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