short-term objectives?
- Operational strategy
- Tactical strategy
- Corporate strategy
- Grand strategy