Chapter 10 – Implementation
Chapter 10
Implementation
Multiple Choice Questions
1. (p. 288) Business strategies, grand strategies, and ______ are critically important in crafting a
successful future.
2. (p. 288) To make business strategies, grand strategies and long-term objectives a reality, the
people in an organization who ________ need guidance in exactly what they need to do.
3. (p. 288) ___________ are measurable outcomes achievable or intended to be achieved in one
year or less.
4. (p. 288) Short-term objectives are usually:
5. (p. 288) Short-term objectives __________ long-term objectives.
6. (p. 288) If X-Corp.’s car polish division has committed to a 30 percent gain in revenue over
six years, they must consider the specific target in revenue during the current quarter to
indicate they are making appropriate progress. This smaller objective for the fiscal quarter is
called a:
7. (p. 288) Discussion about and agreement on short-term objectives help raise issues and
potential conflicts within an organization that usually:
8. (p. 288) Short-term objectives assist strategy implementation by identifying measurable
outcomes of action plans or functional activities, which can make feedback, correction and
evaluation:
9. (p. 288) Short-term objectives are usually accompanied by subsequent:
10. (p. 288) _______ are usually accompanied by subsequent action plans.
11. (p. 289) Which of the following items is NOT an example of how action plans enhance
short-term objectives?
12. (p. 289) ______ identify who is responsible for each action in the plan.
13. (p. 289) Which of the following is NOT an example of a quality of effective short-term
objectives?
14. (p. 289) Difficulties in quantifying objectives often can be overcome by initially focusing on
measurable activity and then identifying measurable
15. (p. 289) Short-term objectives are more consistent when they clearly state what is to be
accomplished, when it will be accomplished and how its accomplishment will be:
16. (p. 289) ________ can help avoid conflicting assumptions about the relative importance of
annual objectives, which could otherwise inhibit progress toward strategic effectiveness.
17. (p. 289) It is far easier to quantify the objectives of ______, like production, than of certain
______ areas like personnel.
18. (p. 289) Difficulties in quantifying objectives can often be overcome by initially focusing on
_________ and then identifying _________.
19. (p. 290) A(n) _______ does not necessarily communicate the real difference in the
importance of objectives.
20. (p. 289) Words like “primary,” “top,” and “secondary,” may be used to indicate:
21. (p. 290) Some firms assign ____ to establish and communicate the relative priority of
objectives.
22. (p. 290) The link between short-term and long-term objectives should resemble ________
through the firm from basic long-term objectives to specific short-term objectives in key
operation areas.
23. (p. 290) Short-term objectives and action plans give operating personnel a better
understanding of their role in the firm’s ______.
24. (p. 291) A benefit of short-term objectives and action plans comes from the __________. If
this is done and managers participate, short-term objectives and action plans provide valid
bases for addressing and accommodating conflicting concerns that might interfere with
strategic effectiveness.
25. (p. 291) Functional tactics translate thought (______) into action designed to accomplish
specific short-term objectives.
26. (p. 291) One benefit of short-term objectives and action plans is that they provide a
__________. They can provide clear, measurable mechanisms for developing budgets,
schedules and trigger points, which help control the implementation of strategy.
27. (p. 291) One benefit of short-term objectives and action plans is its _________, which clarify
personal and group roles in a firm’s strategies and help realistically challenge managers to
perform well. These objectives are particularly effective when linked to the firm’s reward
structure.
28. (p. 291) ________ are key, routine activities that must be undertaken in each functional area.
29. (p. 291) Functional tactics translate _______ into action designed to accomplish specific
short-term objectives.
30. (p. 291) Every ________ in a company executes functional tactics that support the business’s
strategy and help accomplish strategic objectives.
31. (p. 291) Which is NOT one of the differences between business strategies and functional
tactics?
32. (p. 291) __________ identify activities to be undertaken now or in the immediate future.
33. (p. 293) The ___________ of functional tactics allows functional managers to adjust to
changing current conditions.
34. (p. 291) Business strategies provide _______ direction.
35. (p. 291) Functional tactics are more _________ than business strategies.
36. (p. 291) Which of the following is NOT a way that specificity in functional tactics
contributes to successful implementation?
37. (p. 294) Operating managers must establish short-term objectives and operating strategies
that contribute to:
38. (p. 294) Involving operating managers can increase the __________ of operating managers
to the strategies developed.
39. (p. 294) Outsourcing starts for most firms with:
40. (p. 294) __________ obtaining work previously done by employees inside the companies
from sources outside the company.
41. (p. 274) __________ is acquiring an activity, service or product necessary to provide a
company’s products or services from “outside” the people or operations controlled by that
acquiring company.
42. (p. 294) Relentless cost cutting is the main force behind the trend of _____.
43. (p. 294) _________ is the main force behind the outsourcing trend.
44. (p. 295) ___________ is the most frequently outsourced functional activity at 75 percent.
45. (p. 296) ________ is the act of allowing an individual or team the right and flexibility to
make decisions and initiate action.
46. (p. 296) One way operating managers ensure decision making is consistent with the mission,
strategy and tactics of the business while allowing considerable latitude to operating
personnel is through the use of:
47. (p. 296) __________ are directives designed to guide the thinking, decisions and actions of
managers and their subordinates in implementing a firm’s strategy.
48. (p. 296) One way operating managers _____ is through the use of policies.
49. (p. 296) __________ increase managerial effectiveness by standardizing many routine
decisions and clarifying the discretion managers and subordinates can exercise in
implementing functional tactics.