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Site Title: Exploring Corporate Strategy, seventh

edition

Book Title: Exploring Corporate Strategy, Seventh

Edition

Book Author: Johnson/Scholes/Whittington

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Student Resources > Chapter 1:

Introducing Strategy > Multiple choice

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June 21, 2013 at 6:47 AM (UTC/GMT)

Summary of Results

47% Correct of 15 Scored items:

7 Correct: 47%

8 Incorrect: 53%

More information about scoring

1.The term 'corporate strategy' concerns strategy and strategic decisions:

Your Answer: B) At all levels in an organisation.

Answer B is correct. Corporate strategy denotes the most general level of strategy

in an organisation and embraces other levels of strategy. See Chapter 1

2.A key characteristic of strategic decisions is:

Your Answer: B) They are normally definite decisions about the future of the

organisation.

Correct Answer: A) They are likely to be concerned with, or affect, the long-term

direction of an organisation.

Answer B is not necessarily correct. Strategic decisions might not be definite. It is

impossible to guess the exact future environment in which an organisation might

operate and therefore the rational approach to decision making may not be

appropriate. Answer A is correct. Refer to section 1.1.1.

3.Strategic fit means:

Your Answer: C) Tailoring strategies to address forces in the business

environment.

Correct. See 1.1

4.The purpose of strategy is to provide:

Your Answer: C) Direction and scope of an organisation over the long-term, which

achieves advantage in a changing environment through its

configuration of resources and competences with the aim of fulfilling

stakeholder expectations.

Your Results for "Multiple choice questions" http://wps.pearsoned.co.uk/wps/grader

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Answer C is correct. Refer to section 1.1.1.

5.It is possible to identify different levels of strategy in an organisation, these are:

Your Answer: A) Corporate; strategic business unit; operational.

Answer A is correct. Corporate strategy is concerned with the overall scope of an

organisation. Strategic business unit level strategy is concerned with how to

compete successfully in particular markets or how to provide best value services.

Operational strategy is concerned with how the component parts of an organisation

deliver effectively the corporate and business level strategies in terms of resources,

processes and people. Refer to section 1.1.2.

6.An organisation's mission can be defined as:

Your Answer: A) The overriding purpose in line with the values or expectations of

stakeholders.

Correct. See 1.1.3 and exh. 1.2

7.The purpose of analysing an organisation's strategic position is:

Your Answer: C) To understand the strategic position of the organisation in terms

of its external environment, the strategic capability of the

organisation and the expectations and purposes of stakeholders.

Answer C is correct. Refer to section 1.2.1.

8.Strategic choices require an understanding of:

Your Answer: A) the underlying bases for future strategy at business unit and

corporate levels; the options for developing strategy in terms of

directions and methods of development.

Answer A is correct. Refer to section 1.2.2.

9.Strategy in a public sector organisation differs from a private sector company

because:

Your Answer: D) They do not have stakeholders.

Correct Answer: A) Planning horizons are determined by political considerations,

rather than market conditions.


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Answer D is incorrect. All organisations have stakeholders in some form. Indeed the

public sector usually has a wider range of active stakeholders than the private

section. Answer A is correct. Planning horizons are determined by political

considerations, rather than market conditions. Refer to section 1.4.4

10.Strategic drift, where strategies progressively fail to address the strategic position of

the organisation, is frequently followed by:

Your Answer: A) Transformational change.

Correct Answer: C) Transformational change or demise.

Partly correct. Strategic drift may be followed by transformational change, in which

there is a fundamental change in strategic direction, or by demise of the

organisation if changes are inadequate or too late. Answer C is correct. See 1.5.1

and Exh. 1.4

11.A design view of strategy refers to:

Your Answer: B) The pulling together of ideas that develop from different parts

of the organisation.

Correct Answer: D) The deliberate positioning of the organisation through a

rational, analytic, structured and directive process.

Only partly correct. A design view of strategy tends to assume that strategies are

developed on the basis of strategic direction, usually from the top of the

organisation. However, in practice strategic plans which look as though they have

been designed in such a way may actually draw together ideas which have come

about from lower down in the organisation: Answer D is correct. A design view of

strategy refers to the deliberate positioning of the organisation through a rational,

analytic, structured and directive process. See 1.5.3 and Commentary on Part 1

12.The experience lens suggests that strategies develop.

Your Answer: C) Through the shared assumptions across similar sorts of

organisations within an industry (or organisational field).

Correct Answer: D) All of the above.

This answer is only partly correct. The shared assumptions across an industry or

organisational field may exert an influence on strategy development, but so too will

shared assumptions more particular to an organisation and also individual

experience. Answer D is correct. The experience lens views strategy development

as the outcome of individual and collective experience of individuals and the

taken-for- granted assumptions. The experience of individuals and that which is

shared within an organisation and between organisations in an industry (or

organisational field) are all likely to have an influence on strategy development. See

1.5.3 and Commentary on Part 1


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13.The ideas lens suggests that ideas for new strategies develop as a result of:

Your Answer: B) The variety and diversity of ideas competing with each other

within an organisation.

Correct Answer: D) B and C above.

This answer is only partly correct. Certainly the ideas lens suggests that this is an

important source of new ideas, but there are others. Answer D is correct. New ideas

are most likely to emerge when a fast changing and unpredictable environment

encourages responses and there is a diversity and variety of ideas within the

organisation to provide responses. The ideas lens sees strategy as the emergence of

order and innovation from the variety and diversity which exist in and around

organisations. See 1.5.3 and Commentary on Part 1

14.The ideas lens suggest that new strategies take shape in organisations:

Your Answer: A) Because the new ideas that develop from within the

organisation are selected by formal evaluation through strategic

planning systems.

Correct Answer: D) All of the above.

This answer is only partly correct: strategic planning systems may be one selection

mechanism that filters new ideas; but there are others. Answer D is correct. There

are likely to be many mechanisms at work which select which new ideas take form

in a strategy as it develops. The ideas lens suggest that new strategies take shape in

organisations as a result of mechanisms such as new ideas that develop from within

the organisation being selected by formal evaluation through strategic planning

systems; new ideas being tried out in the market and either succeeding or not; and

there being sufficient people in the organisation that find a new strategy attractive.

See 1.5.3 and Commentary on Part 1

15.Which of the following statements describes how the design, experience and ideas

lenses help explain strategy development processes?

Your Answer: A) Strategic planning processes are explained through the

design lens. The experience lens and ideas lens are not

relevant.

Correct Answer: D) All three lenses help explain different strategy development

processes that are observable in organisations.

Incorrect. The design lens is certainly appropriate in describing strategic planning

but the other lenses are helpful in providing insights into both the value and

problems of strategic planning. Answer D is correct. All three lenses help explain

different strategy development processes that are observable in organisations. The

three different lenses are not particular in their relevance to one strategy

development process. Rather they provide insights into the different strategy

development processes observable in organisations. See 1.5.3 and Commentary on

Part 1

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