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cbme > chap 1: strategic management model > Flashcards

chap 1: strategic management model Flashcards

1
Q

What does the 21st century epitomize?

A

The reality of dynamism.

The 21st century epitomizes the reality of dynamism.

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2
Q

What state is today’s milieu in?

A

A state of fluidity.

In fact, today’s milieu is in a state of fluidity.

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3
Q

Is the certainty of change universal?

A

Yes.

The certainty of change is universal.

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4
Q

What is the current landscape of competition like?

A

Highly threatening and daunting.

The current landscape of competition is highly threatening and daunting.

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5
Q

Is a fundamental feature of new company?

A

Hypercompetition

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6
Q

Occurs when product/service offerings and technologies are so new that standards become unstable and competitive advantage is not sustainable.

A

Hypercompetition

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7
Q

Is a condition whereby strategic maneuverings have escalated to bigger business exposure, more sophisticated marketing positioning, aggressive selling, and innovative products and services.

A

Hypercompetition

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8
Q

It is a situation where both globalization and technology collaborate to create a heightened cut-throat situation.

A

Hypercompetition

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9
Q

Is a continuous process of strategy creation.

A

Strategic Management

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10
Q

It involves strategic processes like strategic analysis and decision-making, strategy formulation and implementation, and strategic control, with the primary objectives of achieving and maintaining better alignment of corporate policies, priorities, and success.

A

Strategic Management

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11
Q

Consists of a systematic evaluation of variables currently existing in the external and internal environments.

A

Strategic Analysis

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12
Q

Is deliberately bringing together the right resources for the right markets at the right time.

A

Strategic decision-making

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13
Q

Is designing strategies on the business and corporate levels.

A

Strategy formulation

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14
Q

Is employing these crafted strategies to achieve organizational set goals and objectives.

A

Strategy Implementation

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15
Q

Is the application of an appropriate monitoring and feedback system.

A

Strategic control

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16
Q

If strategic analysis is accurately conducted, organizations can develop what?

A

Strategic intelligence

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17
Q

is the capability of an organization to possess relevant and related knowledge, abilities, foresight, and systems thinking such that it is able to assess its own strengths and vulnerabilities, the pressing challenges confronting the organization, as well as the trends and opportunities existing in the environment.

A

Strategic Intelligence

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18
Q

If strategic decision-making is correctly effected, organizations can acquire the capability of what?

A

Strategic thinking

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19
Q

Is the cognitive process of competently and analytically weighing factors and arriving at critical decisions in the context of the current milieu of which an organization is part

A

Strategic thinking

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20
Q

If strategic formulation is uniquely designed and effectively communicated, organizations have greater possibilities of attaining what?

A

Organizational competitiveness

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21
Q

Pertains to the ability of any business or company to utilize its resources optimally and sustainably for maximum performance and productivity.

A

Organizational competitiveness

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22
Q

If strategic implementation is efficiently employed, organizations can achieve what?

A

Comparative advantage

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23
Q

Refers to the ability of an organization to produce a particular good or service at lower marginal and opportunity costs than its competitors.

A

Comparative advantage

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24
Q

If strategic control is productively monitored, organizations can realize what?

A

Strategic performance is the accomplishment of a high level of productivity that is characterized by efficiency in the context of lean and quantifiable management.

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25
Q

Is the accomplishment of a high level of productivity that is characterized by efficiency in the context of lean and quantifiable management.

A

Strategic performance

26
Q

A continuous, repetitive, and competitive process of setting the goals and objectives that an organization aims to attain, defining the means to achieve them, and assessing the best way to realize them in the context of the prevailing environment while measuring performance through set standards and periodically but continuously conducting reassessments.

A

STRATEGIC PLANNING

27
Q

Two principal types of plans

A

medium/long-range plan and annual/yearly plan

28
Q

Prepared in the context of the coming three to five, ten, or more years.

A

Medium/long-range plan

29
Q

Describes the major factors or forces that affect the organization’s long-term objectives, strategies, and resources required.

A

Medium/long-range plan

30
Q

Short-term; succinctly describes the organization’s present situation, its goals and objectives, strategies, monitoring mechanisms, and the budget for the year ahead.

A

Annual/yearly plan

31
Q

An inspirational statement of what the organization hopes to achieve at some point in the future.

A

ORGANIZATIONAL VISION

32
Q

The image of what an organization desires to achieve.

A

ORGANIZATIONAL VISION

33
Q

Short and succinct but carries an extraordinary force that will stir, motivate, and inspire employees to work and refocus toward its desired optimal future state.

A

ORGANIZATIONAL VISION

34
Q

Defines the current purpose of an organization.

A

MISSION STATEMENT

35
Q

Answers what the organization does, for whom it is done, and how it does what it does.

A

MISSION STATEMENT

36
Q

Are pursued on their respective purpose and direction. They are macro, encompassing in perspective and prospective in nature.

A

Organizational goals

37
Q

They are micro and specific in perspective.

A

Objectives

38
Q

Are, in general, externally focused.

A

Strategic objectives

39
Q

According to him objectives fall into eight major classifications.

A

Peter Drucker (2008)

40
Q

Like desired share of the current and new markets.

A

Market standing

41
Q

Like development of new goods, services, and of skills and methods required to supply them.

A

Innovation

42
Q

Like selection and development of employees.

A

Human resources

43
Q

Like identification of sources of capital and their uses.

A

Financial resources

44
Q

Like equipment and facilities and their uses.

A

Physical resources

45
Q

Like efficient use of the resources relative to output.

A

Productivity

46
Q

Like awareness and respon- siveness to the effects on the community of the stakeholders.

A

Social responsibility

47
Q

Like achievement of measurable financial well-being and growth.

A

Profit requirements

48
Q

vary from one organization to another.

A

VALUES

49
Q

inherent roots of motivation within an individual, an organization, a community, or a nation.

A

VALUES

50
Q

by nature, ingrained and more stable and enduring

A

VALUES

51
Q

both intellectual and behavioral, serving as bases for the organization’s actions and way of thinking

A

VALUES

52
Q

Values are generally exhibited in two different ways:

A

beliefs and attitudes

53
Q

are cognitive manifestations

A

beliefs

54
Q

are characteristically behavioral.

A

attitudes

55
Q

characteristically broader in scope; includes other variables aside from values: the organization’s dreams, aspirations, interests, expectations, philosophies, leadership and management styles, and ethical practices

A

value system

56
Q

indicates the hierarchy of values ranked by organizations

A

value system

57
Q

the regular and repetitive patterns of attitudes and behavior organization exhibited by employees of an organisation

A

ORGANIZATIONAL CLIMATE

58
Q

a measure of the health of an organization

A

ORGANIZATIONAL CLIMATE

59
Q

manifests whether employees are happy, hard working, and motivated or otherwise: whether good interpersonal relationships exist between and among different levels of management; and whether the work environment is acceptable and conducive to productivity

A

ORGANIZATIONAL CLIMATE

60
Q

a system of knowledge and common values which can be exhibited and evaluated similarly by people even with different backgrounds and at different levels within the organization

A

ORGANIZATIONAL CULTURE

61
Q

more solid, stable, and long-term because it presents the organization’s culture from its inception to where it is; showing how the culture of an organization evolved through the years

A

ORGANIZATIONAL CULTURE

62
Q

unique and largely and generally influenced by the leadership of the top management

A

ORGANIZATIONAL CULTURE

cbme (9 decks)

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