Reference no: EM13807551

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