...BUS 490 WK 4 Quiz 3 Ch. 3 - All Possible Questions To Purchase Click Link Below: http://strtutorials.com/BUS-490-WK-4-Quiz-3-Ch-3-All-Possible-Questions-BUS4903.htm BUS 490 WK 4 Quiz 3 Ch. 3 - All Possible Questions 1) Industry analysis is also referred to as external strategic management audit. 2) An external audit focuses on identifying and evaluating trends and events within the control of management. 3) The aim of an external audit is to develop an exhaustive list of every possible factor that could influence the business. 4) External audits attempt to identify key variables that offer actionable responses. 5) Five major categories of external variables are: 1) economic forces, 2) social and cultural forces, 3) political, governmental and legal forces, 4) technological forces and 5) demographic forces. 6) As many managers and employees as possible should be involved in the process of performing an external audit. 7) To perform an external audit, a company first must gather competitive intelligence and information about social, cultural, demographic, environmental, economic, political, legal, governmental and technological trends. 8) Freund argues that key external factors must not be hierarchical. 9) The I/O approach to competitive advantage advocates that internal factors are more important than external factors in a firm achieving competitive advantage. 10) An economic trend in America is the increasing numbers of two-income...
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...BUS 490 WK 5 Quiz 4 Ch. 4 - All Possible Questions To Purchase Click Link Below: http://strtutorials.com/BUS-490-WK-5-Quiz-4-Ch-4-All-Possible-Questions-BUS4904.htm BUS 490 WK 5 Quiz 4 Ch. 4 - All Possible Questions 1) Opportunities are a firm's distinctive competencies that cannot be easily matched or imitated by competitors. 2) The process of performing an internal audit, compared to the external audit, provides more opportunity for participants to understand how their jobs, departments and divisions fit into the whole organization. 3) An internal audit task force of managers could be charged with determining a specific number (usually 10 to 20) of the most important strengths and weaknesses. 4) Proponents of the resource-based view argue that external factors are more important than internal factors for a firm in achieving and sustaining competitive advantage 5) The basic premise of the research-based view is that the mix, type, amount and nature of a firm's internal resources should be considered first and foremost in devising strategies that can lead to sustainable competitive advantage. 6) The subtle, elusive and largely unconscious forces that shape the workplace are captured by the organizational culture. 7) Cultural products include values, beliefs, stories, and language. 8) Metaphors are handed-down narratives of some wonderful event that are based on history but have been embellished with fictional detail. 9) A ritual is a standardized...
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...BUS 490 WK 5 Quiz 4 Ch. 4 - All Possible Questions To Purchase Click Link Below: http://strtutorials.com/BUS-490-WK-5-Quiz-4-Ch-4-All-Possible-Questions-BUS4904.htm BUS 490 WK 5 Quiz 4 Ch. 4 - All Possible Questions 1) Opportunities are a firm's distinctive competencies that cannot be easily matched or imitated by competitors. 2) The process of performing an internal audit, compared to the external audit, provides more opportunity for participants to understand how their jobs, departments and divisions fit into the whole organization. 3) An internal audit task force of managers could be charged with determining a specific number (usually 10 to 20) of the most important strengths and weaknesses. 4) Proponents of the resource-based view argue that external factors are more important than internal factors for a firm in achieving and sustaining competitive advantage 5) The basic premise of the research-based view is that the mix, type, amount and nature of a firm's internal resources should be considered first and foremost in devising strategies that can lead to sustainable competitive advantage. 6) The subtle, elusive and largely unconscious forces that shape the workplace are captured by the organizational culture. 7) Cultural products include values, beliefs, stories, and language. 8) Metaphors are handed-down narratives of some wonderful event that are based on history but have been embellished with fictional detail. 9) A ritual is a standardized...
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...BUS 490 WK 8 Quiz 7 Ch. 7 - All Possible Questions To Purchase Click Link Below: http://strtutorials.com/BUS-490-WK-8-Quiz-7-Ch-7-All-Possible-Questions-BUS4907.htm BUS 490 WK 8 Quiz 7 Ch. 7 - All Possible Questions 1) Effective strategy formulation can usually guarantee successful strategy implementation. 2) Strategy formulation is the managing of forces during the action, whereas strategy implementation is the positioning of forces before the action. 3) Strategy formulation requires coordination among a few individuals, but strategy implementation requires coordination among many. 4) It is always easier to say you are going to do something (strategy formulation) than to actually do it (strategy implementation). 5) Unlike strategy formulation, strategy implementation varies considerably among different types and sizes of organizations. 6) A bottom-up flow of communication is essential for developing top-down support. 7) Annual objectives are key components in the strategic-management process because they dictate how resources will be allocated. 8) Horizontal consistency is more important than vertical consistency in developing annual objectives. 9) Undesirable conduct such as distorting the records can be a result of overemphasis on achieving objectives. 10) Policies refer to specific guidelines, methods, procedures, rules, forms, and administrative practices established to support and encourage work toward stated goals. 11)...
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...BUS 490 WK 8 Quiz 7 Ch. 7 - All Possible Questions To Purchase Click Link Below: http://strtutorials.com/BUS-490-WK-8-Quiz-7-Ch-7-All-Possible-Questions-BUS4907.htm BUS 490 WK 8 Quiz 7 Ch. 7 - All Possible Questions 1) Effective strategy formulation can usually guarantee successful strategy implementation. 2) Strategy formulation is the managing of forces during the action, whereas strategy implementation is the positioning of forces before the action. 3) Strategy formulation requires coordination among a few individuals, but strategy implementation requires coordination among many. 4) It is always easier to say you are going to do something (strategy formulation) than to actually do it (strategy implementation). 5) Unlike strategy formulation, strategy implementation varies considerably among different types and sizes of organizations. 6) A bottom-up flow of communication is essential for developing top-down support. 7) Annual objectives are key components in the strategic-management process because they dictate how resources will be allocated. 8) Horizontal consistency is more important than vertical consistency in developing annual objectives. 9) Undesirable conduct such as distorting the records can be a result of overemphasis on achieving objectives. 10) Policies refer to specific guidelines, methods, procedures, rules, forms, and administrative practices established to support and encourage work toward stated goals. 11)...
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...BUS 490 WK 6 Quiz 5 Ch. 5 - All Possible Questions To Purchase Click Link Below: http://strtutorials.com/BUS-490-WK-6-Quiz-5-Ch-5-All-Possible-Questions-BUS4905.htm BUS 490 WK 6 Quiz 5 Ch. 5 - All Possible Questions 1) Long-term objectives represent the results expected from pursuing certain strategies. 2) Objectives provide direction and allow for organizational synergy. 3) Strategic objectives include those associated with growth in revenues, growth in earnings, higher dividends, larger profit margins and improved cash flow. 4) Strategic objectives include larger market share, quicker on-time delivery than rivals, quicker design-to-market times than rivals, lower costs than rivals, and wider geographic coverage than rivals. 5) "If it ain't broke, don't fix it" refers to managing by crisis. 6) The overall aim of the Balanced Scorecard is to balance financial objectives with strategic objectives. 7) Since a combination strategy bears no risk, many organizations pursue a combination of two or more strategies simultaneously. 8) Horizontal integration is seeking ownership or increased control over competitors. 9) Divestiture is selling all of a company's assets, in parts, for their tangible worth. 10) A chief executive officer is located in the divisional level of a large firm. 11) Gaining ownership or increased control over distributors or retailers is called forward integration strategy. 12) Franchising is an effective means...
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...BUS 490 WK 6 Quiz 5 Ch. 5 - All Possible Questions To Purchase Click Link Below: http://strtutorials.com/BUS-490-WK-6-Quiz-5-Ch-5-All-Possible-Questions-BUS4905.htm BUS 490 WK 6 Quiz 5 Ch. 5 - All Possible Questions 1) Long-term objectives represent the results expected from pursuing certain strategies. 2) Objectives provide direction and allow for organizational synergy. 3) Strategic objectives include those associated with growth in revenues, growth in earnings, higher dividends, larger profit margins and improved cash flow. 4) Strategic objectives include larger market share, quicker on-time delivery than rivals, quicker design-to-market times than rivals, lower costs than rivals, and wider geographic coverage than rivals. 5) "If it ain't broke, don't fix it" refers to managing by crisis. 6) The overall aim of the Balanced Scorecard is to balance financial objectives with strategic objectives. 7) Since a combination strategy bears no risk, many organizations pursue a combination of two or more strategies simultaneously. 8) Horizontal integration is seeking ownership or increased control over competitors. 9) Divestiture is selling all of a company's assets, in parts, for their tangible worth. 10) A chief executive officer is located in the divisional level of a large firm. 11) Gaining ownership or increased control over distributors or retailers is called forward integration strategy. 12) Franchising is an effective means...
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...This text was adapted by The Saylor Foundation under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 License without attribution as requested by the work’s original creator or licensee. Saylor URL: http://www.saylor.org/books Saylor.org 1 Preface Writing is often a challenge. If you were ever challenged to express yourself via the written word, this book is for you. Writing for Success is a text that provides instruction in steps, builds writing, reading, and critical thinking, and combines comprehensive grammar review with an introduction to paragraph writing and composition. Beginning with the sentence and its essential elements, this book addresses each concept with clear, concise, and effective examples that are immediately reinforced with exercises and opportunities to demonstrate learning. Each chapter allows students to demonstrate mastery of the principles of quality writing. With its incremental approach, this book can address a range of writing levels and abilities, helping each student prepare for the next writing or university course. Constant reinforcement is provided through examples and exercises, and the text involves students in the learning process through reading, problem solving, practicing, listening, and experiencing the writing process. Each chapter also has integrated examples that unify the discussion and form a common, easy-tounderstand basis for discussion and exploration. This will put students at ease and allow for greater...
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