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PM4 > PM4 Exam prep > Flashcards

PM4 Exam prep Flashcards

1
Q

What is strategy

A

The long term direction of an organization formed by choices and actions

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2
Q

What is the golden circle

A

what, how and why (why is in the centre of the circle)

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3
Q

The Mission is about

A

Why (aims to provide employees and stakeholders with clarity about what the organization is fundamentally there to do)

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4
Q

The vision is about

A

What (the future the organization seeks to take. What do we want to achieve?)

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5
Q

An organizations strategy should be derived from

A

Why

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6
Q

Corporate values change over time

A

False (these statements do not change with circumstances)

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7
Q

what are different levels of strategy:
a) Corporate level, Business level and functional level strategy
b) Corporate level, Company level and Functional level strategy
c) Functional level, Cost level, Differentiation level strategy

A

Corporate level, Business level and functional level strategy

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8
Q

what is Corporate-level strategy:
a) focuses on the overall scope of an organization and how value is added to business units (Market share growth)
b) the way a business seeks to compete in its market (Product diversification)
c)how different parts of the organization deliver the strategy effectively

A

focuses on the overall scope of an organization and how value is added to business units (Market share growth)

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9
Q

what is business-level strategy:
a) focuses on the overall scope of an organization and how value is added to business units (Market share growth)
b) the way a business seeks to compete in its market (Product diversification)
c)how different parts of the organization deliver the strategy effectively

A

the way a business seeks to compete in its market (Product diversification)

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10
Q

what is functional strategy:
a) focuses on the overall scope of an organization and how value is added to business units (Market share growth)
b) the way a business seeks to compete in its market (Product diversification)
c)how different parts of the organization deliver the strategy effectively

A

how different parts of the organization deliver the strategy effectively

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11
Q

what are Statements of Corporate Value:
a) Specific outcomes that are to be achieved
b) statements that communicate the core principles that guide an organization’s strategy

A

statements that communicate the core principles that guide an organization’s strategy

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12
Q

What are statement objectives:
a) Specific outcomes that are to be achieved
b) statements that communicate the core principles that guide an organization’s strategy

A

Specific outcomes that are to be achieved

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13
Q

what are examples of statement objectives

A

Goals, Scope of activities and the advantages or capabilities it brings to these goals and activities (profit, market share, Triple bottom line)

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14
Q

what is the triple bottom line

A

Economic, social and environmental

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15
Q

How many elements does the Exploring strategy Framework have
a) 5
b)2
c) 3

A

it has 3 major elements: Strategic Position, Strategic Choices and Strategy in action

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16
Q

What are the strategy development processes:
a) The rational-analytic view and The emergent view
b) the alnalytic and emergent view
c) the explorer view and the ratio-analythic view

A

The rational-analytic view and The emergent view

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17
Q

what is the rational-analytic view:
a) strategies often do not simply develop as in tended or planned but tend to emerge in organization over time as a result of ad hoc (incremental adaptation, inspired by actions in the organization)
b) strategies are developed through rational and analytical processes

A

B

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18
Q

the emergent strategy view:
a) strategies often do not simply develop as in tended or planned but tend to emerge in organization over time as a result of ad hoc (incremental adaptation, inspired by actions in the organization)
b) strategies are developed through rational and analytical processes

A

A

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19
Q

How will you pass your propaedeutic year:
a) organizational/operational
b) strategy
c) tactics

A

Tactics

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20
Q

How will you get your dream job
a) organizational/operational
b) strategy
c) tactics

A

strategy

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21
Q

How will you pass next week’s exam
a) organizational/operational
b) strategy
c) tactics

A

Organizational/Operational

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22
Q

what is strategy:
a) a written outline of specific actions you are going to take ta address a problem or achieve a goal (how will I pass my propaedeutic phase)
b) a long term direction (dream job)
c) how and why we act the way we do (how will you pass next week’s exam)

A

a long term direction (dream job)

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23
Q

What is Tactics:
a) a written outline of specific actions you are going to take ta address a problem or achieve a goal (how will I pass my propaedeutic phase)
b) a long term direction (dream job)
c) how and why we act the way we do (how will you pass next week’s exam)

A

a written outline of specific actions you are going to take ta address a problem or achieve a goal (how will I pass my propaedeutic phase)

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24
Q

what is organizational/operational:
a) a written outline of specific actions you are going to take ta address a problem or achieve a goal (how will I pass my propaedeutic phase)
b) a long term direction (dream job)
c) how and why we act the way we do (how will you pass next week’s exam)

A

how and why we act the way we do (how will you pass next week’s exam)

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25
Q

what are the three horizons
a) current core activities, emerging activities, create viable options
b) past core activities, new activities, new options
c) future core activities, emerging activities, create viable options

A

Horizon 1 - current core activities
Horizon 2 - emerging activities
Horizon 3 - create viable options

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26
Q

what is a strategic direction
a) long-term objectives or trajectory
b) short-term objectives or trajectory
c) current objectives or trajectory

A

long-term objectives or trajectory

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27
Q

what are the three main Strategy Statement themes:
a) fundamental, scope of domain of activities, capabilities
b) emergent, ratio-analythic, explorer
c) fundamental, domain of activities, operations

A

Fundamental (mission, vision, objectives)
The scope of domain of the activities
Advantages/capabilities the organization has to deliver

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28
Q

what are the different types of macro-environmental models

A

PESTEL, DESTEP, PEST

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29
Q

what is a subsidy factor within the PESTEL
a) political
b) legal
c) economical

A

Political

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30
Q

PESTLE alone is a complete tool to analyze the macro-environment

A

False

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31
Q

In which layer of the business environment circle are the competitors and markets:
a) outer
b) middle
c) inner

A

Inner

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32
Q

in which layer of the business environment circle is the industry/sector:
a) outer
b) middle
c) inner

A

middle

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33
Q

in which layer of the business environment circle is the macro-environment:
a) outer
b) middle
c) inner

A

outer

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34
Q

NGO is part of the non-market environment

A

true

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35
Q

to which business layer does the inflation belong to
a) micro-environmental
b) competitors
c) macro-environmental

A

macro-environmental

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36
Q

What are the PESTEL, DESTEP and PEST analysis used for

A

forecasting, scenario analysis

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37
Q

what is forecasting used for
a) makig predictions based on feelings
b) making strategic decisions about future conditions and outcomes
c) guessing the levels of deman for next year

A

making strategic decisions about future conditions and outcomes. they are based on PESTEL factors

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38
Q

accurate forecasting is highly difficult

A

true

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39
Q

what are the three types of forecasting

A

single-point forecast (low level of uncertainty)
range forecast (medium level of uncertainty)
multiple future forecast (high level of uncertainty)

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40
Q

What are the directions of change:
a) trends, inflexion points, strong signals
b) megatrends, inflexion points, weak signals
c) strong and weak signals, inflexion points

A

Megatrends
Inflexion points - moments when trends shift in direction
weak signals

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41
Q

what is scenario analysis:
a) the process of analyzing future events by considering alternative options
b) the process of analyzing future events by concidering one alternative option
c) the process of analyzing current events and making up alternative scenarios

A

process of analyzing future events by considering alternative outcomes
(how the macro-environment might change in the future, long term)

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42
Q

what is the scenario analysis process
a) define scope, identify key drivers, develop distinctive scenarios, identify developments, monitor progress
b) define scope, identify key drivers, develop distinctive scenarios, identify progress, monitor progress
c) define scope, identify key drivers, develop distinctive scenarios, identify impacts, monitor progress

A

Define scope (industry, region)
Identify key drivers (PESTEL, forecasts)
Develop distinctive scenarios
Identify impacts (check and adapt start)
Monitor progress

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43
Q

supplier is part of the market environment

A

true

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44
Q

Product stewardship is focused on?
a) end of use cycle of the products/service
b) entire value chain and life cycle of the product/service
c) end of life cycle of the products/service

A

entire value chain and life cycle of the product/service

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45
Q

Brokers bring new ideas and members from one network to another

A

True

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46
Q

Hubs connect a few members in networks

A

False

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47
Q

Which dimensions are part of the political risk analysis dimension
a) internal-external, macro-micro
b) internal-broad, macro-micro

A

A

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48
Q

Macro-micro dimensions and internal-broad dimensions are part of the political risk analysis dimension

A

False

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49
Q

Discretionary spend industries are:
a) industries with high fixed labour, land and equipment costs (airlines, steel, hotels)
b) purchasers can easily put off their spending for a year or so (furniture, restaurants, car, house)

A

purchasers can easily put off their spending for a year or so (furniture, restaurants, car, house)

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50
Q

High fixed cost industries:
a) industries with high fixed labour, land and equipment costs (airlines, steel, hotels)
b) purchasers can easily put off their spending for a year or so (furniture, restaurants, car, house)

A

industries with high fixed labour, land and equipment costs (airlines, steel, hotels)

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51
Q

Hubs

A

Connect many members in networks

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52
Q

Dense networks/ Small networks
a) members are closely connected
b) members are not closely connected
c) only a few members are closely connected

A

members are closely connected
high density of connections = protection and effectiveness for members

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53
Q

Direct pollution obligations

A

reduce pollution production
cleaning up and waste disposal

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54
Q

Product stewardship

A

360 degree ecological impact
Focus on the entire value chain and life cycle of the product/service

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55
Q

The industry lifecycle has how many stages?
a) 3
b) 4
c) 5

A

5 - Development, Growth, Shake-out, Maturity, Decline

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56
Q

development phase has:
a) low entry barriers, low rivalry, high growth
b) increasing rivalry, slower growth
c) low growth, high entry barriers and buyers
d) extreme rivalry - no growth

A

low rivalry, high differentiation

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57
Q

growth phase is:
a) low entry barriers, low rivalry, high growth
b) increasing rivalry, slower growth
c) low growth, high entry barriers and buyers
d) extreme rivalry - no growth

A

low entry barriers, low rivalry, high growth

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58
Q

shake-out the meh phase is:
a) low entry barriers, low rivalry, high growth
b) increasing rivalry, slower growth
c) low growth, high entry barriers and buyers
d) extreme rivalry - no growth

A

increasing rivalry, slower growth

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59
Q

Maturity phase of the life cycle is:
a) low entry barriers, low rivalry, high growth
b) increasing rivalry, slower growth
c) low growth, high entry barriers and buyers
d) extreme rivalry - no growth

A

low growth, high entry barriers and buyers

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60
Q

declineis the life cycle with:
a) low entry barriers, low rivalry, high growth
b) increasing rivalry, slower growth
c) low growth, high entry barriers and buyers
d) extreme rivalry - no growth

A

extreme rivalry - no growth

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61
Q

the comparative industry structure is based on
a) Porter’s five forces
b) The industry lifecycle
c) Competitor’s characteristics
d) A & B are correct

A

Porter’s 5 forces and the industry lifecycle dynamics

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62
Q

niche strategy:
a) is a temporary strategic solution
b) is a long-term strategy
c) can lead to competitve disadvantage
d) All of the above are correct

A

Specialization within a market segment is a long term strategy,

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63
Q

what are strategic groups
a) organizations within the same industry with similar characteristics but not the same strategies
b) organizations within different industries with similar characteristics and strategies
c) organizations within the same industry with similar characteristics and strategies

A

organizations within the same industry with similar characteristics and strategies

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64
Q

Market segment group of customers who have similar needs that are simmilar from customer needs in other segments

A

false

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65
Q

Critical succses factors
a) factors particularly valued by customers or provide significant advantage in terms of cost
b) factors particularly valued by competitors
c) factors valued by customers and competitors

A

factors particularly valued by customers or provide significant advantage in terms of cost

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66
Q

Blue Oceans:
a) Competing in defined markets
b) Finding or creating market spaces that are currently high in rivarly
c) Finding or creating market spaces that are not currently being served
d) Finding or creating market spaces that are currently high in substitutes

A

new market spaces where competition is minimised

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67
Q

Red oceans
a) Competing in defined markets with intense rivalry
b) Finding or creating market spaces that are currently high in rivarly
c) Finding or creating market spaces that are not currently being served
d) Finding or creating market spaces that are currently high in substitutes

A

Industries are already well defined and rivalry is intense

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68
Q

Strategy Canvas is used for:
a) comparing competitors acording to their product in order to establish the extent of differentiation
b) comparing competitors according to their market size
c) comparing competitors according to their market in order to establish the extent of differentiation

A

comparing competitors according to their market in order to establish the extent of differentiation

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69
Q

in a market pull the ones who are responsible for the innovations are?
a) scientists
b) consumers
c) stakeholders

A

consumers

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70
Q

Recourse-based view strategy views thing?
a) from the outside in
b) from the inside out

A

from the inside-out

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71
Q

Resources are:
a) deployed assets
b) assets that the company has

A

assets that the company has

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72
Q

what is flexibility a resource or capability?

A

Capability

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73
Q

in order to achieve competitive advantage what type of capabilities? (threshold or distinctive)
a) threshold capabilities
b) different capabilities
c) distinctive capabilities

A

distinctive capabilities

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74
Q

VRIO stands for
a) Value, Rarity, Imitability, Business support
b) Value, Rarity, Inimitability, Organisational support
c) Value, Rate, Imitability, Organisational support

A

Value, Rarity, Inimitability and Organisational Support

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75
Q

if you have ordinary capabilities when do you have an advantage
a) in the future
b) now
c) even when the environment changes

A

now

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76
Q

What are the types of generic capabilities?
a) reconfiguring, seeing and sizing capabilities
b) sensing, seeing and reconfiguring capabilities
c) reconfiguring, sensing and seizing capabilities

A

Reconfiguring, seizing, sensing,

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77
Q

what is strategic planning
a) the process of goalsetting, analysis and evaluation that leads to strategic decision making
b) the process of planning future activities

A

the process of goalsetting, analysis and evaluation that leads to strategic decision making

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78
Q

what are the approaches in Strategic planning
a) research approach, emergent approach, competitive approach, Resource, competence and capability approach
b) Resource approach, analytical approach, competitve approach, marketing approach

A

Research approach
Emergent approach
Competitive approach
Resource, competence and capability approach

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79
Q

in the TOWS matrix the combination strengths and opportunities is defined as
a) defend
b) grow
c) reinforce
d) withdraw

A

GROW

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80
Q

in the TOWS matrix the combination strengths and threats is defined as:
a) defend
b) grow
c) reinforce
d) withdraw

A

DEFEND

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81
Q

in the TOWS matrix the combination Weaknesses and opportunities is defined as:
a) defend
b) grow
c) reinforce
d) withdraw

A

REINFORCE

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82
Q

in the TOWS matrix the combination Weaknesses and Threats is defined as:
a) defend
b) grow
c) reinforce
d) withdraw

A

WITHDRAW

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83
Q

TOWS uses the outcome of SWOT to define strategic options

A

True

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84
Q

Confrontation Matrix uses the outcome of the SWOT analysis and puts them into a table

A

true

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85
Q

In order to make your data meaningful what do you use SWAT, TOWS, Confrontation matrix?

A

SWOT

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86
Q

In the confrontation matrix which number from 1 to 3 is defined as the best option

A

3

87
Q

strategic planning is a big part of strategic management

A

True

88
Q

what does the strategic cycle do?
a) it shows the steps in the strategic planning process
b) it shows all the steps in a process
c) it shows all the steps in the strategic management process

A

it shows all the steps in the strategic management process

89
Q

What is the definition of razor and blade:
a) Basic services are to attract customers who then upgrade to expensive premium versions (Dropbox)
b) selling razors cheaply and profiting from sales of high priced blades (HP)
c) Bringing together two or more distinct but independent groups of customers

A

selling razors cheaply and profiting from sales of high priced blades (HP)

90
Q

what is the definition of Freemium
a) Basic services are to attract customers who then upgrade to expensive premium versions (Dropbox)
b) selling razors cheaply and profiting from sales of high priced blades (HP)
c) Bringing together two or more distinct but independent groups of customers

A

Basic services are to attract customers who then upgrade to expensive premium versions (Dropbox)

91
Q

what is the definition of Multi-sided platforms
a) Basic services are to attract customers who then upgrade to expensive premium versions (Dropbox)
b) selling razors cheaply and profiting from sales of high priced blades (HP)
c) Bringing together two or more distinct but independent groups of customers

A

Bringing together two or more distinct but independent groups of customers

92
Q

HP printers is an example of:
a) Freemium
b) multi-sided platforms
c) razor and blades

A

C

93
Q

market penetration definition
a) existing product in a new market
b) existing product in existing markets
c) new product in existing market

A

existing product in existing market

94
Q

Which corporate strategy builds on established strategic capabilities and leaves the organization’s scope unchanged?
a) Market development
b) Product development
c) Market penetration

A

Market Penetration

95
Q

what are the types of Market Penetration
a) Consolidation and retrenchment
b) parity and proximity

A

Consolidation and Retrenchment

96
Q

what is Related diversification

A

expanding into products or services with relationships to the existing business

97
Q

Volkswagen purchases Audi what is this?
a) unrelated diversification
b) related diversificayion

A

related diversification

98
Q

Which corporate strategy creates new products in an existing market (Related diversification)
a) Market penetration
b) Market development
c) new product/service
d) Unrelated diversification

A

New Product/Service

99
Q

which corporate strategy expands to a new market with an existing product:
a) Market penetration
b) Market development
c) new product/service
d) Unrelated diversification

A

Market development

100
Q

Based on Ansoff’s growth matrix, when an organization ventures into a new market with an existing product we are talking about?:
a) Market penetration
b) Market development
c) new product/service
d) Unrelated diversification

A

Market development

101
Q

which Corporate strategy expands a business portfolio to different products and different markets. Unrelated diversification:
a) Market penetration
b) Market development
c) new product/service
d) Conglomerete diversification

A

Conglomerate (unrelated) diversification

102
Q

Unrelated diversification

A

diversifying into new products or services in markets unrelated to existing businesses

103
Q

in 2018 Amazon entered the grocery store business with the purchase of Whole Foods this is an example of:
a) Market penetration
b) Market development
c) realted diversification
d) Unrelated diversification

A

Unrelated diversification

104
Q

BCG matrix what types are there

A

?, Star, Dog, Cash cow

105
Q

which BCG matrix has a high market share in a growing market
a) ?
b) star
c) dog
d) cash cow

A

star

106
Q

Following the BCG matrix apples Iphone would be considered a:
a) ?
b) star
c) dog
d) cash cow

A

Star

107
Q

Which BCG matrix is in a growing market, but doesn’t have a high market share yet:
a) ?
b) star
c) dog
d) cash cow

A

Question mark (?)

108
Q

Which BCG matrix has a high market share in a mature (low) market:
a) ?
b) star
c) dog
d) cash cow

A

Cash Cow

109
Q

Following the BCG matrix what has a high market share and low market growth:
a) ?
b) star
c) dog
d) cash cow

A

Cash Cow

110
Q

Which BCG matrix has a low share in a static market?:
a) ?
b) star
c) dog
d) cash cow

A

Dog

111
Q

diversification of a brand (Heinz ketchup, mayo, mustard) is:
a) horizontal integration
b) forward verical intergation
c) backward vertical integration

A

A

112
Q

which integration describes entering activities where the organization is its own supplier
a) Vertical integration
b) horizontal integration

A

A

113
Q

Backward integration
a) movement into output activities
b) movement into input activities

A

movement into input activities

114
Q

Forward integration
a) movement into output activities
b) movement into input activities

A

movement into output activities

115
Q

If H&M would start cultivating cotton from an in-house farm, which strategy is H&M following?
a) horizontal integration
b) forward integration
c) backward integration

A

C

116
Q

what must corporate parents seek to do
a) create opportunities
b) add value

A

add value

117
Q

what are the drivers of success & failure according to Porter’s diamond model:
a) Firm strategy, structure, output conditions, related and supporting industries, input conditions
b) firm strategy, structure, demand conditions, related and supporting industries, input conditions

A

Firm strategy, structure, rivalry
Demand conditions
Related & supporting industries
Input conditions

118
Q

What are the 4 types of international strategy

A

Global strategy
Transnational strategy
Multi-domestic strategy
Export strategy

119
Q

Which international strategy has:
Low pressure for local responsiveness
Low pressure for Global integration
and little product adaptation:
a) Global strategy
b) Transnational strategy
c) Multi-domestic strategy
d) Export strategy

A

Export/International strategy

120
Q

Which international strategy has:
High pressure for local responsiveness
Low pressure for Global integration
and different product offering for different countries:
a) Global strategy
b) Transnational strategy
c) Multi-domestic strategy
d) Export strategy

A

Multi-domestic strategy

121
Q

Which international strategy has:
Low pressure for local responsiveness
High pressure for Global integration
and standard products fit all markets:
a) Global strategy
b) Transnational strategy
c) Multi-domestic strategy
d) Export strategy

A

Global strategy

122
Q

Which international strategy has:
High pressure for local responsiveness
High pressure for Global integration
and uses efficient operations while adapting to local conditions:
a) Global strategy
b) Transnational strategy
c) Multi-domestic strategy
d) Export strategy

A

Transnational strategy

123
Q

What is the third step in the Phases of Evolution for MNCs?
a) Wholly owned subsidiary
b) Operations contracting
c) Sales operations
d) Operations through subsidiaries

A

B

124
Q

What is a Merger (Heinz+Kraft = KraftHeinz)
a) purchasing a majority of shares in a target company
b) the combination of 2 previously separate organizations in order to form a new company
c) two or more companies organizations share resources and activities to pursue a common strategy

A

the combination of 2 previously separate organizations in order to form a new company

125
Q

what is an acquisition (Disney+Pixar+Marvel)
a) purchasing a majority of shares in a target company
b) the combination of 2 previously separate organizations in order to form a new company
c) two or more companies organizations share resources and activities to pursue a common strategy

A

purchasing a majority of shares in a target company

126
Q

What is a strategic alliance (Apple+MasterCard)
a) purchasing a majority of shares in a target company
b) the combination of 2 previously separate organizations in order to form a new company
c) two or more companies organizations share resources and activities to pursue a common strategy

A

two or more companies organizations share resources and activities to pursue a common strategy

127
Q

What strategic choices exist to compete in international markets
a) importing, Subsidary, franchising, licensing aliances
b) Exporting, Subsidiary, Franchising, Licensing, strategic alliances

A

Exporting, Subsidiary, Franchising, Licensing, strategic alliances

128
Q

what is like the skeleton of an organization and creates its basic framework
a) strategy
b) structure
c) objective

A

structure

129
Q

Planning systems plan and control the allocation of resources and monitor the utilization?

A

True

130
Q

how many types of planning systems exist
a) 1
b) 2
c) 3

A

3

131
Q

what are the 3 types of planning systems
a) the anaythic planning, strategic control, supply control
b) strategic planning, strategic control, product control
c) the strategic planning style, the strategic control style, the financial control style

A

The strategic planning style
The strategic control style
The financial control style

132
Q

how many types of Control Systems exist?
a) 2
b) 3
c) 4

A

4

133
Q

what are the 4 types of control systems
a) indirect supervisoon, cultural systems, performance targets, planning systems
b) direct supervision, cultural planning, planning systems, performance targets
c) direct supervision, cultural systems, planning systems, performance targets

A

C
Direct supervision - employees effort
Cultural systems - norms + behavior
Planning systems - inputs
Performance targets - outputs

134
Q

which type of control systems enforces direct control of strategic decisions by one or few individuals
a) Direct supervision - employees effort
b) Cultural systems - norms + behavior
c) Planning systems - inputs
d) Performance targets - outputs

A

Direct supervision

135
Q

what strategic planning style is this?
Center/Director has a strong planning influence
SBU - relatively relaxed performance accountability
a) The strategic planning style
b) The strategic control style
c) The financial control style

A

The strategic planning style

136
Q

which strategic planning style is this?
Center/Coach is in the middle with a more consensual approach to strategy
SBU- moderate levels of business accountability:
a) The strategic planning style
b) The strategic control style
c) The financial control style

A

The strategic control style

137
Q

Which type of control systems aims to standardize norms of behavior within an organization:
a) Direct supervision
b) Cultural systems
c) Planning systems
d) Performance targets

A

Cultural systems

138
Q

what types of cultural systems exist
a) Recruitment, socialisation, culture
b) recruitmant, socialisation, rewards

A

Recruitment, Socialisation, Rewards

139
Q

in which of the three key cultural systems, behavior is shaped by social processes
a) Recruitmant
b) socialisation
c) rewards

A

Socialisation

140
Q

which of the cultural systems is about selecting people who “fit”
a) Recruitmant
b) socialisation
c) rewards

A

Recruitment

141
Q

in which of the cultural systems appropriate behavior receives rewards in the form of pay, promotion, prise
a) Recruitmant
b) socialisation
c) rewards

A

Rewards

142
Q

which type of control systems focuses on the outputs of an organisation? (KPI):
a) Direct supervision
b) Cultural systems
c) Planning systems
d) Performance targets

A

Performance targeting system

143
Q

what does KPI stand for

A

Key performance indicators

144
Q

what problems exist when setting targets
a) inappropriate measures and target levels excessive internal competition
b) appropriate measures and target levels not reaching internal competition

A

inappropriate measures and target levels
excessive internal competition

145
Q

what is one of the primary roles of the functional structure:
a) product
b) sales
c) Georgaphies

A

Sales

146
Q

what is the basis for divisional structure
a) sales
b) product
c) Marketing

A

Product

147
Q

The Matrix structure does NOT combine different structural dimensions simultaneously

A

False

148
Q

how many perspectives does the Balanced Scorecard use to measure the company’s health:
a) 2
b) 4
c) 6

A

4

149
Q

what are the for perspectives of the Balanced scorecard
a) financial, customer, supply and HR
b) Supply, Internal, External, Innovation
c) Financial, Customer, Internal, Innovation and learning

A

Financial
customer
Internal
innovation & learning

150
Q

Are managers available for employees? 7S model
a) skills
b) shared values
c) Style

A

Style

151
Q

A sentence or short paragraph providing a broad , aspirational image of the future
a) skills
b) shared values
c) style

A

Shared values

152
Q

Manager’s thoughts beliefs, behaviours
a) skills
b) style
c) shared values

A

Style

153
Q

A problem in this area will undermine any other element (the heart of the model)
a) structure
b) strategy
c) shared values

A

Shared values

154
Q

Company plans and actions on how to respond to (expected) changes in its external environment
a) shared values
b) skills
c) strategy

A

Strategy

155
Q

Who reports to whom
a) style
b) strategy
c) structure

A

Structure

156
Q

The daily activities that staff members engage in to get the job done
a) skills
b) systems
c) shared values

A

systems

157
Q

Communication - How is information exchanged
a) style
b) systems
c) strucutre

A

Systems

158
Q

The lesson of planning
a) structure
b) shared values
c) strategy

A

Strategy

159
Q

which elements does the 7S McKinsey Framework encompass?

A

Strategy, Structure, Staff, Style, Skills, Systems, Shared Values

160
Q

which elements from 7S model are considered to be HARD

A

strategy, structure, systems

161
Q

which elements from the 7S model are considered to be soft

A

Style, Staff, Skills

162
Q

which element from the 7S model is in the middle

A

Shared Values

163
Q

what is organizational culture
a) the way companies organize thair strategy
b) the way things are done in a organization

A

the way thigs are done in an organization (shared values, beliefs, norms)

164
Q

Which part of the iceberg of culture is the following:
Visible structure and process
Observable behaviour
(tip of the iceberg)
a) Values and beliefs
b) Artifacts
c) Underlying assumptions

A

Artifacts

165
Q

Which part of the iceberg of culture is the following:
Ideologies, goals, aspirations
Validated by shared experience
(middle of the iceberg, not observed)

A

Values and beleifs

166
Q

Which part of the iceberg of culture is the following:
Unconscious, taken-for-granted ways of seeing of seeing the world and behaving
(bottom of the iceberg, not observed)

A

Underlying assumptions

167
Q

what are examples of artifacts (2 answers)
a) dress code
b) social events
c) code of ethics
d) company slogan

A

Dress code, social events

168
Q

Underlying assumptions - are invisible, preconscious and taken-for-granted understanding held by individuals

A

True

169
Q

How many cultures exist in Handy’s Model of Organisational culture
a) 2
b) 4
c) 5

A

4

170
Q

which cultures are part of Handy’s Model of Organisational culture
a) Person culture, skill culture, power culture
b) person culture, role culture, task culture, Skill culture
c) person culture, role culture, task culture, power culture

A

Person Culture
Role Culture
Task Culture
Power Culture

171
Q

Which Organisational Culture is this:
Low power distribution
Low level of cooperation
known as Apollo culture
Clearly delegated authorities
clear hierarchical bureaucracy
Focus on status not performance
a) Person Culture
b) Role Culture
c) Task Culture
d) Power Culture

A

Role culture

172
Q

Which Organizational culture is this:
Low power of distribution
High level of cooperation
known as Zeus culture
Power highly concentrated
Highly flexible decisions
a) Person Culture
b) Role Culture
c) Task Culture
d) Power Culture

A

Power culture

173
Q

Which Organizational Culture is this:
High power of distribution
Low level of cooperation
People orientated
people with similar background and training
Known as Dionysius culture
a) Person Culture
b) Role Culture
c) Task Culture
d) Power Culture

A

Person culture

174
Q

which organizational culture is this:
High power of distribution
High level of cooperation
known as Athena culture
result-orientated
hierarchical power is spread over the entire organization (matrix organ)
Highly flexible decisions
a) Person Culture
b) Role Culture
c) Task Culture
d) Power Culture

A

Task culture

175
Q

In what culture, individuals see themselves as unique and the organization is entirely in service of the people who work there
a) Person Culture
b) Role Culture
c) Task Culture
d) Power Culture

A

Person culture

176
Q

What culture is characterized by teams formed to address a specific problem
a) Person Culture
b) Role Culture
c) Task Culture
d) Power Culture

A

Task culture

177
Q

in which culture people are judged by their individual performance
a) Person Culture
b) Role Culture
c) Task Culture
d) Power Culture

A

Power culture

178
Q

what are the 4 competing values
a) Person Culture, Role Culture, Task Culture, Power Culture
b) Clan (collaborate), adhocracy (create), market (compete), hierarchy (control)

A

Clan - collaborate
adhocracy - create
market - compete
hierarchy - control

179
Q

How many competing values exist in the Competing values framework
a) 2
b) 3
c) 4

A

4

180
Q

which competing value culture is this:
flexible & internal
leader is mentor, facilitator, team builder
value drivers - commitment, communication, development
Human development & high commitment produce effectiveness
a) Clan - collaborate
b) adhocracy - create
c) market - compete
d) hierarchy - control

A

Collaborate/ Clan culture

181
Q

by what characteristics is the clan culture characterized by

A

Empowerment, Teamwork

182
Q

Which competing value culture is this:
Focused and external
leader is hard-driver, competitor, producer
value drivers - market share, goal achievement
Aggressively competing and customer focus produce efficiency
a) Clan - collaborate
b) adhocracy - create
c) market - compete
d) hierarchy - control

A

Compete/ Market culture

183
Q

in which value competing culture employees are highly competitive and extremely goal orientated

A

Market culture/ compete

184
Q

Which competing value culture is this:
Flexible and external
the leader is innovative, entrepreneur, visionary
value drivers - innovative output, transformation, agility
Innovativeness, vision and constant change produce efficiency
a) Clan - collaborate
b) adhocracy - create
c) market - compete
d) hierarchy - control

A

Adhocracy/ Create culture

185
Q

Which competing value culture is externally focused and has a high degree of flexibility
a) Clan - collaborate
b) adhocracy - create
c) market - compete
d) hierarchy - control

A

Adhocracy/ Create culture

186
Q

Which competing value culture is this:
Focused and internal
the leader is coordinator, monitor, organizer
value drivers - efficiency, timeless, consistency and uniformity
Control and efficiency with capable processes produce efficiency
a) Clan - collaborate
b) adhocracy - create
c) market - compete
d) hierarchy - control

A

Hierarchy/ Control culture

187
Q

The Hierarchy culture is based on a high degree of controlling behavior and is externaly focused

A

False

188
Q

Which 2 competitive dimensions are the keys to business-level strategy?
a) Scope of strategy and source of competitive superiority
b) Scope of operations and source of competitive proximity
c) Scope of operations and source of competitive advantage

A

C

189
Q

Treacy & Wiersema proposed 3 value disciplines…
a) cost leadership, customer leadership and product leadership
b) cost leadership, customer partnership and product leadership
c) cost leadership, customer partnership and product headship

A

B

190
Q

Dropbox is an example of:
a) multi-sided platform
b) freemium
c) razor and blade

A

B

191
Q

“The _______ identifies areas where broader cost based strategies fail because of the added cost of trying to satisfy a wide range of needs”
a) Cost-focus strategy
b) Differentiation strategy
c) Cost leadership strategy
d) Differentiation focus strategry
e) Hybrid strategy

A

A

192
Q

Broad scope of operations and a differentiation strategy are characteristic of…
a) Differentiation
b) Cost leadership
c) Cost-focus leadership
d) Differentiation focus

A

A

193
Q

the industry life cycle has how many stages:
a) 5
b) 6
c) 7
d) 4

A

5

194
Q

A ‘strategy canvas’ is used for…
a) comparing competitors according to their performance in order to establish the extent of differentiation
b) comparing competitors according to their market in order to establish the extent of differentiation
c) comparing competitors according to their performance in order to establish the extent of similarity
d) comparing competitors according to their market in order to establish the extent of similarity

A

B

195
Q

Which 2 competitive dimensions are the keys to business-level strategy?
a) Scope of operations and source of competitive proximity
b) Scope of strategy and source of competitive superiority
c) Scope of operations and source of competitive advantage

A

C

196
Q

Companies following a strategy of product leadership aim to lead their industry in price and convenience.
a) False
b) True

A

A

197
Q

___________ builds on established strategic capabilities and leaves the organization’s scope unchanged.
a) market penetration
b) product diversification
c) market development

A

A

198
Q

What’s Nestle’s International Strategy?
a) Export/ international
b) Multi-domestic
c) Transnational
d) Global

A

B

199
Q

What’s Hainz’s International Strategy?
a) Export/ international
b) Multi-domestic
c) Transnational
d) Global

A

B

200
Q

What’s Amazon’s International Strategy?
a) Export/ international
b) Multi-domestic
c) Transnational
d) Global

A

A

201
Q

What’s Google’s International Strategy?
a) Export/ international
b) Multi-domestic
c) Transnational
d) Global

A

A

202
Q

What’s Intel’s International Strategy?
a) Export/ international
b) Multi-domestic
c) Transnational
d) Global

A

D

203
Q

What’s Pfizer’s International Strategy?
a) Export/ international
b) Multi-domestic
c) Transnational
d) Global

A

D

204
Q

What’s IKEA’s International Strategy?
a) Export/ international
b) Multi-domestic
c) Transnational
d) Global

A

D

205
Q

What’s Starbucks’s International Strategy?
a) Export/ international
b) Multi-domestic
c) Transnational
d) Global

A

C

206
Q

What’s CocaCola’s International Strategy?
a) Export/ international
b) Multi-domestic
c) Transnational
d) Global

A

C

207
Q

What’s Unilever’s International Strategy?
a) Export/ international
b) Multi-domestic
c) Transnational
d) Global

A

C

208
Q

What’s MTV’s International Strategy?
a) Export/ international
b) Multi-domestic
c) Transnational
d) Global

A

B

209
Q

The lower the demand conditions, the better your company can compete in an international market.
a) True
b) False

A

B

210
Q

What is the first phase of the MNC evolution:
a) sales office
b) operations contracting
c) wholly owned subsidiary
d) exporting
e) operations through alliances

A

D

211
Q

What is the last phase of the MNC evolution:
a) sales office
b) operations contracting
c) wholly owned subsidiary
d) exporting
e) operations through alliances

A

E

212
Q

What is the second phase of the MNC evolution:
a) sales office
b) operations contracting
c) wholly owned subsidiary
d) exporting
e) operations through alliances

A

A

213
Q

The two types of capabilities are dynamic and ordinary capabilities

A

True

PM4 (3 decks)

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