_________________ are defined as forces that shape on organisation’s strategy a.Strategic Drivers b.Human Resources c.Strategic Levers
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_________________ are defined as forces that shape on organisation’s strategy
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- Strategy formulation, implementation, and evaluation activities occur at the following hierarchical levels in a large organization to include: Question 46Answer a. Functional, horizontal and divisional or strategic business unit b. Functional, horizontal and corporate c. Corporate and functional d. Corporate, divisional or strategic business unit, and functional________________is called the “action stage” of strategic management. Question 48Answer a. Strategy management b. Strategy implementation c. Strategy evaluation d. Strategy formulationWhen evaluating an organization's strategy, it is important to note that corrective actions are almost always needed except when internal and external strategic positions have not changed. The basis of any review would require the redevelopment of a: ____________________________ Question 31Answer a. Value Chain Analysis b. SWOT Analysis c. EFE and IFE Matrix d. PESTLE Analysis
- Which of the following defines what business or businesses the firm is in or should be in? Question 45Answer a. National Strategy b. Functional Strategy c. Corporate Strategy d. Business strategy Clear my choiceWhat is a 'SWOT' analysis used for?A. Developing marketing campaignsB. Assessing internal and external business factorsC. Tracking financial transactionsD. Managing human resourcesDistinguish between cybernetic and noncybernetic control and between pre, concurrent, and postaction control sytems.
- When the idea first occurred to her, it seemed like such a win-win situation. Now she wasn't so sure. Marge Brygay was a hardworking sales rep for Inspire Learning Corporation, a company intent on becoming the top educational software provider in five years. That newly adopted strategic goal translated into an ambitious, million-dollar sales target for each of Inspire's sales reps. At the beginning of the fiscal year, her share of the sales department's operational goal seemed entirely reasonable to Marge. She believed in Inspire's products. The company had developed innovative, highly regarded math, language, science, and social studies programs for the K— 12 market. What set the software apart was a foundation in truly cutting-edge research. Marge had seen for herself how Inspire programs could engage whole classrooms Of normally unmotivated kids; the significant rise in scores on those increasingly important standardized tests bore Out her subjective impressions. Bur now, just days before the end of the year, Marge's sales were $1,000 short of her million-dollar goal. The sale that would have put her comfortably over the top fell through due to last-minute cuts in one large school system's budget. At first, she was nearly overwhelmed with frustration, but then it occurred to her that if she contributed $1,000 to Central High, the inner-city high school in her territory probably most in need of what she had for sale, they could purchase the software and put her over the top. Her scheme would certainly benefit Central High students. Achieving her sales goal would make Inspire happy, and it wouldn't do her any harm, either professionally or financially. Making the goal would earn her a $10,000 bonus check that would come in handy when the time came to write out that first tuition check for her oldest child, who had just been accepted to a well-known, private university. Initially, it seemed like the perfect solution all the way around. The more she thought about it, however, the more it didn't quite sit well with her conscience. Time was running out. She needed to decide what to do. 1. Donate the $1,000 to Central High, and consider the $10,000 bonus a good return on your investment.How is tying rewards to improved sustainability performance a form of strategic control?
