Mng3701 Exam Pack 2026 questions and
answers 100 % verified guaranteed for a
direct pass
Section A: Introduction to Strategic Management (Questions 1–
50)
1. The three main stages of the strategic management process are:
A) Planning, organising, leading
B) Formulation, implementation, evaluation
C) Analysis, design, deployment
D) Input, throughput, output
Answer: B
2. “Strategic myopia” refers to:
A) A clear long-term vision
B) Short-sighted focus on immediate issues at the expense of long-term strategy
C) The ability to see multiple strategic alternatives
D) A strategy focused only on international markets
Answer: B
3. An “emergent strategy” is best described as:
A) A carefully planned deliberate initiative
B) A pattern of action that develops over time without explicit planning
C) A strategy that applies only to non-profits
D) A strategy that cannot be changed
Answer: B
4. According to Michael Porter, the essence of strategy is:
A) Operational effectiveness
B) Choosing to perform activities differently than rivals
C) Benchmarking competitors
, D) Maximising outsourcing
Answer: B
5. Strategic management is best defined as:
A) Day-to-day operational decisions by middle management
B) The ongoing process of formulating, implementing, and evaluating strategies
to achieve objectives
C) A one-time planning event at the start of each fiscal year
D) Managing employee relations and human resources
Answer: B
6. The primary purpose of strategic planning is:
A) To establish long-term goals and the means to achieve them
B) To manage day-to-day operations
C) To create financial reports
D) To handle employee grievances
Answer: A
7. Which of the following is a primary stakeholder group?
A) Media
B) Trade associations
C) Employees
D) Activist groups
Answer: C
8. A vision statement answers which question?
A) What is our business?
B) What do we want to become?
C) How do we compete?
D) Who are our customers?
Answer: B
9. A well-written mission statement should include:
A) Profit projections for the next quarter
B) The organisation’s purpose and scope of operations
C) A list of all competitors
D) Detailed financial ratios
Answer: B
10. The SMART principle for strategic objectives stands for:
A) Specific, Measurable, Achievable, Relevant, Time-bound
B) Strategic, Manageable, Actionable, Realistic, Timely
C) Simple, Meaningful, Aligned, Reviewed, Tracked
D) Sustainable, Measurable, Adaptable, Relevant, Timed
Answer: A
,11. “Strategic fit” refers to:
A) Alignment between strategy and external/internal environments
B) Physical compatibility of facilities
C) Matching employee skills to job requirements
D) Financial balance between assets and liabilities
Answer: A
12. The narrow view of stakeholders includes:
A) All groups affected by the organisation
B) Only economically relevant groups directly linked to the organisation
C) Only government regulators
D) Only local communities
Answer: B
13. The triple bottom line requires organisations to focus on:
A) Profit, market share, and growth
B) Profit, people, and planet
C) Products, prices, and promotion
D) Planning, implementation, and control
Answer: B
14. Internal stakeholders include:
A) Customers, suppliers, and government
B) Employees, management, and shareholders
C) Community, media, and activists
D) Trade unions and regulators
Answer: B
15. The purpose of a business organisation from the entrepreneur’s perspective is:
A) The value of the service or product
B) Profit
C) Salary/wage earned
D) Selling shares to shareholders
Answer: B
16. The management process is defined as:
A) A one-time event
B) Working with and through others to achieve objectives in a changing
environment
C) Only planning and controlling
D) Exclusively decision-making
Answer: B
17. Which is NOT one of the interrelated management tasks?
A) Planning
B) Organising
, C) Marketing
D) Leading
Answer: C
18. The micro (internal) environment includes:
A) Competitors and suppliers
B) Functions, policies, strategies, goals, and resources
C) Government regulations
D) Technological trends
Answer: B
19. The external environment consists of:
A) Only the market environment
B) The market environment and the remote environment
C) Only internal resources
D) Only the industry environment
Answer: B
20. A deliberate strategy is:
A) A pattern that emerges without planning
B) A carefully planned initiative
C) Always unsuccessful
D) Only used in non-profits
Answer: B
21. Strategy-as-practice focuses on:
A) What strategists actually do in practice
B) Only formal planning documents
C) Financial outcomes exclusively
D) Industry structure only
Answer: A
22. Which of the following is a benefit of strategic management?
A) It guarantees organisational success
B) It eliminates all uncertainty
C) It provides a framework for decision-making and improves performance
D) It reduces the need for operational planning
Answer: C
23. Strategy refers to:
A) Tactical planning
B) Operational planning
C) The fundamental long-term direction of an organisation
D) Budgeting
Answer: C
answers 100 % verified guaranteed for a
direct pass
Section A: Introduction to Strategic Management (Questions 1–
50)
1. The three main stages of the strategic management process are:
A) Planning, organising, leading
B) Formulation, implementation, evaluation
C) Analysis, design, deployment
D) Input, throughput, output
Answer: B
2. “Strategic myopia” refers to:
A) A clear long-term vision
B) Short-sighted focus on immediate issues at the expense of long-term strategy
C) The ability to see multiple strategic alternatives
D) A strategy focused only on international markets
Answer: B
3. An “emergent strategy” is best described as:
A) A carefully planned deliberate initiative
B) A pattern of action that develops over time without explicit planning
C) A strategy that applies only to non-profits
D) A strategy that cannot be changed
Answer: B
4. According to Michael Porter, the essence of strategy is:
A) Operational effectiveness
B) Choosing to perform activities differently than rivals
C) Benchmarking competitors
, D) Maximising outsourcing
Answer: B
5. Strategic management is best defined as:
A) Day-to-day operational decisions by middle management
B) The ongoing process of formulating, implementing, and evaluating strategies
to achieve objectives
C) A one-time planning event at the start of each fiscal year
D) Managing employee relations and human resources
Answer: B
6. The primary purpose of strategic planning is:
A) To establish long-term goals and the means to achieve them
B) To manage day-to-day operations
C) To create financial reports
D) To handle employee grievances
Answer: A
7. Which of the following is a primary stakeholder group?
A) Media
B) Trade associations
C) Employees
D) Activist groups
Answer: C
8. A vision statement answers which question?
A) What is our business?
B) What do we want to become?
C) How do we compete?
D) Who are our customers?
Answer: B
9. A well-written mission statement should include:
A) Profit projections for the next quarter
B) The organisation’s purpose and scope of operations
C) A list of all competitors
D) Detailed financial ratios
Answer: B
10. The SMART principle for strategic objectives stands for:
A) Specific, Measurable, Achievable, Relevant, Time-bound
B) Strategic, Manageable, Actionable, Realistic, Timely
C) Simple, Meaningful, Aligned, Reviewed, Tracked
D) Sustainable, Measurable, Adaptable, Relevant, Timed
Answer: A
,11. “Strategic fit” refers to:
A) Alignment between strategy and external/internal environments
B) Physical compatibility of facilities
C) Matching employee skills to job requirements
D) Financial balance between assets and liabilities
Answer: A
12. The narrow view of stakeholders includes:
A) All groups affected by the organisation
B) Only economically relevant groups directly linked to the organisation
C) Only government regulators
D) Only local communities
Answer: B
13. The triple bottom line requires organisations to focus on:
A) Profit, market share, and growth
B) Profit, people, and planet
C) Products, prices, and promotion
D) Planning, implementation, and control
Answer: B
14. Internal stakeholders include:
A) Customers, suppliers, and government
B) Employees, management, and shareholders
C) Community, media, and activists
D) Trade unions and regulators
Answer: B
15. The purpose of a business organisation from the entrepreneur’s perspective is:
A) The value of the service or product
B) Profit
C) Salary/wage earned
D) Selling shares to shareholders
Answer: B
16. The management process is defined as:
A) A one-time event
B) Working with and through others to achieve objectives in a changing
environment
C) Only planning and controlling
D) Exclusively decision-making
Answer: B
17. Which is NOT one of the interrelated management tasks?
A) Planning
B) Organising
, C) Marketing
D) Leading
Answer: C
18. The micro (internal) environment includes:
A) Competitors and suppliers
B) Functions, policies, strategies, goals, and resources
C) Government regulations
D) Technological trends
Answer: B
19. The external environment consists of:
A) Only the market environment
B) The market environment and the remote environment
C) Only internal resources
D) Only the industry environment
Answer: B
20. A deliberate strategy is:
A) A pattern that emerges without planning
B) A carefully planned initiative
C) Always unsuccessful
D) Only used in non-profits
Answer: B
21. Strategy-as-practice focuses on:
A) What strategists actually do in practice
B) Only formal planning documents
C) Financial outcomes exclusively
D) Industry structure only
Answer: A
22. Which of the following is a benefit of strategic management?
A) It guarantees organisational success
B) It eliminates all uncertainty
C) It provides a framework for decision-making and improves performance
D) It reduces the need for operational planning
Answer: C
23. Strategy refers to:
A) Tactical planning
B) Operational planning
C) The fundamental long-term direction of an organisation
D) Budgeting
Answer: C
