SECTION A: SHORT QUESTIONS - COMPULSORY
QUESTION 1: 20 MULTIPLE CHOICE QUESTIONS 40 MARKS
SECTION B: ALL QUESTIONS ARE COMPULSORY
QUESTION 1: SHORT
... [Show More] THEORY QUESTIONS (CH 1 – 3) 30 MARKS
QUESTION 2: SHORT THEORY QUESTIONS (CH 4 – 6) 30 MARKS
QUESTION 3: SHORT THEORY QUESTIONS (CH 7 – 9) 40 MARKS
SECTION C: CHOOSE 1 OF 2 QUESTIONS
QUESTION 1:
LONG THEORY QUESTIONS / CASE STUDY
40 MARKS
QUESTION 2: LONG THEORY QUESTIONS / CASE STUDY 40 MARKS
Section A: Short questions – Compulsory
QUESTION 1 MULTIPLE CHOICE QUESTIONS
Choose the correct answer from the options provided at each of the following questions. Write down only the letter of your choice next to the corresponding number; e.g. 1.1 D.
1.1. According to Growth Share Matrices, ‘question marks’ should consider sustainability strategies such as product development, market development, rethinking concentrate growth and .
A concentric diversification B Joint ventures
C horizontal integration D vertical integration
1.2. advantage is the edge that an organisation has over others.
A Collaborative
B Corroborative
C Competitive
D Collective
1.3. The second stage of the strategic management process is mainly the responsibility of .
A every manager at every managerial level B middle management
C top management D the HR department
1.4. A person or group interested directly or indirectly in the outcome of an organisation’s activities is defined as a .
A bondholder
B stakeholder
C freeholder
D policyholder
1.5. Synergies achieved through the coordination of business units may result in .
A cost reductions
B product or process improvements C improvements in speed
D All of the above
1.6. Which one of the following statements about strategy is false?
A It sets direction
B It diverts effort
C It defines the organisation D It provides consistency
1.7. Whereas the mission statement answers the question, “what is our business” the vision statement answers the question “what do we want to ?”
A envision
B share
C establish
D become
1.8. level strategy is concerned with the overall purpose and decisions over which businesses the company should enter and exit, and how it should allocate its resources between the different businesses.
A Corporate
B Business
C Functional
D Operational
1.9. plans cover shorter time horizons and will invariably incorporate greater detail.
A Corporate
B Management
C Competitive
D Functional
1.10. The objective of scanning the environment is to identify potential threats but also opportunities as they emerge from the macro economic environment, and then impact on the industry and ultimately .
A the external stakeholders of the company B competitors within the industry
C the company itself
D detractors from the company’s vision
1.11. This strategy is used by businesses to create a low cost of operation within their niche market. The main use of this strategy is to gain advantage over competitors by reducing operation costs below those of others in the same industry.
A Disinclination
B Differentiation
C Cost leadership
D Diversification
1.12. These strategies are often referred to as organic growth strategies.
A Internal growth strategies B Retrenchment
C Cost leadership
D Differentiation strategies
1.13. The analysis can be used to evaluate and determine the best strategy available to the organisation.
A QSPM
B STAS
C SWOT
D IFE
1.14. is the result of efforts to make a product or brand stand out as offering unique value to customers in comparison with its competitors.
A Disinclination
B Differentiation
C Cost leadership
D Diversification
1.15. To evaluate strategies for multi-product organisations, leaders can choose to use either industry attractiveness-business strength matrices or matrices.
A growth-share
B grand strategy selection C model of grand strategy D divestiture
1.16. Which one of the following is a facet of strategy implementation that can be changed directly?
A Communication systems B Values and culture
C Nurturing of innovation D Management systems
1.17. Which of the following is an aspect of implementation that can be changed indirectly rather than directly?
A Communication systems B Policies and procedures
C The nurturing of innovation D Short-term budgets
1.18. In order to steer strategy implementation efforts in the right direction, organisations make use of several strategy implementation drivers. The first three drivers, leadership, organisational culture and are paramount to the contemporary organisation as they concern the people of the organisation.
A resource allocation B reward systems
C organisational structure D functional tactics [Show Less]