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Strategic Management MCQ Questions and Solutions with Explanations | Management

Strategic Management MCQ Questions and answers with easy and logical explanations. Management provides you all type of quantitative and competitive aptitude mcq questions with easy and logical explanations. Strategic Management MCQ is important for exams like MAT, CAT, CA, CS, CMA, CPA, CFA, UPSC, Banking and other Management department exam. Page-9 section-3

Each section contains 100 MCQs on Strategic Management .
81
Which of the following elements of strategy affect the process of strategy creation and implementation?
Discuss
Answer & Solution
Answer: Option D
Solution:
Strategic paradoxes elements of strategy affect the process of strategy creation and implementation. The strategy paradox is a consequence of the conflict between commitment and uncertainty, i.e., strategic uncertainty. Commitments are what allow an organization to create and capture value. Uncertainty creates risk and opportunity
82
Miles and Snow (1994) identify four main reasons for failure. Which of the following is one of those reasons?
Discuss
Answer & Solution
Answer: Option D
Solution:
Miles and Snow (1994) identify four main reasons for failure. Poor judgement leading to poor, inappropriate strategic decisions is one of those reasons. Miles and Snow suggest that business level strategies generally fall into one of four categories: prospector, defender, analyzer, and reactor.
83
How does Checkland (1981) describe an organization?
Discuss
Answer & Solution
Answer: Option B
Solution:
Checkland (1981) describe an organization as Systems that comprise a collection of people who are trying to act with purpose.
84
How might an organization spot, create, and exploit new opportunities ahead of its rivals?
Discuss
Answer & Solution
Answer: Option A
Solution:
Through managers in the various businesses working together, sharing information and capabilities, helping each other, and creating synergy an organization spot, create, and exploit new opportunities ahead of its rivals.
85
Which of the following is not a competence recognized by Richardson and Thompson (1994)?
Discuss
Answer & Solution
Answer: Option B
Solution:
Managing paradoxes is not a competence recognized by Richardson and Thompson (1994). Paradox management describes how a great manager can successfully balance these paradoxes. By using paradox management, a business can simultaneously encourage both competition and collaboration, rather than being able to have only one of the two.
86
If an organization is to survive, which of the following is most essential?
Discuss
Answer & Solution
Answer: Option C
Solution:
If an organization is to survive, High level of service is most essential. At the highest level, the minimum attributes that the customer/stakeholder expects in the service include: High quality, Customer friendly, Environmentally responsible, etc.
87
The corporate level is where top management directs:
Discuss
Answer & Solution
Answer: Option C
Solution:
The corporate level is where top management directs overall strategy for the entire organization. A corporate-level strategy is when a business makes a decision that affects the whole company. A corporate-level strategy affects a company's finances, management, human resources, and where the products are sold.
88
Value for shareholders of a firm is measured by:
Discuss
Answer & Solution
Answer: Option B
Solution:
Value for shareholders of a firm is measured by stock performance and profitability. Shareholder value is the value enjoyed by a shareholder by possessing shares of a company. It is the value delivered by the company to the shareholder.
89
The three organizational levels are:
Discuss
Answer & Solution
Answer: Option A
Solution:
The three organizational levels are corporate level, business level and functional level. The corporate level involves the entire organization. Business units include divisions, product lines or other centers of business activity within your organization. The functional level refers to organizational departments such as human resources, marketing, operations and IT.
90
Cross-functional teams are:
Discuss
Answer & Solution
Answer: Option D
Solution:
Cross-functional teams are a small group of people from different departments who are mutually accountable to a common set of performance goals. A cross-functional team is a group of people with different functional expertise working toward a common goal. It may include people from finance, marketing, operations, and human resources departments. Typically, it includes employees from all levels of an organization.