Acquisitions often fail to deliver the successes that were predicted prior to acquisition. What is the main reason for this failure?
A. Premium price
B. Poor strategic leadership
C. Goodwill
D. Synergy
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Which of these is not an issue in selecting a business as a divestment candidate?
A. Current market position
B. Product life-cycle
C. Alternate uses for resources
D. The size of the business
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Which of the following is an aspect of implementation that can be changed indirectly if necessary?
A. Organizational structure
B. Information systems
C. Quality
D. Procedures
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A small company, with power concentrated in the hands of one central figure, tends to be what?
A. Centralized and formal
B. Centralized and informal
C. Decentralized and formal
D. Decentralized and informal
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Which one of the following types of organizations would benefit from a matrix structure?
A. Diverse independent businesses in a conglomerate
B. Organizations growing through merger and acquisition
C. Small companies with few plants and limited product or service diversity
D. Small, sophisticated service companies
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Which of these is not a reason for why employees resist the implementation of strategic changes?
A. Anxiety regarding jobs
B. Lack of necessary strategic resources
C. Lack of knowledge
D. Poor strategic leadership
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Which of these is not a main determinant of centralization/decentralization?
A. Geographical considerations (e g , location etc)
B. Costs
C. Size
D. Demographical considerations (e g , age; ethnicity etc)
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Which of these is not an identified form of organizational structure?
A. Intrapreneurial
B. Functional
C. Divisional
D. Matrix
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When are holding company structures are most useful?
A. For organizations in stable environments
B. Where appropriate business unit splits exist
C. For companies pursuing restructuring strategies
D. For large, multinational companies
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Which of these are characteristic of matrix structures?
A. Decentralization and co-ordination
B. Centralization and co-ordination
C. Decentralization and control
D. Centralization and control
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What is likely to be the effect of a logical corporate strategy but poor strategy implementation.
A. Strategic weaknesses and underachievement
B. Fragmented performance through strategic and structural flaws
C. Structural and stylistic flaws
D. Effectiveness but little efficiency
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Which of these is not a valid reason in support of focused strategies?
A. Greater control
B. Reduction of weak business to develop a strong core
C. Competence consolidation
D. Cost reduction
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Which of the following is not a strategic criteria for deciding which firms to retain in the organizational core?
A. The company's mission
B. Longevity
C. Financial performance over time
D. Relatedness of technologies
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Which of these is not an activity associated with restructuring?
A. Acquiring unrelated businesses
B. Intervening in business processes
C. Hoarding new businesses
D. Value optimization
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Corporate resource allocation may be different depending on the speed of growth of the organization. Which of the following is inappropriate when facing rapid growth?
A. Opportunities for synergy
B. Past allocations and budgets
C. Look to share activities
D. Assess desirability of outcomes to organizational strategy
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Which of the following is not an aspect of a definition of the term budgets?
A. Concerned with allocation of resources and investment
B. A strategic plan outlining means to utilize budget, make sales, and generate profits
C. Numerical or financial expression of money to be spent by departments and for what purpose
D. Information on cash-flow
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What are designed to guide managers in the pursuit and achievement of strategies and objectives?
A. Procedures
B. Budgets
C. Policies
D. Plans
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Strategy effectiveness and competitive success is dependent on which of the following groups of competencies?
A. Change, planning, learning
B. Content, change, planning
C. Content, change, learning
D. Learning, planning, content
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Which of the following competencies relates to functionality?
A. Providing excellent quality which is recognized by customers
B. Developing and introducing new processes for cost savings and speedier decision-making
C. Manage 'green' issues to avoid crises or create competitive advantage
D. Avoid business failures by becoming and staying crisis averse
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Doing things right and doing the right things are also known as?
A. Efficiency and effectiveness
B. Strategic competency and congruence
C. Strategic competency and strategy creation
D. Corporate strategy and synergy
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