暗記メーカー

暗記メーカー

​
ログイン
strama
61問 • 1年前
  • Julliane De Vera
    • 通報

    問題一覧

  • 1

    represents the results from pursuing certain strategies

    long-term objectives

  • 2

    represents the actions to be taken to accomplish long-term objectives

    strategies

  • 3

    gaining ownership or increased control over distributors or retailers

    forward integration

  • 4

    seeking ownership or increased control of a firm's suppliers

    backward integration

  • 5

    seeking increased market share for present product or service in present market through greater marketing efforts

    market penetration

  • 6

    introducing present products or services into new geographic areas

    market development

  • 7

    seeking increased sales by improving present products or services or developing new ones

    product development

  • 8

    adding new but related products or services

    related diversification

  • 9

    adding new, unrelated products or services

    unrelated diversification

  • 10

    regrouping through cost and asset reduction to reverse declining sales and profit

    retrenchment

  • 11

    selling a division or part of an organizations

    divestiture

  • 12

    selling all of a company's assets, in parts, for their tangible worth

    liquidation

  • 13

    collection and evaluation of data on competitors is essential for successful strategy formulation

    competitive forces

  • 14

    a systematic and ethical process for gathering and analysing information about the competition's activities and general business trends to further a business own goals

    competitive intelligence

  • 15

    conditions that cause high rivalry among competing firms

    high number of competing firms, similar size of competing firms, etc

  • 16

    sources of external information unpublished sources

    customer surveys, market research, speeches at professional or shareholder meetings, television programs, interviews and conversations with stakeholders

  • 17

    identifies firm's major competitors and their strengths and weaknesses in relation to a sample firm's strategic positions; critical success factors include internal and external issues

    competitive profile matrix

  • 18

    involvement in performing an internal strategic management audit provides vehicle for understanding the nature and effect of decisions in other functional business areas of the firm

    internal audit

  • 19

    exemplifies complexity of relationships among functional areas of the business

    financial ratio analysis

  • 20

    pattern pf behaviour developed by an organisation as it learns to cope with its problem of external adaptation and internal integration is considered valid and taught to new members as the correct way to perceive, think

    organizational culture

  • 21

    developing a mission, forecasting future events and trendsz establishing objectives, choosing strategies to pursue

    planning

  • 22

    achieves coordinated effort, defines task and authority relationships, determines who does what, determines who reports to whom

    organizing

  • 23

    firms ability to meet its short-term obligations

    liquidity ratios

  • 24

    extent of debt financing

    leverage ratios

  • 25

    effective use of firm's resources

    activity ratios

  • 26

    effectiveness shown by returns on sales and investment

    profitability ratios

  • 27

    firm's ability to maintain economic position

    growth ratios

  • 28

    improve performance of an enterprise by improving the quality of managerial decisions

    management information systems

  • 29

    principles of conduct within organizations that guide decision making and behavior

    business ethics

  • 30

    a document that provides behavioral guidelines that cover daily activities and decisions within the organisation

    code of business ethics

  • 31

    actions an organization takes beyond what is legally required to protect or enhance the well-being of living things

    social responsibility

  • 32

    concerns what responsibilities the firm has to its employees, consumers, environmentalists, etc

    social policy

  • 33

    the extent that an organization operations and actions protect, mend, and preserve rather than harm or destroy the natural environment

    environmental sustainability

  • 34

    reveals how a firm's operation impacts the natural environment

    sustainability report

  • 35

    the process of doing business worldwide

    globalization

  • 36

    positioning forces before the action; focuses on effectiveness; primarily intellectual

    strategy formulation

  • 37

    managing forces during ghe action; focuses on efficiency; primarily operational

    strategy implementation

  • 38

    approaches in resolving conflict

    avoidance, defusion, confrontation

  • 39

    chandler's strategy-structure relationship

    nnoao

  • 40

    groups tasks and activities bu business functions

    functional structure

  • 41

    groups similar divisions into strategic business units and delegates authority and responsibility for each unit to a senior executive who reports directly to the chief executive officer

    strategic business unit structure

  • 42

    the most complex of all structures because it depends upon both vertical and horizontal flows of authority and communication

    matrix structure

  • 43

    reducing the size of an organisation

    restructuring

  • 44

    strategy evaluation includes three basic activities

    examining the underlying bases of firm's strategy comparing expected to actual results taking corrective actions to ensure that performance conforms to plans

  • 45

    is important because organizations face dynamic environments in which key external and internal factors can change quickly and dramatically; essential to ensure the objectives are being achieved

    strategy evaluation

  • 46

    need for strategists to examine sets or trendsz as well as individual trends

    consonance

  • 47

    neither overtax resources nor create unsolvable subproblems

    feasibility

  • 48

    creation or maintenance of competiti advantage

    advantage

  • 49

    measuring organizational performance

    compare expected results to actual results investigate deviations from olan evaluate individual performance examine progress toward stated objectives

  • 50

    is a strategy evaluation tool. it uses both quantitative and qualitative measures to evaluate strategies

    balanced scorecard

  • 51

    carefully designed or planned to serve a particular purpose or advantage; clear set of plans, actions, and goals that outline how a business will compete in a particular market.......

    strategic

  • 52

    art and science of formulating, implementing, and evaluating cross functional decisions that enable an organisation to achieve its objectives

    strategic management

  • 53

    specific results that an organisation seeks to achieve in pursuing its basic mission

    long-term objectives

  • 54

    means by which long-term objectives are achieved

    strategies

  • 55

    short-term milestone that firms must achieve to reach long-term objectives

    annual objectives

  • 56

    means by which annual objectives will be achieved

    policies

  • 57

    benefits of strategic management

    enhanced awareness of threats improved understanding of competitors strategies increased employee productivity reduced resistance to change clearer understanding of performance-reward relationship enhanced problem-prevention capabilities

  • 58

    steps to determine if an acceptable profit can be earned

    identify key aspects or elements of each competitive force evaluate how strong and important each element is for the firm decide whether the collective strength of the elements is worth the firm entering and staying in the industry

  • 59

    influencing to accomplish specific objectives

    motivating

  • 60

    production/ operation functions

    process, capacity, inventory, workforce, quality

  • 61

    the process whereby a firm determines the costs associated with purchasing raw materials, manufacturing products, marketing products

    value chain analysis

    • Gastro

    Gastro

    Julliane De Vera · 73問 · 2年前

    Gastro

    Gastro

    73問 • 2年前
    Julliane De Vera

    Coffee Op

    Coffee Op

    Julliane De Vera · 42問 · 2年前

    Coffee Op

    Coffee Op

    42問 • 2年前
    Julliane De Vera

    marketing

    marketing

    Julliane De Vera · 7問 · 2年前

    marketing

    marketing

    7問 • 2年前
    Julliane De Vera

    rev man

    rev man

    Julliane De Vera · 34問 · 1年前

    rev man

    rev man

    34問 • 1年前
    Julliane De Vera

    rev man 2

    rev man 2

    Julliane De Vera · 12問 · 1年前

    rev man 2

    rev man 2

    12問 • 1年前
    Julliane De Vera

    multicultural

    multicultural

    Julliane De Vera · 51問 · 1年前

    multicultural

    multicultural

    51問 • 1年前
    Julliane De Vera

    multicultural (2)

    multicultural (2)

    Julliane De Vera · 18問 · 1年前

    multicultural (2)

    multicultural (2)

    18問 • 1年前
    Julliane De Vera

    pctg

    pctg

    Julliane De Vera · 29問 · 1年前

    pctg

    pctg

    29問 • 1年前
    Julliane De Vera

    1st

    1st

    Julliane De Vera · 15問 · 1年前

    1st

    1st

    15問 • 1年前
    Julliane De Vera

    2

    2

    Julliane De Vera · 20問 · 1年前

    2

    2

    20問 • 1年前
    Julliane De Vera

    3

    3

    Julliane De Vera · 23問 · 1年前

    3

    3

    23問 • 1年前
    Julliane De Vera

    4

    4

    Julliane De Vera · 51問 · 1年前

    4

    4

    51問 • 1年前
    Julliane De Vera

    5

    5

    Julliane De Vera · 32問 · 1年前

    5

    5

    32問 • 1年前
    Julliane De Vera

    chap 3

    chap 3

    Julliane De Vera · 21問 · 1年前

    chap 3

    chap 3

    21問 • 1年前
    Julliane De Vera

    chap 5

    chap 5

    Julliane De Vera · 42問 · 1年前

    chap 5

    chap 5

    42問 • 1年前
    Julliane De Vera

    chap 1

    chap 1

    Julliane De Vera · 7問 · 1年前

    chap 1

    chap 1

    7問 • 1年前
    Julliane De Vera

    chap 2 (?)

    chap 2 (?)

    Julliane De Vera · 12問 · 1年前

    chap 2 (?)

    chap 2 (?)

    12問 • 1年前
    Julliane De Vera

    6 (motivation)

    6 (motivation)

    Julliane De Vera · 21問 · 1年前

    6 (motivation)

    6 (motivation)

    21問 • 1年前
    Julliane De Vera

    問題一覧

  • 1

    represents the results from pursuing certain strategies

    long-term objectives

  • 2

    represents the actions to be taken to accomplish long-term objectives

    strategies

  • 3

    gaining ownership or increased control over distributors or retailers

    forward integration

  • 4

    seeking ownership or increased control of a firm's suppliers

    backward integration

  • 5

    seeking increased market share for present product or service in present market through greater marketing efforts

    market penetration

  • 6

    introducing present products or services into new geographic areas

    market development

  • 7

    seeking increased sales by improving present products or services or developing new ones

    product development

  • 8

    adding new but related products or services

    related diversification

  • 9

    adding new, unrelated products or services

    unrelated diversification

  • 10

    regrouping through cost and asset reduction to reverse declining sales and profit

    retrenchment

  • 11

    selling a division or part of an organizations

    divestiture

  • 12

    selling all of a company's assets, in parts, for their tangible worth

    liquidation

  • 13

    collection and evaluation of data on competitors is essential for successful strategy formulation

    competitive forces

  • 14

    a systematic and ethical process for gathering and analysing information about the competition's activities and general business trends to further a business own goals

    competitive intelligence

  • 15

    conditions that cause high rivalry among competing firms

    high number of competing firms, similar size of competing firms, etc

  • 16

    sources of external information unpublished sources

    customer surveys, market research, speeches at professional or shareholder meetings, television programs, interviews and conversations with stakeholders

  • 17

    identifies firm's major competitors and their strengths and weaknesses in relation to a sample firm's strategic positions; critical success factors include internal and external issues

    competitive profile matrix

  • 18

    involvement in performing an internal strategic management audit provides vehicle for understanding the nature and effect of decisions in other functional business areas of the firm

    internal audit

  • 19

    exemplifies complexity of relationships among functional areas of the business

    financial ratio analysis

  • 20

    pattern pf behaviour developed by an organisation as it learns to cope with its problem of external adaptation and internal integration is considered valid and taught to new members as the correct way to perceive, think

    organizational culture

  • 21

    developing a mission, forecasting future events and trendsz establishing objectives, choosing strategies to pursue

    planning

  • 22

    achieves coordinated effort, defines task and authority relationships, determines who does what, determines who reports to whom

    organizing

  • 23

    firms ability to meet its short-term obligations

    liquidity ratios

  • 24

    extent of debt financing

    leverage ratios

  • 25

    effective use of firm's resources

    activity ratios

  • 26

    effectiveness shown by returns on sales and investment

    profitability ratios

  • 27

    firm's ability to maintain economic position

    growth ratios

  • 28

    improve performance of an enterprise by improving the quality of managerial decisions

    management information systems

  • 29

    principles of conduct within organizations that guide decision making and behavior

    business ethics

  • 30

    a document that provides behavioral guidelines that cover daily activities and decisions within the organisation

    code of business ethics

  • 31

    actions an organization takes beyond what is legally required to protect or enhance the well-being of living things

    social responsibility

  • 32

    concerns what responsibilities the firm has to its employees, consumers, environmentalists, etc

    social policy

  • 33

    the extent that an organization operations and actions protect, mend, and preserve rather than harm or destroy the natural environment

    environmental sustainability

  • 34

    reveals how a firm's operation impacts the natural environment

    sustainability report

  • 35

    the process of doing business worldwide

    globalization

  • 36

    positioning forces before the action; focuses on effectiveness; primarily intellectual

    strategy formulation

  • 37

    managing forces during ghe action; focuses on efficiency; primarily operational

    strategy implementation

  • 38

    approaches in resolving conflict

    avoidance, defusion, confrontation

  • 39

    chandler's strategy-structure relationship

    nnoao

  • 40

    groups tasks and activities bu business functions

    functional structure

  • 41

    groups similar divisions into strategic business units and delegates authority and responsibility for each unit to a senior executive who reports directly to the chief executive officer

    strategic business unit structure

  • 42

    the most complex of all structures because it depends upon both vertical and horizontal flows of authority and communication

    matrix structure

  • 43

    reducing the size of an organisation

    restructuring

  • 44

    strategy evaluation includes three basic activities

    examining the underlying bases of firm's strategy comparing expected to actual results taking corrective actions to ensure that performance conforms to plans

  • 45

    is important because organizations face dynamic environments in which key external and internal factors can change quickly and dramatically; essential to ensure the objectives are being achieved

    strategy evaluation

  • 46

    need for strategists to examine sets or trendsz as well as individual trends

    consonance

  • 47

    neither overtax resources nor create unsolvable subproblems

    feasibility

  • 48

    creation or maintenance of competiti advantage

    advantage

  • 49

    measuring organizational performance

    compare expected results to actual results investigate deviations from olan evaluate individual performance examine progress toward stated objectives

  • 50

    is a strategy evaluation tool. it uses both quantitative and qualitative measures to evaluate strategies

    balanced scorecard

  • 51

    carefully designed or planned to serve a particular purpose or advantage; clear set of plans, actions, and goals that outline how a business will compete in a particular market.......

    strategic

  • 52

    art and science of formulating, implementing, and evaluating cross functional decisions that enable an organisation to achieve its objectives

    strategic management

  • 53

    specific results that an organisation seeks to achieve in pursuing its basic mission

    long-term objectives

  • 54

    means by which long-term objectives are achieved

    strategies

  • 55

    short-term milestone that firms must achieve to reach long-term objectives

    annual objectives

  • 56

    means by which annual objectives will be achieved

    policies

  • 57

    benefits of strategic management

    enhanced awareness of threats improved understanding of competitors strategies increased employee productivity reduced resistance to change clearer understanding of performance-reward relationship enhanced problem-prevention capabilities

  • 58

    steps to determine if an acceptable profit can be earned

    identify key aspects or elements of each competitive force evaluate how strong and important each element is for the firm decide whether the collective strength of the elements is worth the firm entering and staying in the industry

  • 59

    influencing to accomplish specific objectives

    motivating

  • 60

    production/ operation functions

    process, capacity, inventory, workforce, quality

  • 61

    the process whereby a firm determines the costs associated with purchasing raw materials, manufacturing products, marketing products

    value chain analysis