STR 581 Week 5 Individual / Knowledge Check

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1. This is concerned with tracking a strategy as it is being implemented, detecting problems or changes in its underlying premises, and making necessary adjustments.

  • A. Strategy evaluation
  • B. Strategic implementation
  • C. Strategic control
  • D. Strategic decision-making

2. Strategic surveillance must be kept

  • A. as focused as possible
  • B. as unfocused as possible
  • C. as fast as possible
  • D. internal

3. 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.

  • A. CCC21
  • B. Incremental innovation
  • C. Continuous improvement
  • D. Six Sigma

4. CCC21 stands for

  • A. competitive cost competency in the 21st century
  • B. construction of cost competitiveness for the 21st century
  • C. cost chain competition for the 21st century
  • D. continuous cost competitiveness in the 21st century

5. The DMAIC (define, measure, analyze, improve, and control) process is relevant to

  • A. CCC21
  • B. balanced scorecard
  • C. strategic matrix analysis
  • D. Six Sigma

6. This idea factor involves following demographic and other broad trends and trying to develop ideas that may be relevant and useful.

  • A. Mental invention
  • B. Trend following
  • C. Market research
  • D. Solution spotting

7. While these may under perform established products in mainstream markets, they often offer features or capabilities appreciated by some fringe customer group.

  • A. Throughput technologies
  • B. Acquired innovations
  • C. Disruptive innovations
  • D. Lagging innovations

8. These are also referred to as crowdsourcing or open innovation.

  • A. Ideagoras
  • B. Disruptors
  • C. Sustainers
  • D. Golddiggers

9. Short-term objectives are usually

  • A. completed within 2 months
  • B. quantitative
  • C. qualitative
  • D. set to be completed within 5 years

10. Short-term objectives assist strategy implementation by identifying measurable outcomes of action plans or functional activities, which can make feedback, correction, and evaluation

  • A. more relevant and acceptable
  • B. more expensive
  • C. more difficult
  • D. more geared toward growth

11. Discussion about and agreement on short-term objectives help raise issues and potential conflicts within an organization that usually

  • A. need little coordination
  • B. require additional personnel
  • C. focus on public relations
  • D. require organizational coordination

12. Key, routine activities that must be undertaken in each department of the organization are

  • A. business tactics
  • B. resource tactics
  • C. functional tactics
  • D. corporate tactics

13. In which type of strategy do functional tactics translate into action designed to accomplish specific short-term objectives?

  • A. Corporate strategy
  • B. Grand strategy
  • C. Operational strategy
  • D. Tactical strategy

14. The effort to familiarize future leaders with the skills important to the company and to develop exceptional leaders among the managers you employ is

  • A. identifying an action plan
  • B. education and leadership development
  • C. developing principles
  • D. creating passion

15. Organizational culture includes important assumptions shared by members of the organization. These assumptions are often

  • A. very similar to all other organizations in that industry
  • B. very obvious to outsiders
  • C. unstated
  • D. formalized

16. 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'

  • A. dissemination of stories and legends about core values
  • B. emphasis on key themes or dominant values
  • C. building time into the organization
  • D. managing the firm globally

17. These create differences across national boundaries that influence how people interact, read personal cues, and otherwise interrelate socially.

  • A. Values
  • B. Religions
  • C. Social norms
  • D. Educations

18. A leader’s vision should be

  • A. varied
  • B. complex
  • C. simple
  • D. long

 

    • 9 years ago
    STR/581 Week 5 Knowledge Check / (18/18 correct)
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