AWADHOOT BHAGWAN RAM

POST GRADUATE COLLEGE

ANPARA SONBHADRA (U.P)

STRATEGIC MANAGEMENT
(MCQS OF UNIT-1 & 2)

SUBMITTED BY:- SUBMITTED TO:-

PIYUSH KUMAR SINGH MRS. JAINAB BANO
B.B.A. 6TH SEMESTER (ASSISTANT PROFESSOR)
MULTIPLE CHOICE QUESTONS (UNIT-1)

1). The fundamental purpose for the existence of any organization is

described by it
a). Policies b). Mission
c). Procedures d). Strategy

2). The fundamental purpose of an organisation’s missile statement is

to
a). Create a good human lessons climate in the organisation
b). Define the organization’s purpose in society
c). Define the operational structure of the organisation
d). Generate good public lessons for the organisation

3). The acronym SWOT stands for

a). Special weapons for operations timeliness
b). Services, worldwide optimization, and transport
c). Strengths worldwide overcome threats
d). Strengths, weakness, opportunities, and threats

4). The primary focus of strategic management is:

a). Strategic analysis b). The total organisation
c). Strategy Formulation d). Strategic implementation
5). Which of the following defines how each individual business unit
will attempt to achieve its mission?
a). Business strategy b). Corporate strategy
c). Functional strategy d). National strategy

6). The three organisational levels are:

a). Corporate level, business level, functional level
b). Corporate level, business unit, level functional level
c). Corporate strategy level, business unit level, functional level
d). Corporate strategy level, business level, specialist level

7). The goal of the organisation’s_________ is to capture the hearts

and minds of employees, challenge them, and evoke their emotions
and dreams.
a). Vision b). Mission
c). Culture d). Strategy

8). Competitors are more likely to respond to competitive actions

that are taken by
a). Differentiators b). Larger companies
c). First movers d). Market leaders

9). Which of the following is not a cultural product?

a). Rites b). Emotions
c). Rituals d). Symbol
10). Long-term objectives should be all of the following except:
a). Measurable b). Continually changing
c). Reasonable d). Consistent

11). The vision and mission statement can be often be found

a). In the SEC report b). In annual reports
c). On customer receipts d). On supplier invoices

12). ST Strategies is an important strategy to

a). Match weakness with opportunities of the form
b). Overcome external threat
c). Obtain benefit from its resources
d). Overcome its weakness and reducing threats

13). Competitive advantage can be described as:

a). increased efficiency
b). What sets an organisation apart
c). Our strength of the organisation
d). Intangible resources

14). American Airlines starting in airfare war by drastically reducing

prices is an example of a change in_______ environment.
a). Internal b). External
c). Resource d). Modified environment

15). The various organisational routines and processes that

determine how efficiently and effectively the organisation transforms
its inputs into outputs are called:
a). Strengths b). Core competencies
c). Capabilities d). Customer value

16). Which of the following focuses on supporting the corporate and

business strategy?
a). Competitive strategy b). Corporate strategy
c). Operational strategy d). National strategy

17). The corporate level is where top management directs:

a). All employees for orientation
b). Its efforts to stabilise recruitment needs
c). Overall strategy for the entire organisation
d). Overall sales projections

18). An analysis of the economic segment of the external

environment would include all of the following EXCEPT:
a). Interest rates
b). International trade
c). The strength of the U.S. Dollar
d). The move toward a contingent workforce
19). Who is called the father of strategic management?
a). Chandler b). Igor Ansoff
c). Michael Porter d). John Nash

20). A brief description/ fundamental purpose of an organisation’s

reason for existence is referred as:
a). Mission b). Policies
c). Procedures d). Strategy

21). ___________ is a process through which a strategy is put into

action.
a). Strategic analysis b). Strategy implementation
c). SWOT analysis d). Strategic turnaround

22). The term strategy is derived from a _________ word.

a). Latin b). Greek
c). French d). German

23). Strategic management does not involve

a). Setting objectives
b). analysing the competitive environment
c). analysing the external organisation
d). analysing the internal organisation
24). _______refers to the purposes an organisation strives to achieve.
a). Strategic intent b). Strategic formulation
c). Strategic implementation d). Strategic control

25). The strategy implementation focuses_________.

a). Efficiency b). Coordination
c). Crafting of strategies d). Supporting factors
MULTIPLE CHOICE QUESTIONS (UNIT-2)

1). _________ is not a recognised element of corporate strategy.

a). Competitive advantage b). Closure
c). Acquisition d). Divestment

2). _________ is identifying opportunities and threats affecting the

business.
a). Environmental analysis b). Organisational analysis
c). Industry analysis d). Competitive analysis

3). Management thinker like Peter Drucker feel that business

definition should strongly focus on the __________.
a). Shareholders b). Suppliers
c). Customers d). Employees

4). Competitive advantage can best be described as:

a). Increased efficiency
b). What sets an organisation apart
c). A strength of the organisation
d). Intangible resources
5). The various organisational routines and processes that determine
how efficiently and effectively the organisation transforms its inputs
into Outputs are called:
a). Strengths b). Core competencies
c). Capabilities d). Customer value

6). The task of strategy choice involves:

a). Developing plans and activities which will improve the
organization’s performance and competitive position
b). Determining how the organisation can be more market and
efficiency oriented
c). Monitoring whether the organisation is achieving good financial
performance
d). Keeping the organisation free of debt

7). ________ is/are the source of a firm’s _________, which is/are

the source of the firm’s _________.
a). Resources, capabilities, core competencies
b). Capabilities, Resources, Core competencies
c). Capabilities, resources, above average returns
d). Core competence, resources, competitive advantage

8). Which of the following is an element of firm’s remote external

environment?
a). Competition b). Political agencies
c). Suppliers d). Trade union
9). Firms with few competitive resources are more likely _______.
a). To not respond to competitive actions
b). Respond quickly to competitive actions
c). Delay responding to competitive actions
d). Respond to strategic actions, but not to technical actions

10). ________ of a Company is one of its special or unique

competence which gives that company a clear competitive advantage
over its competitors.
a). Distinctive competence b). Core competence
c). Strategic competence d). Threshold
competence

11). Which one of the following is NOT included in the Porter’s Five
Forces model:
a). Bargaining power of suppliers
b). Rivalry among stockholders
c). Potential development of substitute products
d). Rivalry among competing firms

12). What is meant by the term “Stakeholder”?

a). A person who is not related with a business
b). A person who is related with a business
c). A person who owns a business
d). A person who purchases the shares of a business
13). The environmental segments that comprise the general
environment typically will NOT include:
a). Demographic factors b). Sociocultural factors
c). Substitute products or services d). Technological factors

14). Product differentiation refers to the:

a). Ability of the buyers of a product to negotiate a lower price
b). Response of incumbent firms to new entrants
c). Belief by customers that a product is unique
d). Fact that as more of a product is produced the cheaper it
becomes per unit

15). Which of the following is NOT an entry barrier to an industry?

a). Expected competitor retaliation
b). Economies of scale
c). Customer product loyalty
d). Bargaining power of suppliers

16). Suppliers are powerful when:

a). Satisfactory substitutes are available
b). They sell a commodity product
c). They offer a credible threat of forward integration
d). They are in a highly fragmented industry
17). The highest amount a firm can charge for its products is most
directly affected by
a). Expected retaliation from competitors
b). The cost of substitute products
c). Variable costs of production
d). Customers high switching costs

18). All of the following are forces that create high rivalry within an
industry EXCEPT
a). Numerous or equally balanced competitors
b). High fixed costs
c). Fast industry growth
d). High storage costs

19). Which sector of the economy would be most impacted by

technological developments?
a). Forestry b). Pharmaceuticals
c). Textiles d). Paper

20). Which individuals are most responsible for the success and
failure of an organisation?
a). Strategists b). Financial planners
c). Personal directors d). Human resource managers
21). What are guides to decision making?
a). Laws b). Rules
c). Policies d). Procedures

22). What is the best time to develop permission statement?

a). Before a business is opened
b). When the firm is successful
c). When the farm is in financial trouble
d). When the firm is in legal trouble

23). Which of the following resources is used by all organisations to

achieve desired objectives?
a). Financial resources b). Physical resources
c). Human resources d). All of the above

24). Which group would be classified as a stakeholder?

a). Communities b). Suppliers
c). Employees d). All of these

25). In the airline industry, frequent- flyers programs, tickets kiosks,

and e-ticketing are all examples of capabilities that are
a). Rare b). causally ambiguous
c). Socially complex d). Valuable