AIMA Fourth Semester Assignments
Strategic Management & Ethics (GM14)
Question 1:- A significant change in strategy calls for a complete overhaul of the
a) Organization resources
b) Organization structure, systems, processes, resources
c) Business activities
d) None of these
Question 2:- Change management is essential for strategy execution following the:
a) Drastic change in environmental and competitive conditions
b) need for resource allocation
c) reduction in barriers to change
d) business imperatives
Question 3:- The critical 7 S model was developed and created by reputed consulting firm:
a) Mckinsey
b) Bain & Co
c) A T Kearney
d) Accenture
Question 4:- A ………………...Top Management team may infuse desired changes for spearheading successful strategic change
a) Heterogeneous
b) Homogenous
c) Aggressive
d) Motivated
Question 5:- Change in culture, attitude, and mindset calls for:
a) engagement, involvement and motivation of employees
b) Rigorous performance appraisal
c) Performance benchmarking
d) Organization design change
Question 6:- If change management initiatives are successful then the firm may
a) Measure results and reinforce the same
b) Reorganize resources
c) Bring about rapid change always
d) explore expansion options
Question 7:- Partnership with firm like NIKE and VISA are typical examples of which form of collaboration
a) Strategic Alliance
b) 100% FDI
c) Network arrangements
d) All of these
Question 8:- Under International Level Strategy - the distribution of Wrigley's chewing gum using EID Parry channel network is a typical example
a) Piggybacking
b) 60:60 Joint Venture
c) Licensing
d) Export Management
Question 9:- Strategic leadership facilitates strategy execution through
a) Exploitation of core competencies
b) elimination of non-core competencies
c) non cohesive functioning
d) business integration
Question 10:- Business ethics suggests that business should be run profitably without causing:
a) Unnecessary environmental damage
b) Depletion of resources
c) Insider trading
d) All of these
Question 11:- The Balanced Scorecard Model was a model first developed by:
a) Johnson & Scholes
b) NORTON & KAPLAN
c) Mintzberg
d) Michael Porter
Question 12:- The difference between strategy formulation and strategy implementation is that:
a) Strategy is developed by Top Management Team and implemented by Managers
b) Strategy is created by a few but implemented by all
c) Strategy is customer centric and implementation is operations centric
d) All of these
Question 13:- A functional organization structure created for implementing cost leadership strategy will emphasize more on:
a) Marketing
b) Technology and process efficiency
c) Human Resource Intervention
d) Corporate Finance
Question 14:- A functional organization structure created for implementing differentiation related strategies will emphasize more on:
a) Cutting Unwarranted costs
b) Marketing and New Product Development Initiatives
c) Legal and Administrative efficiency
d) Recruiting Productive Manpower
Question 15:- Contingency planning is a scenario where a firm has in place
a) Identical strategy to be executed irrespective of environmental changes
b) Different strategy alternatives available for different environmental scenarios
c) Combination strategies only
d) Expansion and diversification strategies only
Question 16:- An international structure in which local operations imitate those of the home country, and which is dominated by home-nation personnel is an ________approach
a) Polycentric
b) Ethnocentric
c) Regiocentric
d) Transnational
Question 17:- Recognizing and admiring employees for their contribution in the workplace is indicative of
a) Feel good factor
b) Non-Monetary Motivation strategy
c) Nondiscrimination of employees
d) Equal Opportunity for all
Question 18:- Which one of the following is not a part of the Critical 7S model
a) Strategy
b) Style
c) Settings
d) Staff
Question 19:- Which one of the following is not a part of Business Ethics
a) Equal Opportunity employer
b) Marketing quality goods at most competitive prices
c) Window dressing of balance sheet
d) Avoiding insider trading
Question 20:- Change in style of functioning of organization calls for significant modification in
a) Organization response
b) Decision Making
c) Organization Culture and approach
d) None of these
Question 21:- Which of the following is not PART of the Balanced Scorecard Model
a) Financial Perspective
b) Customer Perspective
c) Internal audit
d) Innovation and Learning
Question 22:- Strategy audit is performed to identify:
a) Critical gaps between targets and achievements
b) Chalk out corrective actions
c) Both A and B
d) A only
Question 23:- When a firm seeks the benefits of global integration and local adaptation, it is best described as which type of strategy
a) Multinational
b) Global
c) Multi-Domestic
d) Transnational
Question 24:- Democratic leadership is a phenomenon which implies
a) Junior Employees have no say
b) Senior officials are empowered
c) Involvement and consultation with all employees prior to business decision-making
d) All employees are empowered
Question 25:- Under 7S framework Systems imply which of the following
a) Recruitment Policy
b) IT up gradation
c) Innovative work ethics
d) Set of standardized procedures
Question 26:- Which of the following is an example of Lack of Corporate Governance
a) Satyam-Maytas financial irregularities
b) Inappropriate organization structure
c) Failure of Enron project in India
d) Both options A and C
Question 27:- Effective strategy execution calls for Business Process Reengineering with a view to
a) achieve cost and process efficiency
b) Outsource non-core activities
c) Automate systems and avoid duplication of tasks
d) All of these
Question 28:- Audit and review are done periodically and continuously on the basis of performance related to
a) Sales and Marketing
b) Business Operations
c) Finance
d) All Business functions
Question 29:- Firms forming a cartel is a typical example of
a) Non-Collusive oligopoly
b) Aggressive actions
c) Undercutting competitors
d) Collusive oligopoly
Question 30:- Corporate Governance is a tool for ensuring strategy execution in line with objectives by putting in place
a) Suitable organization processes
b) optimal utilization of resources
c) proper system of planning
d) Transparency, accountability and disclosure of information
