C483 Practice questions
A)weakness and a threat.
with its strategy and, when discrepancies exist, taking corrective action.
A)span of control
dimensions is known as a(n) _____ strategy.
A)Skill improvement plan
A)Establishment of mission, vision, and goals
B)Analysis of external opportunities and threats
D)Analysis of internal strengths and weaknesses
A)used to add new businesses that produce related products or are involved in related markets and activities.
B)that involves expanding the domain of the organization into supply channels or to distributors.
C)employed for an organization that operates a single business and competes in a single industry.
D)used to add new businesses that produce unrelated products or are involved in unrelated markets and activities.
E)an organization uses to build competitive advantage by being unique in its industry or market segment along one or more dimensions.
Refer To: Table 4.1
A)Human resources assessment
B)supplier and distributor requirements.
C)those of another company.
a sudden change.
A)It is a long-term plan spanning over three years.
B)It is performed by top level managers.
C)It identifies specific plans and procedures.
D)It focuses only on processes required in the higher organizational levels.
E)It translates broad strategic goals into specific goals.
C)A mission statement
D)A BCG matrix
A. Emphasis is on mutual adjustment among people
B. More rules and formal procedures
C. Decentralized decision making
D. Highly customized products
E. Organic structure
latest Marques cell phone will get 20% off on their bill at FoodZone, with the offer being valid for six months. Which of the following best
describes this scenario?
authority to halt operations to correct problems.
B.total quantity management
B.research and development.
D.marketing and sales.
A. an organization with fewer levels of intervening management between staff and managers.
B. a form of organization that uses the principle of specialization based on function or role.
C. an organization that emphasizes flexibility.
D. an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge.
E. a form of organization that seeks to maximize internal efficiency.
A. Implement voluntary early retirement programs
B. Make slow, small, and frequent layoffs
C. Engage in excessive hiring
D. Use downsizing as a primary option when it comes to improving efficiency
E. Train people to cope with the new situation
A. An organic organization
B. A continuous improvement organization
C. A learning organization
D. A high-involvement organization
E. A mechanistic organization
B. ISO 9001
C. JIT system
D. six sigma
E. concurrent engineering
A. Research and development
B. Outbound logistics
D. Marketing and sales
A. Customer relationship management
B. Mass customization
C. Computer-integrated manufacturing
D. Value-added manufacturing
E. Total quality management
A. The leader defers to the board of directors for all decisions.
B. Employee involvement tends to be inadequate when the environment changes rapidly.
C. The organizational form is a flat, decentralized structure built around a customer, good, or service.
D. Lower-level employees are not accountable for a good or service delivery.
E. Task forces and study groups are not generally used because they are seen as a waste of time and resource.
high-quality products that meet customers’ needs.
A. Mass customization
B. Concurrent engineering
C. Flexible manufacturing
D. Just-in-time operation
E. Dynamic networking
A. customer-based integration
B. just-in-time control
C. ISO 9001
D. computer-integrated manufacturing
E. total quality management
A. firing lesser people than the right number as a process buffer.
B. arriving at the size at which a company performs most effectively.
C. hiring the right people for the right job.
D. determining the right size and composition of project teams.
E. estimating the human resource required to complete a project.
A. Strategic alliances
B. Just-in-time operations
C. Numerical quotas
D. Value chains
E. Retraining programs
leadership in and organizing around its _____.
A. product offerings
B. core capabilities
C. customer service
D. managerial talents
E. employee skills
A. strategic alliance
B. subordinate partnership
C. network organization
D. cluster organization
E. organizational alliance
A. Inbound logistics
B. Marketing and sales
C. Outbound logistics
E. Research and development
A. the value chain
B. total quality management
C. competitive analysis
D. customer analysis
E. the strategic triangle
A. Extensive training for workers
B. Customer and market focus
C. ISO 9001 certification
D. Use of JIT
E. Technological innovation
C. Technology development
D. Firm infrastructure
E. Human resource management
A. communication occurs through orders and instructions
B. jobholders rely more heavily on rules than on judgment
C. employees depend more on one another and relate more informally
D. obedience to authority is more important than commitment to the organization’s goals
E. decision making is centralized and formal
A. Mass customization
B. High agility
C. High flexibility
D. Large size
E. Centralized structure
own is called _____.
appreciated by their managers and company are examples of the _____.
business social structure
corporate rules and regulations
business trait map
Having confusion about corporate goals
Different people holding different values
Everyone believing in the firm’s practices
Fostering affective conflict and confusion
Having unclear principles to guide decisions
product that complements another product.
alternative to a product.
similar product in a completely different market.
auxiliary product by the same company.
duplicate, counterfeit product.
By understanding its environment, an organization can increase its complexity and dynamism.
With this understanding, organizations and individuals are able to understand past decisions and actions.
Today’s customers support only firms that care about the environment.
An organization’s environment is the only place to find solutions to an organization’s problems.
Without this understanding, organizations tend to miss opportunities or make poor decisions.
Contamination of raw material sources
Cost leadership strategy
Demographic changes in the labor force
conflicting competitive intelligence.
low levels of opportunity.
competitors and the economy.
government and social issues.
culture and climate.
legal and political factors.
customers and suppliers.
Sense of family
Rules and regulations
the suppliers dependence on a firm
the efficiency of supply chain management
the likelihood of new entrants
the power of suppliers
market share, Pluto reduced its dependency on laptops by venturing into tablets and smartphones. This is an example of _____.
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