___________________ are those plans that are extended beyond three years. (a) Short Term Plans ; (b) Long Term Plans ; (c) Specific Plans ; (d) Strategic Plans

___________________ are those plans that are extended beyond three years. (a) Short Term Plans ; (b) Long Term Plans ; (c) Specific Plans ; (d) Strategic Plans
by

1 Answer

Answer :

 (b) Long Term Plans ; 
by

Related questions

Strategic management can be defined as: a) a process of setting written long-term profit plans for the organization. b) a process of measuring performance of the organization. c) a process of operational planning. d) a process of setting long-term direction for the organization

Description : Strategic management can be defined as: a) a process of setting written long-term profit plans for the organization. b) a process of measuring performance of the organization. c) a process of operational planning. d) a process of setting long-term direction for the organization

Last Answer : a process of setting long-term direction for the organization

Strategic planning: (a) Addresses the organization's basic mission or business, issuing broad statements of purpose or direction that have a long lead time. (b) Involves managers in each unit of an organization who are responsible for achieving the unit's objectives within a specified period of time. (c) Looks specifically at resources, finances, and market conditions to determine ways to accomplish the overall plans of the organization. (d) Determines the day-to-day operations within an organization.

Description : Strategic planning: (a) Addresses the organization's basic mission or business, issuing broad statements of purpose or direction that have a long lead time. (b) Involves managers in each unit of ... overall plans of the organization. (d) Determines the day-to-day operations within an organization.

Last Answer : (a) Addresses the organization's basic mission or business, issuing broad statements of purpose or direction that have a long lead time.

What is NOT a ‘Critical Tasks of Strategic Management? A. Formulate the company’s mission B. Select a set of short-term objectives that will achieve the most desirable results C. Conduct an internal analysis D. Assess the external environment – competitive and general contexts

Description : What is NOT a ‘Critical Tasks of Strategic Management? A. Formulate the company’s mission B. Select a set of short-term objectives that will achieve the most desirable results C. Conduct an internal analysis D. Assess the external environment – competitive and general contexts

Last Answer : Select a set of short-term objectives that will achieve the most desirable results

What is NOT a ‘Critical Tasks of Strategic Management? A. Formulate the company’s mission B. Select a set of short-term objectives that will achieve the most desirable results C. Conduct an internal analysisD. Assess the external environment – competitive and general contexts

Description : What is NOT a ‘Critical Tasks of Strategic Management? A. Formulate the company’s mission B. Select a set of short-term objectives that will achieve the most desirable results C. Conduct an internal analysis D. Assess the external environment – competitive and general contexts

Last Answer : Select a set of short-term objectives that will achieve the most desirable results

In strategic thinking, how long is the long term, approximately? a. 1 Month to 1 year b. 2 to 3 years c. 3 to 5 years d. More than 5 years

Description : In strategic thinking, how long is the long term, approximately? a. 1 Month to 1 year b. 2 to 3 years c. 3 to 5 years d. More than 5 years

Last Answer : More than 5 years

In Strategic Thinking, how long is long term approximately ?1 month to 1 year B. 2 to 3 years C. 3 to 5 years D. More than 5 years

Description : In Strategic Thinking, how long is long term approximately ? 1 month to 1 year B. 2 to 3 years C. 3 to 5 years D. More than 5 years

Last Answer : More than 5 years

Which of the following are typically seen as being associated with strategic decisions? Select one: a. HR and Technology strategies b. The detailed planning of a department's work over the next monthc. The organization’s long-term directiond. values and expectations of powerful actors in the organization

Description : Which of the following are typically seen as being associated with strategic decisions? Select one: a. HR and Technology strategies b. The detailed planning of a department's work over the ... The organization's long-term direction d. values and expectations of powerful actors in the organization

Last Answer : The organization’s long-term direction

Which of the following is typically NOT seen as being associated with strategic decision ? A. The Organization’s long term direction B. The detailed planning of a Department’s work over the next month C. The Values and expectations of powerful players in the Organization D. The scope of the Organization’s activities

Description : Which of the following is typically NOT seen as being associated with strategic decision ? A. The Organization's long term direction B. The detailed planning of a Department's work over the ... and expectations of powerful players in the Organization D. The scope of the Organization's activities

Last Answer : The detailed planning of a Department’s work over the next month

Strategic Factors are those External and Internal Elements that would determine the future of the Corporation

Description : Strategic Factors are those External and Internal Elements that would determine the future of the Corporation

Last Answer : True

The belief that a firm's obligation goes beyond that required by law and economics, and includes a pursuit of long-term goals that are good for society is known as: (a) Social responsiveness ; (b) Ethical responsibility ; (c) Social responsibility ; (d) Social obligation

Description : The belief that a firm's obligation goes beyond that required by law and economics, and includes a pursuit of long-term goals that are good for society is known as: (a) Social responsiveness ; (b) Ethical responsibility ; (c) Social responsibility ; (d) Social obligation

Last Answer :  (c) Social responsibility ;

Which of the following sentences best summarizes the differences between the red and blue oceans strategies? A. Red oceans are about avoiding head-to-head competition while blue oceans are about rivals fighting over a shrinking profit pool. B. Blue oceans represent all the industries in existence today while red oceans are those where companies beat competition C. In the red oceans, industry boundaries are defined and accepted and the competitive rules of the game are known. Blue oceans are occasionally created well beyond existing industry boundaries. D. All the above options are valid

Description : Which of the following sentences best summarizes the differences between the red and blue oceans strategies? A. Red oceans are about avoiding head-to-head competition while blue oceans are ... are occasionally created well beyond existing industry boundaries. D. All the above options are valid

Last Answer : In the red oceans, industry boundaries are defined and accepted and the competitive rules of the game are known. Blue oceans are occasionally created well beyond existing industry boundaries.

Which of the following sentences best summarizes the differences between the red and blue oceans strategies? A. Red oceans are about avoiding head-to-head competition while blue oceans are about rivals fighting over a shrinking profit pool. B. Blue oceans represent all the industries in existence today while red oceans are those where companies beat competition C. In the red oceans, industry boundaries are defined and accepted and the competitive rules of the game are known. Blue oceans are occasionally created well beyond existing industry boundaries. D. All the above options are valid

Description : Which of the following sentences best summarizes the differences between the red and blue oceans strategies? A. Red oceans are about avoiding head-to-head competition while blue oceans are ... occasionally created well beyond existing industry boundaries. D. All the above options are valid

Last Answer : In the red oceans, industry boundaries are defined and accepted and the competitive rules of the game are known. Blue oceans are occasionally created well beyond existing industry boundaries

What term is used for an organisation capable of continual regeneration from a variety of knowledge and within a culture that encourages mutual questioning. A. Strategic organisation B. Learning organisation C. Pluralistic organisation D. Evolutionary organisation

Description : What term is used for an organisation capable of continual regeneration from a variety of knowledge and within a culture that encourages mutual questioning. A. Strategic organisation B. Learning organisation C. Pluralistic organisation D. Evolutionary organisation

Last Answer : Learning organisation

What term is used for an organization capable of continual regeneration from a variety of knowledge and within a culture that encourages mutual questioning. A. Strategic organisation B. Learning organisation C. Pluralistic organisation D. Evolutionary organisation

Description : What term is used for an organization capable of continual regeneration from a variety of knowledge and within a culture that encourages mutual questioning. A. Strategic organisation B. Learning organisation C. Pluralistic organisation D. Evolutionary organisation

Last Answer : Learning organisation

What term is used for an Organization’s abilities to renew and recreate it’s strategic Capabilities to meet the needs of a changing Environment ? A. Competent Substitution B. Core Competency C. Renewability D. Dynamic Capabilities

Description : What term is used for an Organization’s abilities to renew and recreate it’s strategic Capabilities to meet the needs of a changing Environment ? A. Competent Substitution B. Core Competency C. Renewability D. Dynamic Capabilities

Last Answer : Dynamic Capabilities

The average life span for a strategic alliance is about: a) 10 years b) 3 yearsc) 7 yearsd) 5 years

Description : The average life span for a strategic alliance is about: a) 10 years b) 3 years c) 7 years d) 5 years

Last Answer : 7 years

What term is used for corporate development beyond current products and markets, but within the capabilities or the value network of the organisation? A. Backward integration B. Related diversification C. Vertical integration D. Divergent diversification

Description : What term is used for corporate development beyond current products and markets, but within the capabilities or the value network of the organisation? A. Backward integration B. Related diversification C. Vertical integration D. Divergent diversification

Last Answer : Related diversification

What term is used for corporate development beyond current products and markets, but within the capabilities or the value network of the organisation? A. Backward integration B. Related diversification C. Vertical integration D. Divergent diversification

Description : What term is used for corporate development beyond current products and markets, but within the capabilities or the value network of the organisation? A. Backward integration B. Related diversification C. Vertical integration D. Divergent diversification

Last Answer : Related diversification

The type of planning that is equated with more specific data or detailed in nature is called:1. Strategic 2. Operational 3. Short term 4. Tactical

Description : The type of planning that is equated with more specific data or detailed in nature is called: 1. Strategic  2. Operational  3. Short term  4. Tactical

Last Answer : 4. Tactical

____ plans have clearly defined objectives. (a) Directional ; (b) Flexible ; (c) Specific ; (d) Standing

Description : ____ plans have clearly defined objectives. (a) Directional ; (b) Flexible ; (c) Specific ; (d) Standing

Last Answer :  (c) Specific ;

Another name for GE 9 cell model is a. Three colour matrix b. Stop light matrix c. Strategic Portfolio Matrix d. Colour light matrix

Description : Another name for GE 9 cell model is a. Three colour matrix b. Stop light matrix c. Strategic Portfolio Matrix d. Colour light matrix

Last Answer : Stop light matrix

The three major types of forecasts used by business organizations are (a) strategic, tactical, and operational ; (b) economic, technological, and demand (c) exponential smoothing, Delphi, and regression ; (d) departmental, organizational, and territorial

Description : The three major types of forecasts used by business organizations are (a) strategic, tactical, and operational ; (b) economic, technological, and demand (c) exponential smoothing, Delphi, and regression ; (d) departmental, organizational, and territorial

Last Answer : (b) economic, technological, and demand

For those who have purchased new cars, did you also purchase extended warranties and/or maintenance plans?

Description : For those who have purchased new cars, did you also purchase extended warranties and/or maintenance plans?

Last Answer : answer:I almost never take any of those deals. I loathe all that bullshit when you sit down with the finance people, and it's part of why I hate buying cars. He looked baffled either because ... think you're done with the haggling and decision making they bring it on again in the finance room.

___________________ is designed to solve a specific problem or to do a specific task. a) Application Software b) System Software c) Utility Software d) User

Description : ___________________ is designed to solve a specific problem or to do a specific task. a) Application Software b) System Software c) Utility Software d) User

Last Answer : Answer: a Explanation: An application software is specific to solving a specific problem. System software is designed for controlling the operations of a computer system

Marketing planning is a continuous process because A)marketing activities must parallel those of competitors. B)the time frame of plans must co -ordinate with the time frame of marketing controls. C)to have effective control, new control processes must be introduced. D)plans must be changed as forces in the marketing environment change. E)marketing managers tend to develop marketing myopia and focus on short -term plans.

Description : Marketing planning is a continuous process because A)marketing activities must parallel those of competitors. B)the time frame of plans must co -ordinate with the time frame of marketing controls. C ... change. E)marketing managers tend to develop marketing myopia and focus on short -term plans.

Last Answer : E)marketing managers tend to develop marketing myopia and focus on short -term plans.

Subsidiaires located in countries which are less crucial for success while holding low level of resources and capabilities are...? A. Dogs B. Implementers C. White Knights D. Strategic Leaders

Description : Subsidiaires located in countries which are less crucial for success while holding low level of resources and capabilities are...? A. Dogs B. Implementers C. White Knights D. Strategic Leaders

Last Answer : Implementers

Subsidiaires located in countries which are crucial for success while holding valuable resources and capabilities are...?A. Bright Stars B. Sunshine C. Strategic Leaders D. White Knights

Description : Subsidiaires located in countries which are crucial for success while holding valuable resources and capabilities are...? A. Bright Stars B. Sunshine C. Strategic Leaders D. White Knights

Last Answer : Strategic Leaders

International strategic options can be derived, from a consideration of geographical dispersion or concentration of various activities and.... A. Degree of international co-ordination B. Degree of Political Stability C. Degree of Competitive Advantage D. None of the above

Description : International strategic options can be derived, from a consideration of geographical dispersion or concentration of various activities and.... A. Degree of international co-ordination B. Degree of Political Stability C. Degree of Competitive Advantage D. None of the above

Last Answer : Degree of international co-ordination

For international companies, sources of competitive advantage can be drawn from the..............configuration of their........ network A. Technology, Security B. Strategic, Resource C. International, Value D. None of the above

Description : For international companies, sources of competitive advantage can be drawn from the..............configuration of their........ network A. Technology, Security B. Strategic, Resource C. International, Value D. None of the above

Last Answer : International, Value

_________________ happens when organizations lose pace with changes in the operating enviroment? A. Strategic Flaw B. Strategic Drift C. Strategic Blunder D. Strategic Disaster

Description : _________________ happens when organizations lose pace with changes in the operating enviroment? A. Strategic Flaw B. Strategic Drift C. Strategic Blunder D. Strategic Disaster

Last Answer : Strategic Drift

Ansoff's matrix is useful for what? A. Integrating a business's marketing strategy with general strategic direction B. Establishing an editorial calendar for staff to follow C. Understanding buyer personas and buyer behaviour D. Hiring new staff and training them on marketing tactics

Description : Ansoff's matrix is useful for what? A. Integrating a business's marketing strategy with general strategic direction B. Establishing an editorial calendar for staff to follow C. Understanding buyer personas and buyer behaviour D. Hiring new staff and training them on marketing tactics

Last Answer : Integrating a business's marketing strategy with general strategic direction

Strategic drift is…. A. When strategies progressively fail to address the environmental dynamics, and performance deteriorates. B. Mismatch between Vision Statement and Value Statement C. Mismatch between Vision Statement and Mission Statement D. Mismatch between Mission Statement and Resources

Description : Strategic drift is…. A. When strategies progressively fail to address the environmental dynamics, and performance deteriorates. B. Mismatch between Vision Statement and Value Statement C. Mismatch between Vision Statement and Mission Statement D. Mismatch between Mission Statement and Resources

Last Answer : When strategies progressively fail to address the environmental dynamics, and performance deteriorates.

This strategy is an expression of desired strategic direction deliberately formulated & planned in terms of resource allocation, control systems, organizational structure etc. A. Intended strategy B. Realized strategy C. Emergent strategy D. None of these options are valid.

Description : This strategy is an expression of desired strategic direction deliberately formulated & planned in terms of resource allocation, control systems, organizational structure etc. A. Intended strategy B. Realized strategy C. Emergent strategy D. None of these options are valid.

Last Answer : Intended strategy

A strategic gap is an un-exploited competitive opportunity. The following is an examples of a Strategic Gap. A. Opportunities in substitute industries B. Opportunities for complementary products and services C. Opportunities over time D. All of these options are valid

Description : A strategic gap is an un-exploited competitive opportunity. The following is an examples of a Strategic Gap. A. Opportunities in substitute industries B. Opportunities for complementary products and services C. Opportunities over time D. All of these options are valid

Last Answer : All of these options are valid

Which of these statements apply to Strategic Groups. A. Organizations within an industry following similar strategies or competing on similar bases. B. Examples, in grocery retailing are supermarkets, convenience stores and corner shops. C. Helps with understanding the similarities and differences in bases of segmentation D. All of these options apply

Description : Which of these statements apply to Strategic Groups. A. Organizations within an industry following similar strategies or competing on similar bases. B. Examples, in grocery retailing are supermarkets ... the similarities and differences in bases of segmentation D. All of these options apply

Last Answer : All of these options apply

Switching costs refer to the: A. Cost to a producer to exchange equipment in a facility when new technologies emerge. B. Cost of changing the firm’s strategic group. C. Costs suppliers incur when selling to a different customer. D. Costs customers incur when buying from a different supplier.

Description : Switching costs refer to the: A. Cost to a producer to exchange equipment in a facility when new technologies emerge. B. Cost of changing the firm’s strategic group. C. Costs suppliers incur when selling to a different customer. D. Costs customers incur when buying from a different supplier.

Last Answer : Costs customers incur when buying from a different supplier.

Which of the following is NOT a major element of the strategic management process? A. Formulating strategy B. Implementing strategy C. Evaluating strategy D. Assigning administrative tasks

Description : Which of the following is NOT a major element of the strategic management process? A. Formulating strategy B. Implementing strategy C. Evaluating strategy D. Assigning administrative tasks

Last Answer : Assigning administrative tasks

The following is NOT a benefit of Strategic ManagementA. Resistance to change is reducedB. Reduces gaps/overlaps in activities among employees C. All of these options are correctD. Formulates a clear defect reduction plan in the quality department

Description : The following is NOT a benefit of Strategic Management A. Resistance to change is reduced B. Reduces gaps/overlaps in activities among employees C. All of these options are correct D. Formulates a clear defect reduction plan in the quality department

Last Answer : Formulates a clear defect reduction plan in the quality department

The ideal strategic management team DOES NOT includes…. A. Chief executive officer (CEO) B. Product managers C. Heads of functional areas D. Shop-floor managers

Description : The ideal strategic management team DOES NOT includes…. A. Chief executive officer (CEO) B. Product managers C. Heads of functional areas D. Shop-floor managers

Last Answer : Shop-floor managers

Which of these statements are true, with respect to ‘Dimensions of Strategic Decisions’? A. Strategic issues require middle-management decisions B. Strategic issues require large amounts of the firm’s resources C. Strategic issues require considering only the firm’s external environment D. None of these options

Description : Which of these statements are true, with respect to Dimensions of Strategic Decisions'? A. Strategic issues require middle-management decisions B. Strategic issues require large amounts of the ... . Strategic issues require considering only the firm's external environment D. None of these options

Last Answer : Strategic issues require large amounts of the firm’s resources

Strategic decisions are …… A. Medium-scale B. Operational & Tactical C. Company’s “production plan” D. None of these options

Description : Strategic decisions are …… A. Medium-scale B. Operational & Tactical C. Company’s “production plan” D. None of these options

Last Answer : None of these options

The Strategic Management process should be addressed only by top-level Executives. Mid-level and Low-level Employees are best equipped to implement Co’s Strategies

Description : The Strategic Management process should be addressed only by top-level Executives. Mid-level and Low-level Employees are best equipped to implement Co’s Strategies

Last Answer : False

Strategic Management recognizes the trade-offs between effectiveness & efficiency

Description : Strategic Management recognizes the trade-offs between effectiveness & efficiency

Last Answer : True

For the Strategic Planning process to be effective, Organizations must continually strengthen the “good ethics is good business” policy

Description : For the Strategic Planning process to be effective, Organizations must continually strengthen the “good ethics is good business” policy

Last Answer : True

Effective Strategic Management is ritualistic, predictable and formal

Description : Effective Strategic Management is ritualistic, predictable and formal

Last Answer : False

Application of the Strategic Management process is typically more formal in larger and well established Organizations

Description : Application of the Strategic Management process is typically more formal in larger and well established Organizations

Last Answer : True

Identifying an Organization’s existing Vision, Mission, Objectives and Strategies is the final step for the Strategic Management Process

Description : Identifying an Organization’s existing Vision, Mission, Objectives and Strategies is the final step for the Strategic Management Process

Last Answer : False

The Middle Manager is the most visible and critical Strategic Manager

Description : The Middle Manager is the most visible and critical Strategic Manager

Last Answer : False

Strategic Management is an attempt to organize qualitative and quantitative information in a way that allows effective decisions to be made under conditions of uncertainty

Description : Strategic Management is an attempt to organize qualitative and quantitative information in a way that allows effective decisions to be made under conditions of uncertainty

Last Answer : True

An objective, logical, systematic approach for making major decisions in an Organization is a way to describe the Strategic Management process

Description : An objective, logical, systematic approach for making major decisions in an Organization is a way to describe the Strategic Management process

Last Answer : True