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1 | |
Which of the following is not a limitation of SWOT (Strengths, Weaknesses, Opportunity, Threats) analysis? |
| | A) | Organizational strengths may not lead to competitive advantage |
| | B) | SWOT gives a one-shot view of a moving target |
| | C) | SWOT's focus on the external environment is too broad and integrative |
| | D) | SWOT overemphasizes a single dimension of strategy |
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2 | |
A marketing department that promises delivery quicker than the production department's ability to produce is an example of a lack of understanding of the |
| | A) | synergy of the business units. |
| | B) | need to maintain the reputation of the company. |
| | C) | organizational culture and leadership. |
| | D) | interrelationships among functional areas and firm strategies. |
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3 | |
XYZ Corp. is centering on the objective of low-cost, high quality, on-time production by curtailing idle productive facilities and workers. The XYZ Corp. is taking advantage of a ____________ system. |
| | A) | Just-In-Time (JIT) |
| | B) | Last In, First Out (LIFO) |
| | C) | First In, First Out (FIFO) |
| | D) | Highly mechanized |
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4 | |
Which of the following lists is comprised of support activities: |
| | A) | human resource management, information systems, procurement, and firm infrastructure |
| | B) | customer service, information systems, technology development, and procurement |
| | C) | human resource management, technology development, customer service, and procurement |
| | D) | human resource management, customer service, marketing and sales, and operations |
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5 | |
Although firm infrastructure is quite frequently viewed only as overhead expense, it can become a source of competitive advantage. Examples include all of the following except: |
| | A) | negotiating and maintaining ongoing relations with regulatory bodies. |
| | B) | marketing expertise increasing a firm's revenues and enabling it to enter new markets. |
| | C) | effective information systems contributing significantly to a firm's overall cost leadership strategy. |
| | D) | top management providing a key role in collaborating with important customers. |
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6 | |
The competencies or skills that a firm employs to transform inputs into outputs are: |
| | A) | tangible resources. |
| | B) | intangible resources. |
| | C) | organizational capabilities. |
| | D) | reputational resources. |
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7 | |
An array of firm resources include interpersonal relations among managers in the firm, its culture, and its reputation with its customers and suppliers. Such competitive advantages are based upon |
| | A) | physical uniqueness. |
| | B) | path dependency. |
| | C) | social complexity. |
| | D) | tangible resources. |
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8 | |
A company's ability to meet its short-term financial obligations is measured by which of the following categories? |
| | A) | liquidity ratios |
| | B) | profitability ratios |
| | C) | activity ratios |
| | D) | leverage ratios |
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9 | |
The "balanced scorecard" supplies top managers with a _____________ view of the business. |
| | A) | long-term financial |
| | B) | detailed and complex |
| | C) | simple and routine |
| | D) | fast but comprehensive |
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2002 A McGraw-Hill Online Learning Centre