Organization and Environment
MCQs with answers
Lecture 1 - Introduction
1. The metaphor “the strategic management beast” primarily serves to highlight which
characteristic of strategic management?
a) Its unpredictable nature, making it difficult to control without specialized
tools
b) Its immense power within an organization, dictating all operational aspects
c) Its multifaceted, complex, and potentially indefinite nature, making it hard to
fully grasp
d) Its aggressive competitive stance, requiring a fierce approach to market
dominance
Answer: c
2. If an organization's strategy development is heavily influenced by its past successes
and established routines, which of Mintzberg's 5 Ps of strategy is most evident?
a) Position
b) Perspective
c) Ploy
d) Pattern
Answer: d
3. What is the fundamental difference between the strategic planning approach and
the strategic visioning approach to strategy creation?
a) Strategic planning emphasizes short-term gains, while strategic visioning
focuses on long-term sustainability
b) Strategic planning is typically bottom-up, whereas strategic visioning is top-
down
c) Strategic planning prioritizes external market conditions, while strategic
visioning is purely internally focused
d) Strategic planning relies on structured analysis and design, while strategic
visioning is driven by strong leadership and internal culture
Answer: d
4. According to the “blind people and strategy formation is our elephant” story, the
core problem in understanding strategy arises from:
a) A lack of specialized training among those attempting to analyze strategy
b) Individuals focusing on isolated parts of strategy without comprehending its
holistic nature
c) The inherent complexity of strategic elements, each requiring dedicated
study
d) The absence of a universally accepted definition of strategy within the field
, Answer: b
5. A company consistently responds to market shifts by launching new, innovative
products based on competitor actions This reactive, yet deliberate competitive move
best exemplifies which of Mintzberg's 5 Ps?
a) Plan
b) Perspective
c) Pattern
d) Ploy
Answer: d
6. In the context of strategy as a position, what does this mainly imply for an
organization?
a) Its internal operational efficiency and cost-effectiveness within the industry
b) Its current standing compared to competitors and the broader market
environment
c) Its pre-determined course of action for achieving specific objectives
d) Its unique organizational culture and shared values
Answer: b
7. How does the strategic learning approach to strategy creation differ from strategic
venturing?
a) Strategic learning involves trial and error with continuous adaptation,
whereas strategic venturing emphasizes opportunistic responses to power
dynamics
b) Strategic learning is entirely theoretical, while strategic venturing is
exclusively practical
c) Strategic learning is only relevant for small businesses, while strategic
venturing is for large corporations
d) Strategic learning uses internal data, while strategic venturing relies on
external market research
Answer: a
8. When strategy is understood as a plan, its essential characteristic is that it is a:
a) Flexible and adaptive response to emerging challenges
b) Deliberate, predetermined course of action
c) Spontaneous reaction to unforeseen market shifts
d) Collection of organizational values and beliefs
Answer: b
9. True-False: The statement “You certainly do not get an elephant by adding up its
parts. An elephant is more than that” suggests that understanding individual
strategic components is enough for a complete comprehension of strategic
management
a) True
b) False
, Answer: b
10. A newly appointed CEO is deeply committed to embedding a strong ethical compass
and a forward-looking vision throughout the company, believing this will naturally
guide all strategic choices. This aligns most closely with which of Mintzberg's 5 Ps?
a) Plan
b) Position
c) Perspective
d) Ploy
Answer: c
11. The concept of strategy as a pattern refers to:
a) A consistent stream of behavior over time, whether intended or not
b) A sequence of purposeful actions to achieve specific goals
c) The development of routines and habits within an organization
d) A predictable series of events in the industry's life cycle
Answer: a
12. Which of the four broad approaches to strategy creation is most characterized by a
structured, analytical process?
a) Strategic Visioning
b) Strategic Venturing
c) Strategic Planning
d) Strategic Learning
Answer: c
13. The Entrepreneurial school of thought about strategy tends to prefer which of
Mintzberg's 5 Ps?
a) Plan
b) Position
c) Perspective
d) Ploy
Answer: c
14. A company excels at observing its rivals and consistently introducing countermoves
that disrupt their market share. This strategic approach, focused on competitive
maneuvers, aligns with which P?
a) Pattern
b) Perspective
c) Plan
d) Ploy
Answer: d
15. True-False: The Learning school about strategy primarily emphasizes strategic
foresight and predetermined objectives
a) True
MCQs with answers
Lecture 1 - Introduction
1. The metaphor “the strategic management beast” primarily serves to highlight which
characteristic of strategic management?
a) Its unpredictable nature, making it difficult to control without specialized
tools
b) Its immense power within an organization, dictating all operational aspects
c) Its multifaceted, complex, and potentially indefinite nature, making it hard to
fully grasp
d) Its aggressive competitive stance, requiring a fierce approach to market
dominance
Answer: c
2. If an organization's strategy development is heavily influenced by its past successes
and established routines, which of Mintzberg's 5 Ps of strategy is most evident?
a) Position
b) Perspective
c) Ploy
d) Pattern
Answer: d
3. What is the fundamental difference between the strategic planning approach and
the strategic visioning approach to strategy creation?
a) Strategic planning emphasizes short-term gains, while strategic visioning
focuses on long-term sustainability
b) Strategic planning is typically bottom-up, whereas strategic visioning is top-
down
c) Strategic planning prioritizes external market conditions, while strategic
visioning is purely internally focused
d) Strategic planning relies on structured analysis and design, while strategic
visioning is driven by strong leadership and internal culture
Answer: d
4. According to the “blind people and strategy formation is our elephant” story, the
core problem in understanding strategy arises from:
a) A lack of specialized training among those attempting to analyze strategy
b) Individuals focusing on isolated parts of strategy without comprehending its
holistic nature
c) The inherent complexity of strategic elements, each requiring dedicated
study
d) The absence of a universally accepted definition of strategy within the field
, Answer: b
5. A company consistently responds to market shifts by launching new, innovative
products based on competitor actions This reactive, yet deliberate competitive move
best exemplifies which of Mintzberg's 5 Ps?
a) Plan
b) Perspective
c) Pattern
d) Ploy
Answer: d
6. In the context of strategy as a position, what does this mainly imply for an
organization?
a) Its internal operational efficiency and cost-effectiveness within the industry
b) Its current standing compared to competitors and the broader market
environment
c) Its pre-determined course of action for achieving specific objectives
d) Its unique organizational culture and shared values
Answer: b
7. How does the strategic learning approach to strategy creation differ from strategic
venturing?
a) Strategic learning involves trial and error with continuous adaptation,
whereas strategic venturing emphasizes opportunistic responses to power
dynamics
b) Strategic learning is entirely theoretical, while strategic venturing is
exclusively practical
c) Strategic learning is only relevant for small businesses, while strategic
venturing is for large corporations
d) Strategic learning uses internal data, while strategic venturing relies on
external market research
Answer: a
8. When strategy is understood as a plan, its essential characteristic is that it is a:
a) Flexible and adaptive response to emerging challenges
b) Deliberate, predetermined course of action
c) Spontaneous reaction to unforeseen market shifts
d) Collection of organizational values and beliefs
Answer: b
9. True-False: The statement “You certainly do not get an elephant by adding up its
parts. An elephant is more than that” suggests that understanding individual
strategic components is enough for a complete comprehension of strategic
management
a) True
b) False
, Answer: b
10. A newly appointed CEO is deeply committed to embedding a strong ethical compass
and a forward-looking vision throughout the company, believing this will naturally
guide all strategic choices. This aligns most closely with which of Mintzberg's 5 Ps?
a) Plan
b) Position
c) Perspective
d) Ploy
Answer: c
11. The concept of strategy as a pattern refers to:
a) A consistent stream of behavior over time, whether intended or not
b) A sequence of purposeful actions to achieve specific goals
c) The development of routines and habits within an organization
d) A predictable series of events in the industry's life cycle
Answer: a
12. Which of the four broad approaches to strategy creation is most characterized by a
structured, analytical process?
a) Strategic Visioning
b) Strategic Venturing
c) Strategic Planning
d) Strategic Learning
Answer: c
13. The Entrepreneurial school of thought about strategy tends to prefer which of
Mintzberg's 5 Ps?
a) Plan
b) Position
c) Perspective
d) Ploy
Answer: c
14. A company excels at observing its rivals and consistently introducing countermoves
that disrupt their market share. This strategic approach, focused on competitive
maneuvers, aligns with which P?
a) Pattern
b) Perspective
c) Plan
d) Ploy
Answer: d
15. True-False: The Learning school about strategy primarily emphasizes strategic
foresight and predetermined objectives
a) True
