True or False (Quiz ni maam bonete)
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
