True or False (Quiz ni maam bonete)

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False

Consistency, distinctiveness, advantage, and feasibility are Richard Rumelt's four criteria for evaluating a strategy

True

Customer satisfaction and excellent internal processes are indicators of good company peformance

False

Stars, Question Marks, Cash Cows, and Dogs are the four quadrants exhibited by the SPACE Matrix

False

Strategic management ensures 100 percent success according to experience of most admired companies

True

Strategy analysis and choice largely involves making subjective decisions based on objective information

False

Effective strategy formulation can usually guarantee successful strategy implementation

True

Exchanging members of conflicting parties so each can gain an appreciation of the other's point of view exemplifies a confrontation approach

True

Financial ratios are also used to compare the firm's performance with competitors' performance or industry

True

Four types of resources that can be used to achieve desired objectives are financial, physical, human, and technological

True

Good intuitive judgement is always needed to determine appropriate weights and ratings in the input stage matrices

False

In terms of number of employees, restructuring usually involves increasing the size of the firm

True

It is always easier to say you are going to do something (strategy formulation) than to actually do it (strategy implementation)

False

It is vital that strengths always consider all feasible alternatives that could benefit the firm

False

Preserving natural resources and controlling pollution is outside the concern of implementation

True

Regardless of the size of the organization, a certain amount of "management by wandering around" at all levels is essential to effective strategy evaluation

False

Stage 2 in the strategy-formulation framework involves the Quantitative Strategic Planning Matrix

True

Unlike strategy formulation, strategy implementation varies considerably among different types and sizes of organizations

False

Well-run organizations are able to completely avoid conflict

True

When measuring organizational performance, a comparison should be made between expected results and actual results

True

With a divisional structure by customer, an organization can effectively cater to the requirements of clearly defined customer groups

True

A good strategy control process alerts management to a problem before it becomes critical

True

According to Rumelt, consistency and feasibility are largely based on a firm's internal assessment

True

Adequate and timely feedback is critical to effective strategy evaluation

True

Alternative strategies don't come out of the blue; they are derived from the firm's vision, mission, objectives, external audit, and internal audit

True

An organization's present strategies, objectives, vision, and mission, coupled with the external and internal audit information, provide a basis for generating and evaluating feasible alternative strategies

True

Annual objectives are key components in the strategic-management process because they dictate how resources will be allocated

True

The Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix, the Strategic Position and Action Evalution (SPACE) Matrix, the the Boston Consulting Group (BCG) Matrix, the Internal-External (IE) Matrix, and the Grand Strategy Matrix are included in stage two of the strategy-formulation framework

True

The corporate vision, mission and objectives are the basis upon which strategies are formulated

False

The decision stage is the first stage of the strategy-formulation framework, followed by the input stage

False

The focus of restructuring is changing the way work is actually carried out

False

To objectively evaluate feasible alternative strategies identified in Stage 1, the Quantitative Strategic Planning Matrix (QSPM) uses input information derived from Stage 2

True

Too much emphasis on evaluating strategies may be expensive and counterproductive


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