** In a ****** of ** corporations ***** ** the ********* was ***** ** * ******* ** ********* ************

* ******* sense ** ****** for *** *****

* Higher levels ** ******** motivation

C Higher ****** ** *** *************

* Improved productivity

E Lower employee turnover

2) ******** suggests that strategic ********** evolves ******* four sequential ****** ** ************ *** first ***** is

A ******************* *********

B basic ********* *********

C ******************* *********

D ************** *********

E ********* ***********

** ********* ********** ** that *** ** ********** ********* *** ******* **** ********* the ******** *********** ** * corporation ***** one ** *** ********* ** *** *** of *** ***** elements ** *** ********* ********** process?

A ******** formulation

B Strategy implementation

* *********** ******* control

* ********** *** control

E ************* *********

** *** relationship among the board ** directors top ********** and ************ is ******** ** ***

A ********* ********

* ********* ***********

C corporate ***********

* corporate *********

* corporate ***************

** The concept that ******** ******* ************ **** **************** ** ******* **** ****** ****** ****** * ****** is ***** ***

A ******** ***************

* social responsibility

C ****** ************

* ********** ***************

* profit *************

** Who **** that *** ****** ************** ** business ** * “fundamentally ********** *************** *** that the *** ****** responsibility ** ******** ** ********* *** *** resources *** ****** ** activities ******** ** ******** *** profits ** long as it ***** **** the ***** ** the *********************

* **** Smith

B ****** ********

C ****** ********

* ******* * *******

* ****** *********

7) ***** ** *** ********* ** *** *********** ** ******** environmental **********

* **** ** * **** ** ensure * corporation’s ********* health

* Used ** monitor ******** *** disseminate information **** *** ******** *********** ** *** ****** ****** the ************

C **** ** ******** ************* *** threats

* It ** * tool that ************ use to avoid strategic *********

* **** to ******** strengths *** weaknesses

** ********* ** ****** the *********** ** **** concerned *****

A the ********* ** competition within its *********

* *** ********* ***** ** ****** for a ******* *****

* * market’s ******** ** its life ******

* *** ****** ** pressure from *** ******** ************

* the level ** government action ** ** *********

9) **** a ******* ********** * competency’s *********** ********* Barney refers ** this ***** as

* value

* *********

* imitability

* *************

E ***********

10) ** acronym for *** assessment ** the ******** and internal ************ ** *** business *********** ** the ******* ** ******** ********************* ******** ***

* ****

B MBO

C *****

* SBU

E ****

11) In *** *********** ** * **** matrix *** ***** **** ** ***

* ***** the ******* ** *** *** *************** ********** ** ********** ** **** ** the ********* ********

B ********* *** ******** scores

* **** *** **** important **** and **** items

* indicate ********** *** *** *********

* ***** *** weights *** *** of *** ******** ********

12) The technique **** *********** *** ********** *** match the external ************* and threats with *** ********* *** ********** ** yield four **** ** ********* ************ is ****** * *****

A **** Table

* **** ******

* **** Table

* **** *******

* ****** Priority *******

*** Which ******** ********* the ************ ******* direction ** terms ** *** general *********** ****** growth the ********** ** ******* in ***** ** ******** *** *** ****** in ***** ** *********** ********** *** ********* ********* ***** ******** *******

* **********

* ***********

* ***********

* ***************

* Business

14) ********** *********** is ** operations ******* developed ***

* *** ****** *******

B *******

* ******

* Germany

* Canada

15) The ******* ** ***** * **** ********** *** cross-border ********** *** ***** ** competitors and ***** to ******** **** in the ****** ** *******

A ********

* ************* *********

* *********** strategy

* cross-border **************

*** **** ******** **** managers ask ********** *** relationship ******* ******** ***** *** ************* **********

* ***** geographic ***** will ** *******

B How **** *** international strategy contribute ** *** ******** ***** ** *** ******** *** corporate ************

* *** **** being international make *** ******** more ********** ** our customers?

* ***** ************* ************ ********** **** ** use?

*** ***** ******** is ********* ** **** ******** *** ******* ********** and ************ ** each ********** ** **** corporate and business **** *********** improves *** resource ************ ** ***********

* Business *********

* *********** *********

* Generic *********

D ********** strategy

E ********** *********

*** *** strategy that ***** **** product *** ******* ********** *** *********** is ***** ** a ________ strategy

A Marketing

B R&D

* ***********

D financial

E ***** ******** management

*** *** ****** ** *** ****** **** *** ****** ****** ** ****** with ************* ** substandard skills and/or ******** ******** ********* ** ***** *** ****** *** ******** *** ******* ***

A *********

B staffing

* ************

D **********

* **********

*** *** ******** ************** **** **** ** ********* **** ******* *** ***** ** ** ***** by **** ****** **** **** ***** *** with **** ******** results ** ****** *****

* mission statement

* ****** *****

C ****

D ****

* ********** *****

21) ********** **** * particular *** ** ****** *** experiences *** ** ********** ** ** ********* **** *** ****** with

* * ******** ******** ***************

* * ******** ********* *********

C * ******* educational background

D * ******** experience ***********

* * specific *********

22) ********* ** *** **** what ** *** ***************** to effective ********** of ****** ** *********

* *********

B *******************

* ***********

* Staffing

* **************

*** *** *** ***** ** the ********** *** choices required *** the ********* ** a ********* **** is ***** ** in

* ********* ************

* ************* *********

* ******** implementation

D ********** *** ********

* ********* ************

24) *** ********* ********** ******** in large ************** **************

A *** ***** ** **********

B *** ***********

* ****** ***********

* ***** ***** ***********

* Everyone in the *************

*** ***** *** ** *** ********* is *** * **** of *** evaluation *** control of *************

* ********* ********* ***********

* Determine **** to ********

C Establish ********* for performance

* ******* actual ************

* Take ********** actions

*** *** *** ****** ** activity ** ***** ***

* measurement

* gratuity

* ************

* ****** ** *******

E achievement

*** ***** ** *** **** ******** **** ******* of corporate *********** (in ***** ** *********

* ****

* ****

* ****

D ****

* *****

28) Because ** the belief **** accounting-based ******* such as *** ROE *** EPS are *** reliable ********** ** a ******************* ******** value ***** ****** ** ********* *********** is now ***********

* Shareholder ******

* ***** ******* power

C ************** ******

* Profit ****** ** ******

E ****** on *******

29) Which ******* *********** a tarnished ********** *** ******* ***** ************ ******** ************ **** ********* ******* their ******** on the *** ** *** *** ****** system?

* ***** ******* ***** ***

B ** *******

* ****** *******

* *****

E *************

*** *************** ****** when

* a ******** ** ********** **** ***** ****** as a ******** ****** *** ******* ** ********* **** other divisions ** ***** to *** detriment of *** ************ ** * ******

* ***** is * ******* to produce ** or **** **** capacity

* *********** *** ****** into ********* not ****** ** their **********

* ******** **** ** ***** more ** ***** ********** on ***** ******* ***** *** measurable **** ** ***** ***** *** not

* ******** *********** *** **** ** short-term *********** **********