chapter09 - CHAPTER 9 Strategy Review Evaluation and...

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CHAPTER 9 Strategy Review, Evaluation and Control True/False The Nature of Strategy Evaluation 1. If strategy implementation is successful, an enterprise can be lulled into complacency with success. Ans: F Page: 300 2. Adequate, timely feedback is important to effective strategy evaluation. Ans: T Page: 300 3. Too much emphasis on evaluating strategies may be expensive and counterproductive. Ans: T Page: 300 4. Strategy evaluation should have a long-run focus and avoid a short-run focus, given that strategies are long term in nature. Ans: F Page: 300 5. According to Richard Rumelt, consonance and consistency are based on a firm’s external assessment. Ans: F Page: 300 6. According to Rumelt, consistency and feasibility are largely based on a firm’s internal assessment. Ans: T Page: 300 7. Regardless of the size of the organization, a certain amount of management by wandering around at all levels is essential to effective strategy evaluation. Ans: T Page: 300 191
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8. Falsification of reports can result from too great an insistence on attainment of objectives. Ans: T Page: 300 9. Consistency, distinctiveness, advantage and feasibility are Richard Rumelt’s four criteria for evaluating a strategy. Ans: F Page: 300 10. Most top managers feel an organization’s well-being depends on evaluation of the strategic-management process. Ans: T Page: 300 11. Strategy evaluation is becoming increasingly easier with the passage of time, given the technological advances. Ans: F Page: 301 12. The decreasing time span for which planning can be done with any degree of certainty is a reason strategy evaluation is more difficult today. Ans: T Page: 301 13. Consistency refers to the need for strategists to examine sets of trends as well as individual trends in evaluating strategies. Ans: F Page: 302 14. The need for strategists to examine sets of trends as well as individual trends in evaluating strategies is referred to as consonance. Ans: T Page: 302 15. The final broad test of strategy is consistency, that is, can the strategy be implemented consistently every year. Ans: F Page: 302 16. Strategies may be inconsistent if policy problems and issues continue to be brought to the top for resolution. Ans: T Page: 302 192
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17. Competitive advantages normally are the result of superiority in one of three areas: feasibility, consistency, or consonance. Ans: F Page: 302 18. Because large companies have more at stake, it is more important for large organizations to conduct strategy evaluation than small companies. Ans: F Page: 303 19. When empowered employees are held accountable for and pressured to achieve specific goals and are given wide latitude in their actions to achieve them, there can be dysfunctional behavior. Ans: T Page: 303 20. Given that large amounts of money are at stake, strategy evaluation is primarily necessary for large, corporate companies, not small or not-for-profit ones.
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