40.
Which of the following is
not
among the principal managerial tasks associated with managing
the strategy execution process?
41.
Management is obligated to monitor new external developments, evaluate the company’s
progress, and make corrective adjustments in order to
42.
A company’s direction, objectives, and strategy
43.
Proficient strategy execution
44.
The primary roles/obligations of a company’s board of directors in the strategy-making,
strategy-executing process include
45.
The obligations of an investor-owned company’s board of directors in the strategy-making,
strategy-executing process include
2-39
46.
Which one of the following is
not
among the chief duties or responsibilities of a company’s
board of directors insofar as the strategy–making, strategy-executing process is concerned?
Short Answer Questions
47.
What are the five stages of the strategy-making, strategy-executing process and what does
each one involve?
48.
Define and briefly explain what is meant by each of the following terms:
a. strategic inflection point
b. strategic vision
c. strategic objective
d. strategic plan
e. balanced scorecard
49.
A well-conceived strategic vision helps prepare a company for the future. True or false?
Explain and justify your answer.
50.
Explain why an organization needs a strategic vision. What purpose does a strategic vision
serve?
51.
What is the difference between a mission statement and a strategic vision?
52.
What is the meaning of the term “balanced scorecard”? What are the merits of using a
balanced scorecard in judging a company’s performance?
53.
What are the two types of objectives included in the balanced scorecard? Define and provide
five examples of each.
54.
The achievement of financial objectives tends to be a lagging indicator of a company’s
performance while the achievement of strategic objectives tends to be a leading indicator of a
company’s future financial performance. True or false? Support and explain your answer.
55.
Explain why a company’s strategy is really a bundle of strategies.
56.
A single-business company has three levels of strategy. Name and describe each level.
57.
Identify and briefly discuss at least three obligations of a company’s board of directors in
corporate governance and the strategy formulation, strategy execution process.
58.
Identify and briefly discuss at least two examples of faulty oversight by a company’s board of
directors in corporate governance and/or the strategy formulation, strategy execution
process.