2.Assume that you plan the programs for recruiting, hiring, training, promotion and retention. Identify three practices that could be discriminatory and how you would plan to avoid the discrimination and at the same time enhance diversity?
Wednesday, August 5, 2020
Dikverse workforce Agenda
Consider this scenario: You work for a large financial institution that in the past 10 years has developed new products and services that appeal to a very diverse customer base located throughout the world. You have been asked by your CEO to lead an effort to discuss the importance of having a diverse workforce that can effectively serve your organization's customer base. Identify five main points you plan to make about the values of having a diverse workforce, and present a detailed sample agenda for your meeting.
BZ380-Information System transforming business Assignment-1
Directions: Be sure to make an electronic copy of your answer before submitting it to Ashworth College for grading. Unless otherwise stated, answer in complete sentences, and be sure to use correct English spelling and grammar. Sources must be cited in APA format. Your response should be a minimum of one (1) single-spaced page to a maximum of two (2) pages in length; refer to the "Assignment Format" page for specific format requirements.
1. Describe three (3) ways in which information system are transforming business.
(33 points)
2. What is information systems literacy? How does it differ from computer literacy?
(34 points)
3. List and describe the organizational, management, and technology dimensions of information systems. (33 points)
Thursday, July 30, 2020
Bussiness Management-5(1-20questions)mcq.
Question 1 of 20
The most intense level of competition will be under situations of pure competition in which there is/are:
A. one seller and a low degree of differentiation.
B. many sellers and a high degree of differentiation.
C. many sellers and no degree of differentiation.
D. few sellers and a low degree of differentiation.
Question 2 of 20
Which of the following factor(s) determine the intensity of competition in an industry according to the industry perspective?
A. The number of sellers
B. The number of buyers
C. How well different organizations are able to meet customers needs
D. The identification of strategic groups
Question 3 of 20
The adaptive strategies approach was developed by:
A. Miles and Snow.
B. Mintzberg.
C. Abell.
D. Porter.
Question 4 of 20
Which of the following strategies is appropriate for business units that search for market stability and produce only a limited product line directed at a narrow segment of the total potential market?
A. Prospector competitive strategy
B. Defender competitive strategy
C. Analyzer competitive strategy
D. Reactor competitive strategy
Question 5 of 20
Systematically assessing and evaluating possible courses of action is known as the __________ strategy.
A. reactor
B. defender
C. analyzer
D. focus
Question 6 of 20
According to Porter, the "appropriate" competitive strategy is based on the organization's:
A. manufacturing operations.
B. competitive advantage.
C. public relations department.
D. financial forecasts.
Question 7 of 20
The three generic types of competitive strategies are:
A. vertical integration, diversification, and growth.
B. cost leadership, differentiation, and focus.
C. prospector, defender, and analyzer.
D. build market share, maintain industry rank, and increase business strength.
Question 8 of 20
According to Michael Porter, competitive advantage can come from:
A. having the lowest price in the industry.
B. having the lowest costs in the industry.
C. having the most efficient production process in the industry.
D. having the most creative marketing strategies in the industry.
Question 9 of 20
When there is a broad competitive scope and there are low costs obtained, Porter suggests a(n) __________ strategy.
A. cost leadership
B. differentiation
C. prospector
D. reactor
Question 10 of 20
Which of the following is the main objective in the successful pursuit of the cost leadership strategy?
A. Product innovation
B. Efficiency in operations
C. Customer focus
D. Product design
Question 11 of 20
When customers consistently and repeatedly seek out, purchase, and use a particular brand, this is a situation of:
A. effective production policies.
B. cultural dynamics.
C. brand loyalty.
D. operations management.
Question 12 of 20
Which strategy is used by businesses that compete in a narrow market and use only one common competitive weapon?
A. Differentiated strategy
B. Focus strategy
C. Analyzer strategy
D. Prospector strategy
Question 13 of 20
The main goal of a company pursuing a differentiation strategy is to:
A. increase market share and profits.
B. lower production costs and increase efficiency.
C. provide products or services that are unique.
D. improve customer-oriented service.
Question 14 of 20
When an organization is not successful at pursuing a low-cost or differentiation strategy, this concept is referred to by Porter as:
A. focus (cost).
B. focus (differentiation).
C. stuck in the middle.
D. prospector.
Question 15 of 20
One advantage of the focus strategy is:
A. the organization will get to know its market niche very well.
B. the organization has difficulty lowering costs significantly.
C. other organizations may be able to offer lower costs of the product.
D. the organization may lose sight of changing customer needs.
Question 16 of 20
A company that produces commodity aluminum should pursue which of the following generic competitive strategies?
A. Cost leadership
B. Differentiation
C. Growth
D. Profit
Question 17 of 20
Using Mintzberg's framework, organizations that compete on the basis of providing desirable product features and design configurations are using differentiation by:
A. product design.
B. product quality.
C. price.
D. marketing image.
Question 18 of 20
When an organization attempts to exploit and strengthen its competitive position through attacks on a competitor's position, this ploy is known as:
A. defensive strategies.
B. offensive moves.
C. defensive moves.
D. offensive strategies.
Question 19 of 20
A frontal assault with regard to competitive actions means:
A. matching the competition along the dimension of price only.
B. matching the competitor along dimensions such as price, promotion, and distribution.
C. holding off competitors with the use of international markets.
D. remaining reactive the actions of the competition.
Question 20 of 20
The small, intermittent, seemingly random assaults on the markets of the competitors are referred to as __________ attacks.
A. guerrilla
B. resource
C. industrial
D. maneuvered
The most intense level of competition will be under situations of pure competition in which there is/are:
A. one seller and a low degree of differentiation.
B. many sellers and a high degree of differentiation.
C. many sellers and no degree of differentiation.
D. few sellers and a low degree of differentiation.
Question 2 of 20
Which of the following factor(s) determine the intensity of competition in an industry according to the industry perspective?
A. The number of sellers
B. The number of buyers
C. How well different organizations are able to meet customers needs
D. The identification of strategic groups
Question 3 of 20
The adaptive strategies approach was developed by:
A. Miles and Snow.
B. Mintzberg.
C. Abell.
D. Porter.
Question 4 of 20
Which of the following strategies is appropriate for business units that search for market stability and produce only a limited product line directed at a narrow segment of the total potential market?
A. Prospector competitive strategy
B. Defender competitive strategy
C. Analyzer competitive strategy
D. Reactor competitive strategy
Question 5 of 20
Systematically assessing and evaluating possible courses of action is known as the __________ strategy.
A. reactor
B. defender
C. analyzer
D. focus
Question 6 of 20
According to Porter, the "appropriate" competitive strategy is based on the organization's:
A. manufacturing operations.
B. competitive advantage.
C. public relations department.
D. financial forecasts.
Question 7 of 20
The three generic types of competitive strategies are:
A. vertical integration, diversification, and growth.
B. cost leadership, differentiation, and focus.
C. prospector, defender, and analyzer.
D. build market share, maintain industry rank, and increase business strength.
Question 8 of 20
According to Michael Porter, competitive advantage can come from:
A. having the lowest price in the industry.
B. having the lowest costs in the industry.
C. having the most efficient production process in the industry.
D. having the most creative marketing strategies in the industry.
Question 9 of 20
When there is a broad competitive scope and there are low costs obtained, Porter suggests a(n) __________ strategy.
A. cost leadership
B. differentiation
C. prospector
D. reactor
Question 10 of 20
Which of the following is the main objective in the successful pursuit of the cost leadership strategy?
A. Product innovation
B. Efficiency in operations
C. Customer focus
D. Product design
Question 11 of 20
When customers consistently and repeatedly seek out, purchase, and use a particular brand, this is a situation of:
A. effective production policies.
B. cultural dynamics.
C. brand loyalty.
D. operations management.
Question 12 of 20
Which strategy is used by businesses that compete in a narrow market and use only one common competitive weapon?
A. Differentiated strategy
B. Focus strategy
C. Analyzer strategy
D. Prospector strategy
Question 13 of 20
The main goal of a company pursuing a differentiation strategy is to:
A. increase market share and profits.
B. lower production costs and increase efficiency.
C. provide products or services that are unique.
D. improve customer-oriented service.
Question 14 of 20
When an organization is not successful at pursuing a low-cost or differentiation strategy, this concept is referred to by Porter as:
A. focus (cost).
B. focus (differentiation).
C. stuck in the middle.
D. prospector.
Question 15 of 20
One advantage of the focus strategy is:
A. the organization will get to know its market niche very well.
B. the organization has difficulty lowering costs significantly.
C. other organizations may be able to offer lower costs of the product.
D. the organization may lose sight of changing customer needs.
Question 16 of 20
A company that produces commodity aluminum should pursue which of the following generic competitive strategies?
A. Cost leadership
B. Differentiation
C. Growth
D. Profit
Question 17 of 20
Using Mintzberg's framework, organizations that compete on the basis of providing desirable product features and design configurations are using differentiation by:
A. product design.
B. product quality.
C. price.
D. marketing image.
Question 18 of 20
When an organization attempts to exploit and strengthen its competitive position through attacks on a competitor's position, this ploy is known as:
A. defensive strategies.
B. offensive moves.
C. defensive moves.
D. offensive strategies.
Question 19 of 20
A frontal assault with regard to competitive actions means:
A. matching the competition along the dimension of price only.
B. matching the competitor along dimensions such as price, promotion, and distribution.
C. holding off competitors with the use of international markets.
D. remaining reactive the actions of the competition.
Question 20 of 20
The small, intermittent, seemingly random assaults on the markets of the competitors are referred to as __________ attacks.
A. guerrilla
B. resource
C. industrial
D. maneuvered
Bunssiness Management-4(1-20q.)mcq
Question 1 of 20
The __________ point(s) to the strategic issues organizational decision makers need to address in their pursuit of sustainable competitive advantage and high levels of performance.
A. portfolio analysis
B. capabilities assessment
C. financial analysis
D. SWOT analysis
Question 2 of 20
Which of the following is included under the product functional strategies?
A. Marketing
B. Management
C. Supervision
D. Leadership
Question 3 of 20
__________ strategies are the short-term goal-directed decisions and actions of the organization's various functional areas.
A. Competitive
B. Functional
C. Corporate
D. Business
Question 4 of 20
__________ refer(s) to the process of creating and providing goods and services.
A. Production-operations
B. Marketing
C. High-performance work practices
D. Information system
Question 5 of 20
An organization that's first to bring a new product or innovation to the marketplace is a(n):
A. primary competitor.
B. first mover.
C. early adopter.
D. innovator.
Question 6 of 20
Which of the following is a possible production-operations management strategy?
A. Selective specialization
B. Inventory management systems
C. User positioning
D. Database marketing
Question 7 of 20
Which are the two biggest factors in marketing?
A. Competitors and pricing
B. Product and competitors
C. Customers and competitors
D. Pricing and customers
Question 8 of 20
The geographic segmentation variable for consumer markets could include factors such as:
A. region, metropolitan area, and population density.
B. social class, lifestyle, and personality.
C. occasions of product use, benefits, and user status.
D. purchasing function organization, power structure, and purchasing criteria.
Question 9 of 20
The four Ps in marketing are:
A. product, price, promotion, and place.
B. production, placement, personnel, and place.
C. promotion, price, positioning, and perception.
D. perception, perspective, promotion, and price.
Question 10 of 20
Human resource management strategies regarding employee separations include all of the following EXCEPT:
A. downsizing.
B. hiring freezes.
C. organizing for efficiency or innovation.
D. preferential or nonpreferential rehiring process.
Question 11 of 20
The strategic decisions associated with the organization are the choice of a system and the choice of type of system needed for which system type?
A. Marketing
B. Human resources
C. Information
D. Financial-accounting
Question 12 of 20
Designing which of the following systems involves making sure we have the information we need, when the information is needed, and in the form needed?
A. Marketing
B. Human resources
C. Information
D. Financial-accounting
Question 13 of 20
Strategy evaluation at the __________ level involves using __________ and __________ performance measures for each area.
A. functional; quantitative; qualitative
B. marketing; quantitative; qualitative
C. management; financial; quantitative
D. research and development; quantitative; qualitative
Question 14 of 20
The __________ analysis points to the strategic issues decision makers need to address in their pursuit of sustainable competitive advantage and high performance levels.
A. functional
B. SWOT
C. competitive
D. organizational
Question 15 of 20
The process of creating goods and services in which organizational resources are transformed into outputs is called:
A. production-operations.
B. manufacturing-operations.
C. product-production.
D. organizational performance.
Question 16 of 20
Strategy evaluation at the __________ level involves using specific performance measures-qualitative and quantitative-for each functional area.
A. organizational
B. operational
C. functional
D. production
Question 17 of 20
When a group of individuals from various functional departments work together on product or process development, it can be in a:
A. technical environment.
B. cross-functional team.
C. global organization.
D. matrix organization.
Question 18 of 20
Which of the following is NOT one of the three functional concerns of organizations?
A. People
B. Technology
C. Support processes
D. Product
Question 19 of 20
A(n) __________ system is a system for collecting, processing, storing and disseminating any and all information that managers need to operate a business.
A. database
B. reporting
C. support
D. information
Question 20 of 20
__________ at the functional level involves using specific performance measures quantitative and qualitative – for each functional area.
A. Management
B. Reporting
C. Performance evaluation
D. Strategy evaluation
The __________ point(s) to the strategic issues organizational decision makers need to address in their pursuit of sustainable competitive advantage and high levels of performance.
A. portfolio analysis
B. capabilities assessment
C. financial analysis
D. SWOT analysis
Question 2 of 20
Which of the following is included under the product functional strategies?
A. Marketing
B. Management
C. Supervision
D. Leadership
Question 3 of 20
__________ strategies are the short-term goal-directed decisions and actions of the organization's various functional areas.
A. Competitive
B. Functional
C. Corporate
D. Business
Question 4 of 20
__________ refer(s) to the process of creating and providing goods and services.
A. Production-operations
B. Marketing
C. High-performance work practices
D. Information system
Question 5 of 20
An organization that's first to bring a new product or innovation to the marketplace is a(n):
A. primary competitor.
B. first mover.
C. early adopter.
D. innovator.
Question 6 of 20
Which of the following is a possible production-operations management strategy?
A. Selective specialization
B. Inventory management systems
C. User positioning
D. Database marketing
Question 7 of 20
Which are the two biggest factors in marketing?
A. Competitors and pricing
B. Product and competitors
C. Customers and competitors
D. Pricing and customers
Question 8 of 20
The geographic segmentation variable for consumer markets could include factors such as:
A. region, metropolitan area, and population density.
B. social class, lifestyle, and personality.
C. occasions of product use, benefits, and user status.
D. purchasing function organization, power structure, and purchasing criteria.
Question 9 of 20
The four Ps in marketing are:
A. product, price, promotion, and place.
B. production, placement, personnel, and place.
C. promotion, price, positioning, and perception.
D. perception, perspective, promotion, and price.
Question 10 of 20
Human resource management strategies regarding employee separations include all of the following EXCEPT:
A. downsizing.
B. hiring freezes.
C. organizing for efficiency or innovation.
D. preferential or nonpreferential rehiring process.
Question 11 of 20
The strategic decisions associated with the organization are the choice of a system and the choice of type of system needed for which system type?
A. Marketing
B. Human resources
C. Information
D. Financial-accounting
Question 12 of 20
Designing which of the following systems involves making sure we have the information we need, when the information is needed, and in the form needed?
A. Marketing
B. Human resources
C. Information
D. Financial-accounting
Question 13 of 20
Strategy evaluation at the __________ level involves using __________ and __________ performance measures for each area.
A. functional; quantitative; qualitative
B. marketing; quantitative; qualitative
C. management; financial; quantitative
D. research and development; quantitative; qualitative
Question 14 of 20
The __________ analysis points to the strategic issues decision makers need to address in their pursuit of sustainable competitive advantage and high performance levels.
A. functional
B. SWOT
C. competitive
D. organizational
Question 15 of 20
The process of creating goods and services in which organizational resources are transformed into outputs is called:
A. production-operations.
B. manufacturing-operations.
C. product-production.
D. organizational performance.
Question 16 of 20
Strategy evaluation at the __________ level involves using specific performance measures-qualitative and quantitative-for each functional area.
A. organizational
B. operational
C. functional
D. production
Question 17 of 20
When a group of individuals from various functional departments work together on product or process development, it can be in a:
A. technical environment.
B. cross-functional team.
C. global organization.
D. matrix organization.
Question 18 of 20
Which of the following is NOT one of the three functional concerns of organizations?
A. People
B. Technology
C. Support processes
D. Product
Question 19 of 20
A(n) __________ system is a system for collecting, processing, storing and disseminating any and all information that managers need to operate a business.
A. database
B. reporting
C. support
D. information
Question 20 of 20
__________ at the functional level involves using specific performance measures quantitative and qualitative – for each functional area.
A. Management
B. Reporting
C. Performance evaluation
D. Strategy evaluation
Bussiness Management-3(1-20questions)mcq
Question 1 of 20
Factors like Coca-Cola's brand name "Coke" and Nike's "swoosh" symbol construct __________ resources for the organization.
A. physical
B. intangible
C. financial
D. invisible
Question 2 of 20
The various organizational routines and processes that determine how efficiently and effectively the organization transforms its inputs into outputs are called:
A. strengths.
B. core competencies.
C. capabilities.
D. customer value.
Question 3 of 20
__________ are the regular, predictable, and sequential patterns of work activities performed by organizational members.
A. Organizational capabilities
B. Accumulated knowledge
C. Actual work activities
D. Organizational routines and processes
Question 4 of 20
Southwest's capability of quick gate turnaround time and exceptional employee-customer interactions is known as a/an:
A. distinctive organizational capability.
B. exceptional opportunity.
C. superior customer value.
D. distinguished service.
Question 5 of 20
The ability of Hampton Inn to provide customers moderately-priced accommodation with all the amenities and conveniences travelers want is an example of:
A. contributing to superior customer value.
B. a second-to-market philosophy.
C. operating under a benchmarking philosophy.
D. providing a system that is easily duplicated.
Question 6 of 20
Special and unique capabilities that distinguish the organization from its competitors are called __________ organizational capabilities.
A. distinguished
B. distinctive
C. demonstrated
D. delineated
Question 7 of 20
The ability of Honda to use its fuel-efficient and reliable engines in automobiles, motorcycles, and power generators is an example of:
A. contributing to superior customer value.
B. creating a product that is difficult for competitors to imitate.
C. developing an innovation that can be used in a number of ways.
D. simulating an effective system developed by a competitor.
Question 8 of 20
The organization's major value-creating skills and capabilities that are shared across multiple product lines or multiple businesses are called:
A. distinctive organizational capabilities.
B. competitive intelligence.
C. core weaknesses.
D. core competencies.
Question 9 of 20
Resources that the organization possesses and capabilities that the organization has developed, both of which can be developed into a sustainable competitive advantage, are known as:
A. weaknesses.
B. strengths.
C. opportunities.
D. threats.
Question 10 of 20
Resources that are lacking or deficient and that prevent the organization from developing a sustainable competitive advantage, are known as:
A. weaknesses.
B. strengths.
C. opportunities.
D. threats.
Question 11 of 20
Which of the following are considered to be primary activities in a value chain analysis as outlined by Porter?
A. Inbound logistics
B. Procurement
C. Human resource management
D. Firm's infrastructure
Question 12 of 20
The concept of the value chain was developed by:
A. Milton Friedman.
B. Peter Drucker.
C. Michael Porter.
D. Tom Peters.
Question 13 of 20
All of the following constitute primary activities EXCEPT:
A. procurement.
B. marketing and sales.
C. outbound logistics.
D. operations.
Question 14 of 20
All of the following constitute support activities EXCEPT:
A. technological development.
B. firm's infrastructure.
C. operations.
D. human resource management.
Question 15 of 20
According to the value chain analysis, the process connected to the acquisition and utilization of resources is known as:
A. human resource management.
B. technological development.
C. firm infrastructure.
D. procurement
Question 16 of 20
The internal audit concentrates on the availability or lack of critical __________ and the level of __________.
A. capital; skills
B. resources; capabilities
C. financial resources; management
D. skills; resources
Question 17 of 20
The key to using a(n) __________ is to determine how well or poorly organizational functions are being performed.
A. internal audit
B. capabilities assessment profile
C. strategic audit
D. resource audit
Question 18 of 20
The second step in identifying distinctive organizational capabilities through a capabilities assessment profile is:
A. describe all the organizational capabilities and competencies.
B. identify and agree on the key capabilities and competencies.
C. identify sources of competitive advantage and disadvantage in the main product-market segments.
D. prepare current product-market profile.
Question 19 of 20
Which of the following is NOT a criterion mentioned in the text for determining whether or not resources and capabilities are strengths or weaknesses?
A. Comparison against competitors
B. Current performance
C. Trends in market share
D. Financial ratios
Question 20 of 20
Statements of desired outcomes are known as:
A. core competencies.
B. organizational goals.
C. distinctive competencies.
D. management vision.
Factors like Coca-Cola's brand name "Coke" and Nike's "swoosh" symbol construct __________ resources for the organization.
A. physical
B. intangible
C. financial
D. invisible
Question 2 of 20
The various organizational routines and processes that determine how efficiently and effectively the organization transforms its inputs into outputs are called:
A. strengths.
B. core competencies.
C. capabilities.
D. customer value.
Question 3 of 20
__________ are the regular, predictable, and sequential patterns of work activities performed by organizational members.
A. Organizational capabilities
B. Accumulated knowledge
C. Actual work activities
D. Organizational routines and processes
Question 4 of 20
Southwest's capability of quick gate turnaround time and exceptional employee-customer interactions is known as a/an:
A. distinctive organizational capability.
B. exceptional opportunity.
C. superior customer value.
D. distinguished service.
Question 5 of 20
The ability of Hampton Inn to provide customers moderately-priced accommodation with all the amenities and conveniences travelers want is an example of:
A. contributing to superior customer value.
B. a second-to-market philosophy.
C. operating under a benchmarking philosophy.
D. providing a system that is easily duplicated.
Question 6 of 20
Special and unique capabilities that distinguish the organization from its competitors are called __________ organizational capabilities.
A. distinguished
B. distinctive
C. demonstrated
D. delineated
Question 7 of 20
The ability of Honda to use its fuel-efficient and reliable engines in automobiles, motorcycles, and power generators is an example of:
A. contributing to superior customer value.
B. creating a product that is difficult for competitors to imitate.
C. developing an innovation that can be used in a number of ways.
D. simulating an effective system developed by a competitor.
Question 8 of 20
The organization's major value-creating skills and capabilities that are shared across multiple product lines or multiple businesses are called:
A. distinctive organizational capabilities.
B. competitive intelligence.
C. core weaknesses.
D. core competencies.
Question 9 of 20
Resources that the organization possesses and capabilities that the organization has developed, both of which can be developed into a sustainable competitive advantage, are known as:
A. weaknesses.
B. strengths.
C. opportunities.
D. threats.
Question 10 of 20
Resources that are lacking or deficient and that prevent the organization from developing a sustainable competitive advantage, are known as:
A. weaknesses.
B. strengths.
C. opportunities.
D. threats.
Question 11 of 20
Which of the following are considered to be primary activities in a value chain analysis as outlined by Porter?
A. Inbound logistics
B. Procurement
C. Human resource management
D. Firm's infrastructure
Question 12 of 20
The concept of the value chain was developed by:
A. Milton Friedman.
B. Peter Drucker.
C. Michael Porter.
D. Tom Peters.
Question 13 of 20
All of the following constitute primary activities EXCEPT:
A. procurement.
B. marketing and sales.
C. outbound logistics.
D. operations.
Question 14 of 20
All of the following constitute support activities EXCEPT:
A. technological development.
B. firm's infrastructure.
C. operations.
D. human resource management.
Question 15 of 20
According to the value chain analysis, the process connected to the acquisition and utilization of resources is known as:
A. human resource management.
B. technological development.
C. firm infrastructure.
D. procurement
Question 16 of 20
The internal audit concentrates on the availability or lack of critical __________ and the level of __________.
A. capital; skills
B. resources; capabilities
C. financial resources; management
D. skills; resources
Question 17 of 20
The key to using a(n) __________ is to determine how well or poorly organizational functions are being performed.
A. internal audit
B. capabilities assessment profile
C. strategic audit
D. resource audit
Question 18 of 20
The second step in identifying distinctive organizational capabilities through a capabilities assessment profile is:
A. describe all the organizational capabilities and competencies.
B. identify and agree on the key capabilities and competencies.
C. identify sources of competitive advantage and disadvantage in the main product-market segments.
D. prepare current product-market profile.
Question 19 of 20
Which of the following is NOT a criterion mentioned in the text for determining whether or not resources and capabilities are strengths or weaknesses?
A. Comparison against competitors
B. Current performance
C. Trends in market share
D. Financial ratios
Question 20 of 20
Statements of desired outcomes are known as:
A. core competencies.
B. organizational goals.
C. distinctive competencies.
D. management vision.
Bussiness Management-2. (1-20q.) (mcq)
Question 1 of 20
Competitive advantage can best be described as:
A. increased efficiency.
B. what sets an organization apart.
C. a strength of the organization.
D. intangible resources.
Question 2 of 20
Which one of the following factors is considered to make an organization's resources unique?
A. Durability
B. Imitability
C. Quality
D. Efficiency
Question 3 of 20
Experiences, characteristics, and knowledge are all aspects that represent:
A. financial resources.
B. intangible resources.
C. human resources.
D. physical resources.
Question 4 of 20
Imitability of a resource can occur through:
A. duplication.
B. exploitation.
C. substitution.
D. duplication and substitution.
Question 5 of 20
According to the guerrilla view of competitive advantage, the state of an organization's competitive advantage is:
A. temporary.
B. long term.
C. long term based on the role of strategic leadership.
D. able to provide stable cash flows.
Question 6 of 20
American Airlines starting an airfare war by drastically reducing prices is an example of a change in the __________ environment.
A. internal
B. external
C. resource
D. modified environment
Question 7 of 20
The use of equipment, materials, knowledge, and experience to perform tasks is defined as:
A. the information revolution.
B. technology.
C. globalization.
D. resource allocation.
Question 8 of 20
__________ is the process of taking a creative idea and turning it into a product or process that can be used or sold.
A. Technology
B. Innovation
C. Invention
D. Discovery
Question 9 of 20
The influence of globalization in managing strategically can be demonstrated in:
A. the global marketplace.
B. global competition.
C. the organization itself.
D. global competitors and the global marketplace.
Question 10 of 20
Capitalizing on information, people, ideas, and knowledge characterizes the implication of:
A. vanishing distance.
B. reduced need for physical assets.
C. compressed time.
D. turbulent change.
Question 11 of 20
__________ is defined as a structured transition in what an organization does and how it does it.
A. Strategy
B. Strategic management
C. Organizational change
D. Globalization
Question 12 of 20
Instant interactivity reflects the environment of:
A. reduced need for physical assets.
B. compressed time.
C. vanishing distance.
D. constant change.
Question 13 of 20
Companies such as Google and Apple are finding that they can achieve a sustainable competitive advantage with:
A. physical assets.
B. physical distance.
C. non physical assets.
D. vanishing distance.
Question 14 of 20
Corporate social responsibility (CSR) is the obligation of __________ to make decisions and act in ways that recognize the interrelatedness of business and society.
A. competitors
B. stakeholders
C. community
D. organizational decision makers
Question 15 of 20
The traditional view of social responsibility states that corporations:
A. should exist only to represent the stockholders.
B. must represent all stakeholder groups.
C. should operate on the basis of their suppliers' interests.
D. function as a measure of consumer behavior.
Question 16 of 20
The __________ should elaborate a purpose for the organization.
A. vision
B. competitive strategy
C. mission
D. strategy
Question 17 of 20
A __________ statement is a statement of what specific organizational units do and what they hope to accomplish.
A. vision
B. strategy
C. technology
D. mission
Question 18 of 20
The competitive advantage perspective that focuses on structural forces within an industry, the competitive environment of firms, and how these influence competitive advantage is the __________ view.
A. industrial-organizational
B. resource-based
C. guerilla
D. structured-competitive
Question 19 of 20
The ability to access information with great speed reflects the impact of:
A. the information revolution.
B. technological advances and breakthroughs.
C. globalization.
D. the Internet.
Question 20 of 20
The __________ view takes the approach that a firm's resources are more important than industry structure in getting and keeping competitive advantage.
A. industrial organization
B. resources-based
C. supplier-based
D. guerrilla-based
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