A.  

an organization's choice of media and strategies for marketing its products/services.

B.  

what differentiates an organization in the eyes of its customers.

C.  

the relative value of an organization's stock compared to its competitors.

D.  

an organization's location in relation to its largest segment.

A.  

Stop the innovation process until feedback is fully integrated

B.  

Continue to innovate in isolation and eventually everyone will catch up with it

C.  

Ignore feedback because the organization is the expert in the field

D.  

Involve the stakeholders in innovation and feedback

A.  

When decisions are required

B.  

When the outcomes are achieved

C.  

Anytime they want

D.  

At key milestone markers

A.  

The company's attrition rate

B.  

Customer segments

C.  

Operating environment

D.  

Company culture

A.  

track and report progress rigorously.

B.  

communicate the updated strategic plan with all employees.

C.  

monitor through a support team.

D.  

conduct a regular environmental scan.

A.  

asking a single research consultant how people use our products or services.

B.  

eliminating all but one of your company's traditional products/services.

C.  

encouraging our own cross-functional teams to develop original ideas and strategies.

D.  

absorbing the strategic best practices of other organizations to identify a metric for judging strategic needs.

A.  

Describes the organization's purpose in an accurate and concise manner

B.  

Describes in great detail what is done for whom, how it is done, who does it, and how well it is done

C.  

Provides an emotionally inspiring picture of future success

D.  

Describes the role of the organization in 3–5 years

A.  

Stewart cycle

B.  

Quality management

C.  

Strategic management

D.  

Talent management

A.  

Budget

B.  

Ethical framework

C.  

Execution process

D.  

Zero-defects mentality

A.  

Teamwork and management skills

B.  

Business development and financial acumen

C.  

Facilitation skills

D.  

Patience and initiative

A.  

eroding goals.

B.  

motivation.

C.  

escalation.

D.  

shifting the burden.

A.  

Strategic thinking should follow a uniform repetitive process within the organization

B.  

Strategic thinking should be integrated into day-to-day decision-making

C.  

Strategic thinking should dovetail into the annual budgeting process

D.  

Top management should do the strategic thinking within the organization

A.  

Survey employees on impact of change at this point in time

B.  

Phase in the project in small segments with a few employees

C.  

Implement the total project all at once

D.  

Provide stress management training first

A.  

Excellence in every aspect

B.  

Caring only

C.  

High quality goods and services only

D.  

Excellence in one specific area only

A.  

Is easy to track, reports on outcomes soon after the fact, and is accepted by industry leaders

B.  

Compares performance against competitors, communicates a positive message to shareholders, is tracked without creating new processes, and is predictive

C.  

Is valid and verifiable and helps to balance a mix of both leading and lagging performance indicators

D.  

Is linked to financial performance, is requested by the board of directors, gives insight as to what customers are thinking, and is predictive

A.  

sending single direction messages to recipients.

B.  

interacting to get honest feedback.

C.  

broadcasting streaming messages.

D.  

sending recurring newsletters.

A.  

Use guided imagery to envision the ideal planning process

B.  

Set up mechanisms to manage continuous improvement

C.  

Review records to see where the organization has been compared to the current situation

D.  

Require periodic reports from the organization to track progress

A.  

line employees and their supervisors.

B.  

the governing board.

C.  

the strategic management office.

D.  

senior leadership acting as a team.

A.  

Finances

B.  

Actions

C.  

Technology

D.  

Customers

A.  

Gap analysis

B.  

Cascading

C.  

Flow charting

D.  

Process mapping

A.  

Interview employees to get different perspectives about the changes

B.  

Analyze what the strategic change entails from a modular and integrated perspective

C.  

Eliminate all out-of-date aspects of the system

D.  

Communicate clearly why change is necessary

A.  

Survey development

B.  

Project management skills

C.  

Market forecasts

D.  

Budget preparation

A.  

provide positive feedback and use caution in exercising accountability in a bad outcome.

B.  

adopt a hiring instrument that assures more creative people are hired.

C.  

bring in a creative consultant.

D.  

modify the organization's policy to allow for educational leave.

A.  

Define, plan, implement, and evaluate

B.  

Assign, budget, plan, and implement

C.  

Plan, change, evaluate, and monitor

D.  

Budget, plan, evaluate, and monitor

A.  

Quality management

B.  

Lean manufacturing

C.  

Balanced Scorecard

D.  

Business Process Reengineering

A.  

Defines future directions

B.  

Provides insights on motivation of customers and competitors

C.  

Provides market share information

D.  

Confirms competitive positioning

A.  

Tell stakeholders who are against the change that they do not have a choice

B.  

Ask stakeholders who are against the change what is needed to get their support

C.  

Find ways to bypass the support of stakeholders

D.  

Invite key stakeholders to attend an initial planning session to discuss the change

A.  

Directly ask the other person for their views

B.  

The leader should say something flattering

C.  

The leader should first find something to agree on, with the other person

D.  

The leader should describe his or her own listening skills first and foremost

A.  

(1) Human capital management; (2) communications

B.  

(1) Accountability; (2) Information

C.  

(1) Customer communications; (2) Data analysis

D.  

(1) Meeting minutes recording; (2) Progress reporting

A.  

Using a slide show presentation

B.  

Making a phone call

C.  

Having team members meet each other previously

D.  

Using a combination of email, telephone, and online meetings

A.  

Nominal Group Technique

B.  

Balanced Scorecard

C.  

The Delphi Approach

D.  

Storming and Forming

A.  

Determine who else contributed

B.  

Determine the right answer and actions

C.  

Acknowledge the mistake

D.  

Correct the problem

A.  

the organization's financial goals.

B.  

the organization's desired outcomes.

C.  

each step of the final action plan.

D.  

employee satisfaction.

A.  

Realities, situation, expectations, viewpoint, behaviour, and values of your customers

B.  

Employees' assumptions

C.  

Articles of incorporation

D.  

Organization's mission statement

A.  

The results (outcomes) yet to be realized.

B.  

Followers' willingness to listen.

C.  

The number of followers undergoing self-development.

D.  

Followers' actions.

A.  

Must be established first before other strategies are set

B.  

Addresses the best way to achieve the overall business strategy, competitive advantage in a sustainable way

C.  

Defines the organization's product market focus

D.  

Drives the operation's strategy

A.  

It can never be regained

B.  

Through consistent, honest actions over time

C.  

Through repentance and acknowledgement of errors

D.  

By apologizing

A.  

Clear communication of what the organization wants to achieve

B.  

An explanation of the tactics to be used to achieve the vision

C.  

Evidence the communication plan was developed by consultants specializing in communication management

D.  

Clear links between the overall strategic direction and individual compensation

A.  

sourcing a complete set of risk options.

B.  

classifying types of risks.

C.  

evaluating the probability of risks.

D.  

identifying risks and mitigation strategies.

A.  

A well-defined budget

B.  

Alignment of the organization structure specifically around the mission statement

C.  

Translation of the strategy into short-term operating objectives

D.  

Organization-wide communication of the vision

A.  

Review employee development plans and performance incentives

B.  

Develop strategic objectives, performance measures, and strategic initiatives for business and support units

C.  

Write vision and mission statements for each business and support unit

D.  

Reorganize business and support units

A.  

ensure that discussions proceed quickly so that decisions are made in the time allotted.

B.  

pay most attention to what the chief executive says.

C.  

set ground rules before the meeting that makes everyone's contribution equally valuable.

D.  

give more weight to ideas and decisions from senior and experienced people in the group.

A.  

highly competitive markets

B.  

presently defined market space

C.  

untapped market space

D.  

regulated markets

A.  

Is widely shared among members of the organization

B.  

Is broad enough to translate into actions and transactions

C.  

Gives the organization a broad range of options on how best to interact with key stakeholders

D.  

Is highlighted on the organization's website to enhance its image

A.  

Make policy decisions with senior leadership

B.  

Resolve political issues

C.  

Identify issues

D.  

Gather input from participants

A.  

no one.

B.  

the direct report and supervisor.

C.  

the direct report only.

D.  

the policies and procedures.

A.  

Remuneration or compensation plans

B.  

Employee empowerment

C.  

Job design

D.  

Training

A.  

continuous improvement

B.  

consensus management

C.  

reengineering

D.  

quality circles