chapter06 - CHAPTER 6 Strategy Analysis and Choice...

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CHAPTER 6 Strategy Analysis and Choice True/False The Nature of Strategy Analysis and Choice 1. An organization’s present strategies, objectives and mission provide a basis for generating and evaluating feasible alternative strategies, coupled with the external and internal audit information. Ans: T Page: 196-197 2. Strategic analysis and choice largely involves making objective decisions based on subjective information. Ans: F Page: 197 3. Identifying and evaluating alternative strategies shouldn’t involve the managers and employees who earlier assembled the organizational vision and mission statements, performed the external audit and conducted the internal audits. Ans: F Page: 198 A Comprehensive Strategy-Formulation Framework 4. The first stage of the strategy-formulation framework is the input stage, followed by the matching stage. Ans: T Page: 198 5. Stage 2 in the strategy-formulation framework involves a single technique, the Quantitative Strategic Planning Matrix. Ans: F Page: 198 6. The Internal Factor Evaluation Matrix and the External Factor Evaluation Matrix are part of the final stage of the strategy formulation framework. Ans: F Page: 198 99
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7. The Threats-Opportunities-Weaknesses-Strengths (TOWS) Matrix, the Strategic Position and Action Evaluation (SPACE) Matrix, the Boston Consulting Group (BCG) Business Portfolio Matrix, the Internal-External (IE) Business Portfolio Matrix and the Grand Strategy Matrix are included in stage two of the strategy- formulation framework. Ans: T Page: 198 The Input Stage 8. Basic input information for the matching and decision stage matrices is provided by the information derived from SPACE, TOWS and BCG matrices. Ans: F Page: 198 9. Strategists themselves, not analytical tools, are always responsible and accountable for strategic decisions. Ans: T Page: 199 10. The divisions of an organization should utilize strategy-formulation analytical tools to develop their own strategies and objectives. Ans: T Page: 199 11. Good intuitive judgment is always needed to determine appropriate weights and ratings in the input stage matrices. Ans: T Page: 199 The Matching Stage 12. The number of internal factors and external factors in the matching stage is reduced to generate feasible strategies. Ans: F Page: 199 13. The purpose of matching key factors is to generate feasible alternative strategies. Ans: T Page: 199 14. To effectively formulate competitive strategies, an organization should match its external opportunities and threats. Ans: F Page: 199 100
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15. SO strategies are based on using a firm’s internal strengths to take advantage of external opportunities and threats. Ans: F Page: 200 16. Matching strengths with weaknesses is how SW strategies are created. Ans: F
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This note was uploaded on 09/08/2009 for the course MBA 506 taught by Professor Dr.kuruppu during the Spring '09 term at American International.

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chapter06 - CHAPTER 6 Strategy Analysis and Choice...

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