問題一覧
1
vital to an organization’s well-being
Nature of Strategy Evaluation
2
timely evaluations can alert management to problems or potential problems before a situation becomes critical.
Nature of Strategy Evaluation
3
examining the underlying bases of a firm’s strategy
Nature of Strategy Evaluation
4
comparing expected results with actual results
Nature of Strategy Evaluation
5
taking corrective actions to ensure that performance conforms to plans.
Nature of Strategy Evaluation
6
A strategy must provide for the creation and/or
maintenance of a _competition_ advantage in a selected area of activity.
False
7
The final strategy-evaluation activity, taking _correction_ actions, requires making changes to competitively reposition a firm for the future.
False
8
It is a process that allows firms to evaluate strategies from four perspectives: financial performance, customer knowledge, internal business processes, and learning and growth.
Balanced Scorecard
9
A basic premise of good strategic management is that firms plan ways to deal with unfavorable and favorable events before they occur.
Contingency planning
10
A strategy should not present inconsistent goals and policies.
Consistency
11
A strategy must neither overtax available resources nor create unsolvable subproblems.
Feasibility
12
refers to the need for strategists to examine sets of trends, as well as individual trends, in evaluating strategies.
Consonance
13
a systematic process of objectively obtaining and evaluating evidence regarding assertions about economic actions and events to ascertain the degree of correspondence between these assertions and established criteria, and communicating the results to interested users.
Auditing
14
contend that top executives are the only persons in
the firm with the collective experience, acumen, and fiduciary responsibility to make key
strategy decisions
Top-down approach
15
advocates argue that lower- and middle-level managers and employees who will be implementing the strategies need to be actively involved in the process of formulating the strategies to ensure their support and commitment.
Bottom-up approach
16
This activity includes comparing expected results to actual results, investigating deviations from plans, evaluating individual performance, and examining progress being made toward meeting stated objectives.
Measuring organizational performance
17
should focus on changes in the organization’s management, marketing, finance/accounting production/operations, R&D, and management information systems strengths and weaknesses.
Revised IFE Matrix
18
should indicate how effective a firm’s strategies have been in response to key opportunities and threats.
Revised EFE Matrix
19
summarizes ____ activities in terms of key questions that should be addressed, alternative answers to those questions, and appropriate actions for an organization to take.
Strategy Evaluation Network
exam
exam
Lydster Joy Baquero Alonzo · 24問 · 1年前exam
exam
24問 • 1年前exam..
exam..
Lydster Joy Baquero Alonzo · 21問 · 1年前exam..
exam..
21問 • 1年前exam...
exam...
Lydster Joy Baquero Alonzo · 24問 · 1年前exam...
exam...
24問 • 1年前lesson 8
lesson 8
Lydster Joy Baquero Alonzo · 20問 · 1年前lesson 8
lesson 8
20問 • 1年前noli me
noli me
Lydster Joy Baquero Alonzo · 31問 · 1年前noli me
noli me
31問 • 1年前el fili
el fili
Lydster Joy Baquero Alonzo · 20問 · 1年前el fili
el fili
20問 • 1年前exam
exam
Lydster Joy Baquero Alonzo · 24問 · 1年前exam
exam
24問 • 1年前exam.
exam.
Lydster Joy Baquero Alonzo · 14問 · 1年前exam.
exam.
14問 • 1年前exam....
exam....
Lydster Joy Baquero Alonzo · 20問 · 1年前exam....
exam....
20問 • 1年前p.e.
p.e.
Lydster Joy Baquero Alonzo · 37問 · 1年前p.e.
p.e.
37問 • 1年前chap 6
chap 6
Lydster Joy Baquero Alonzo · 7問 · 1年前chap 6
chap 6
7問 • 1年前chap 6
chap 6
Lydster Joy Baquero Alonzo · 18問 · 1年前chap 6
chap 6
18問 • 1年前chap 9
chap 9
Lydster Joy Baquero Alonzo · 33問 · 1年前chap 9
chap 9
33問 • 1年前chap 7
chap 7
Lydster Joy Baquero Alonzo · 9問 · 1年前chap 7
chap 7
9問 • 1年前chap 7
chap 7
Lydster Joy Baquero Alonzo · 54問 · 1年前chap 7
chap 7
54問 • 1年前chap 8
chap 8
Lydster Joy Baquero Alonzo · 60問 · 1年前chap 8
chap 8
60問 • 1年前chap 8. part 2
chap 8. part 2
Lydster Joy Baquero Alonzo · 49問 · 1年前chap 8. part 2
chap 8. part 2
49問 • 1年前chap 9
chap 9
Lydster Joy Baquero Alonzo · 44問 · 1年前chap 9
chap 9
44問 • 1年前chap 10
chap 10
Lydster Joy Baquero Alonzo · 30問 · 1年前chap 10
chap 10
30問 • 1年前chap 7
chap 7
Lydster Joy Baquero Alonzo · 32問 · 1年前chap 7
chap 7
32問 • 1年前chap 8
chap 8
Lydster Joy Baquero Alonzo · 46問 · 1年前chap 8
chap 8
46問 • 1年前chap 9
chap 9
Lydster Joy Baquero Alonzo · 34問 · 1年前chap 9
chap 9
34問 • 1年前chap 9
chap 9
Lydster Joy Baquero Alonzo · 24問 · 1年前chap 9
chap 9
24問 • 1年前chap 10
chap 10
Lydster Joy Baquero Alonzo · 27問 · 1年前chap 10
chap 10
27問 • 1年前chap11
chap11
Lydster Joy Baquero Alonzo · 26問 · 1年前chap11
chap11
26問 • 1年前oba
oba
Lydster Joy Baquero Alonzo · 30問 · 1年前oba
oba
30問 • 1年前obaa
obaa
Lydster Joy Baquero Alonzo · 12問 · 1年前obaa
obaa
12問 • 1年前chap 4
chap 4
Lydster Joy Baquero Alonzo · 15問 · 1年前chap 4
chap 4
15問 • 1年前chap 4.1
chap 4.1
Lydster Joy Baquero Alonzo · 24問 · 1年前chap 4.1
chap 4.1
24問 • 1年前chap3
chap3
Lydster Joy Baquero Alonzo · 46問 · 1年前chap3
chap3
46問 • 1年前chap 4
chap 4
Lydster Joy Baquero Alonzo · 25問 · 1年前chap 4
chap 4
25問 • 1年前chap 5
chap 5
Lydster Joy Baquero Alonzo · 18問 · 1年前chap 5
chap 5
18問 • 1年前問題一覧
1
vital to an organization’s well-being
Nature of Strategy Evaluation
2
timely evaluations can alert management to problems or potential problems before a situation becomes critical.
Nature of Strategy Evaluation
3
examining the underlying bases of a firm’s strategy
Nature of Strategy Evaluation
4
comparing expected results with actual results
Nature of Strategy Evaluation
5
taking corrective actions to ensure that performance conforms to plans.
Nature of Strategy Evaluation
6
A strategy must provide for the creation and/or
maintenance of a _competition_ advantage in a selected area of activity.
False
7
The final strategy-evaluation activity, taking _correction_ actions, requires making changes to competitively reposition a firm for the future.
False
8
It is a process that allows firms to evaluate strategies from four perspectives: financial performance, customer knowledge, internal business processes, and learning and growth.
Balanced Scorecard
9
A basic premise of good strategic management is that firms plan ways to deal with unfavorable and favorable events before they occur.
Contingency planning
10
A strategy should not present inconsistent goals and policies.
Consistency
11
A strategy must neither overtax available resources nor create unsolvable subproblems.
Feasibility
12
refers to the need for strategists to examine sets of trends, as well as individual trends, in evaluating strategies.
Consonance
13
a systematic process of objectively obtaining and evaluating evidence regarding assertions about economic actions and events to ascertain the degree of correspondence between these assertions and established criteria, and communicating the results to interested users.
Auditing
14
contend that top executives are the only persons in
the firm with the collective experience, acumen, and fiduciary responsibility to make key
strategy decisions
Top-down approach
15
advocates argue that lower- and middle-level managers and employees who will be implementing the strategies need to be actively involved in the process of formulating the strategies to ensure their support and commitment.
Bottom-up approach
16
This activity includes comparing expected results to actual results, investigating deviations from plans, evaluating individual performance, and examining progress being made toward meeting stated objectives.
Measuring organizational performance
17
should focus on changes in the organization’s management, marketing, finance/accounting production/operations, R&D, and management information systems strengths and weaknesses.
Revised IFE Matrix
18
should indicate how effective a firm’s strategies have been in response to key opportunities and threats.
Revised EFE Matrix
19
summarizes ____ activities in terms of key questions that should be addressed, alternative answers to those questions, and appropriate actions for an organization to take.
Strategy Evaluation Network