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Question;1. This is concerned with tracking a strategy as it;is being implemented, detecting problems or changes in its underlying premises;and making necessary adjustments.;Strategy evaluation;Strategic implementation;Strategic control;Strategic decision-making;2. Strategic surveillance must be kept;as focused as possible;as unfocused as possible;as fast as possible;internal;3. This, called kaizen in Japanese, is the process;of relentlessly trying to find ways to improve and enhance a company's products;and processes from design through assembly, sales, and service.;CCC21;Incremental innovation;Continuous improvement;Six Sigma;4. CCC21 stands for;Competitive cost competency in the 21st century;Construction of cost competitiveness for the 21st;century;Cost chain competition for the 21st century;Continuous cost competitiveness in the 21st century;5. The DMAIC (define, measure, analyze, improve, and;control) process is relevant to;CCC21;Balanced scorecard;Strategic matrix analysis;Six Sigma;6. This idea factor involves following demographic;and other broad trends and trying to develop ideas that may be relevant and;useful.;Mental invention;Trend following;Market research;Solution spotting;7. While these may under perform established;products in mainstream markets, they often offer features or capabilities;appreciated by some fringe customer group.;Throughput technologies;Acquired innovations;Disruptive innovations;Lagging innovations;8. These are also referred to as crowdsourcing or;open innovation.;Ideagoras;Disruptors;Sustainers;Golddiggers;9. Short-term objectives are usually;Completed within 2 months;Quantitative;Qualitative;Set to be completed within 5 years;10. Short-term objectives assist strategy;implementation by identifying measurable outcomes of action plans or functional;activities, which can make feedback, correction, and evaluation;More relevant and acceptable;More expensive;More difficult;More geared toward growth;11. Discussion about and agreement on short-term;objectives help raise issues and potential conflicts within an organization;that usually;Need little coordination;Require additional personnel;Focus on public relations;Require organizational coordination;12. Key, routine activities that must be undertaken;in each department of the organization are;Business tactics;Resource tactics;Functional tactics;Corporate tactics;13. In which type of strategy do functional tactics;translate into action designed to accomplish specific short-term objectives?;Corporate strategy;Grand strategy;Operational strategy;Tactical strategy;14. A leader?s vision should be;varied;complex;simple;Long;15. The effort to familiarize future leaders with;the skills important to the company and to develop exceptional leaders among;the managers you employ is;Identifying an action plan;Education and leadership development;Developing principles;Creating passion;16. Organizational culture includes important;assumptions shared by members of the organization. These assumptions are often;Very similar to all other organizations in that;industry;Very obvious to outsiders;Unstated;Formalized;17. Power Fund is a long-standing brokerage firm;with a great history of high returns and well-managed growth. The managers at;Power Fund repeatedly refer to terms like quality, growth, and reliability in;the firm's advertisements. This demonstrates managers;Dissemination of stories and legends about core;values;Emphasis on key themes or dominant values;Building time into the organization;Managing the firm globally;18. These;create differences across national boundaries that influence how people;interact, read personal cues, and otherwise interrelate socially.;Values;Religions;Social norms;Educations


Paper#51695 | Written in 18-Jul-2015

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