Questions

21) Executives with a particular mix of skills and experiences may be classified as an executive type and paired with
A. a specific personal characteristic
B. a specific corporate strategy
C. a certain educational background
D. a specific experience background
E. a specific industry
22) According to the text, what is the “key” to effective management of change in culture?
A. Planning
B. Operationalization
C. Evaluation
D. Staffing
E. Communication
23) The sum total of the activities and choices required for the execution of a strategic plan is known as in
A. strategic formulation
B. environmental scanning
C. strategy implementation
D. evaluation and control
E. strategic development
24) Who typically implements strategy in large, multi-industry corporations?
A. The board of directors
B. Top management
C. Middle management
D. First level management
E. Everyone in the organization
25) Which one of the following is NOT a part of the evaluation and control of performance?
A. Establish corporate strategies.
B. Determine what to measure.
C. Establish standards for performance.
D. Measure actual performance.
E. Take corrective actions.
26) The end result of activity is known as
A. measurement
B. gratuity
C. performance
D. return on equity
E. achievement
27) Which is the MOST commonly used measure of corporate performance (in terms of profit)?
A. EPS
B. ROE
C. DPS
D. ROI
E. ROVA
28) Because of the belief that accounting-based numbers such as ROI, ROE, and EPS are not reliable indicators of a corporation’s economic value, which method of corporate performance is now preferred?
A. Shareholder value
B. Basic earning power
C. Price/earnings ratio
D. Profit margin on sales
E. Return on assets
29) Which company experienced a tarnished reputation and scandal after experiencing behavior substitution when employees altered their behavior on the job to fit the reward system?
A. Sears, Roebuck, & Co.
B. J.C. Penney
C. Neiman Marcus
D. Saks
E. Macy’s
30) Suboptimization occurs when
A. a division or functional unit views itself as a separate entity and refuses to cooperate with other divisions or units to the detriment of the organization as a whole
B. there is a failure to produce at or near full capacity
C. individuals are placed into positions not suited to their abilities
D. managers tend to focus more of their attentions on those aspects which are measurable than on those which are not
E. managers concentrate too much on short-term performance objectives

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