Page 1 of 110
MNG3701 EXAM WITH VERIFIED ANSWERS DETAILED
RATIONALES GRADED A+
MNG3701: Strategic Planning IIIA – UNISA
SECTION 1: FOUNDATIONS OF STRATEGIC MANAGEMENT
Questions 1–50
1. Which of the following best defines strategy?
A) A detailed financial plan for the next fiscal year
B) An integrated and coordinated set of commitments and actions designed to exploit core
competencies and gain a competitive advantage
C) A list of organisational goals set by the board of directors
D) The day-to-day operational decisions made by middle managers
Rationale: Strategy is an integrated and coordinated set of commitments and actions designed
to exploit core competencies and gain a competitive advantage. It provides long-term direction
and scope for the organisation.
2. Which of the following best describes strategic management?
A) The process of only formulating a long-term plan
B) The ongoing process of formulating, implementing, and evaluating strategies to achieve
organisational objectives
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C) The exclusive responsibility of the human resources department
D) A one-time activity conducted every five years
Rationale: Strategic management is the ongoing process of formulating, implementing, and
evaluating cross-functional decisions that enable an organisation to achieve its objectives. It is
continuous, not a one-time event.
3. What is the primary difference between strategic planning and strategic management?
A) There is no difference; the terms are interchangeable
B) Strategic planning focuses only on formulation; strategic management includes formulation,
implementation, and evaluation
C) Strategic management is shorter-term than strategic planning
D) Strategic planning is the responsibility of all employees; strategic management is the
responsibility of top management
Rationale: Strategic planning focuses on the formulation of strategy, while strategic
management is a broader concept that includes strategy formulation, implementation, and
evaluation.
4. Which of the following is the correct sequence of the strategic management process?
A) Implementation, formulation, evaluation
B) Formulation, implementation, evaluation
C) Evaluation, formulation, implementation
D) Formulation, evaluation, implementation
Rationale: The strategic management process consists of three main phases: strategy
formulation (deciding what to do), strategy implementation (putting the strategy into action),
and strategy evaluation and control (monitoring and making adjustments).
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5. What is a deliberate strategy?
A) A strategy that emerges unintentionally from day-to-day decisions
B) A carefully planned and intentional strategy developed through a formal planning process
C) A strategy that is imposed by external stakeholders
D) A reactive response to a crisis
Rationale: A deliberate strategy is a carefully planned and intentional strategy developed
through a formal planning process. It is what the organisation intends to do.
6. What is an emergent strategy?
A) A carefully planned initiative
B) A pattern of action that develops over time without explicit planning, often in response to
changing circumstances
C) A strategy that applies only to non-profit organisations
D) A strategy that cannot be changed
Rationale: An emergent strategy is a pattern of action that develops over time without explicit
planning. It arises from the organisation's responses to changing circumstances and may replace
or supplement the deliberate strategy.
7. What is meant by "strategic myopia"?
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
Rationale: Strategic myopia refers to short-sighted focus on immediate operational issues at the
expense of long-term strategic thinking. It can lead to a failure to anticipate and respond to
environmental changes.
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8. According to Michael Porter, the essence of strategy is:
A) Operational effectiveness
B) Choosing to perform activities differently or to perform different activities than rivals
C) Benchmarking competitors and imitating their best practices
D) Maximising outsourcing to reduce costs
Rationale: Porter argues that the essence of strategy is choosing to perform activities differently
or to perform different activities than rivals. Operational effectiveness is necessary but not
sufficient for competitive advantage.
9. Which of the following is a primary stakeholder group of an organisation?
A) The media
B) Trade associations
C) Employees
D) Activist groups
Rationale: Employees are a primary stakeholder group because they directly influence and are
influenced by the organisation's activities. Primary stakeholders include shareholders,
employees, customers, and suppliers.
10. What is the "triple bottom line" in strategic management?
A) Profit, market share, and customer satisfaction
B) Economic, social, and environmental performance
C) Revenue, costs, and profit
D) Vision, mission, and objectives
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MNG3701 EXAM WITH VERIFIED ANSWERS DETAILED
RATIONALES GRADED A+
MNG3701: Strategic Planning IIIA – UNISA
SECTION 1: FOUNDATIONS OF STRATEGIC MANAGEMENT
Questions 1–50
1. Which of the following best defines strategy?
A) A detailed financial plan for the next fiscal year
B) An integrated and coordinated set of commitments and actions designed to exploit core
competencies and gain a competitive advantage
C) A list of organisational goals set by the board of directors
D) The day-to-day operational decisions made by middle managers
Rationale: Strategy is an integrated and coordinated set of commitments and actions designed
to exploit core competencies and gain a competitive advantage. It provides long-term direction
and scope for the organisation.
2. Which of the following best describes strategic management?
A) The process of only formulating a long-term plan
B) The ongoing process of formulating, implementing, and evaluating strategies to achieve
organisational objectives
1|Page
,Page 2 of 110
C) The exclusive responsibility of the human resources department
D) A one-time activity conducted every five years
Rationale: Strategic management is the ongoing process of formulating, implementing, and
evaluating cross-functional decisions that enable an organisation to achieve its objectives. It is
continuous, not a one-time event.
3. What is the primary difference between strategic planning and strategic management?
A) There is no difference; the terms are interchangeable
B) Strategic planning focuses only on formulation; strategic management includes formulation,
implementation, and evaluation
C) Strategic management is shorter-term than strategic planning
D) Strategic planning is the responsibility of all employees; strategic management is the
responsibility of top management
Rationale: Strategic planning focuses on the formulation of strategy, while strategic
management is a broader concept that includes strategy formulation, implementation, and
evaluation.
4. Which of the following is the correct sequence of the strategic management process?
A) Implementation, formulation, evaluation
B) Formulation, implementation, evaluation
C) Evaluation, formulation, implementation
D) Formulation, evaluation, implementation
Rationale: The strategic management process consists of three main phases: strategy
formulation (deciding what to do), strategy implementation (putting the strategy into action),
and strategy evaluation and control (monitoring and making adjustments).
2|Page
,Page 3 of 110
5. What is a deliberate strategy?
A) A strategy that emerges unintentionally from day-to-day decisions
B) A carefully planned and intentional strategy developed through a formal planning process
C) A strategy that is imposed by external stakeholders
D) A reactive response to a crisis
Rationale: A deliberate strategy is a carefully planned and intentional strategy developed
through a formal planning process. It is what the organisation intends to do.
6. What is an emergent strategy?
A) A carefully planned initiative
B) A pattern of action that develops over time without explicit planning, often in response to
changing circumstances
C) A strategy that applies only to non-profit organisations
D) A strategy that cannot be changed
Rationale: An emergent strategy is a pattern of action that develops over time without explicit
planning. It arises from the organisation's responses to changing circumstances and may replace
or supplement the deliberate strategy.
7. What is meant by "strategic myopia"?
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
Rationale: Strategic myopia refers to short-sighted focus on immediate operational issues at the
expense of long-term strategic thinking. It can lead to a failure to anticipate and respond to
environmental changes.
3|Page
, Page 4 of 110
8. According to Michael Porter, the essence of strategy is:
A) Operational effectiveness
B) Choosing to perform activities differently or to perform different activities than rivals
C) Benchmarking competitors and imitating their best practices
D) Maximising outsourcing to reduce costs
Rationale: Porter argues that the essence of strategy is choosing to perform activities differently
or to perform different activities than rivals. Operational effectiveness is necessary but not
sufficient for competitive advantage.
9. Which of the following is a primary stakeholder group of an organisation?
A) The media
B) Trade associations
C) Employees
D) Activist groups
Rationale: Employees are a primary stakeholder group because they directly influence and are
influenced by the organisation's activities. Primary stakeholders include shareholders,
employees, customers, and suppliers.
10. What is the "triple bottom line" in strategic management?
A) Profit, market share, and customer satisfaction
B) Economic, social, and environmental performance
C) Revenue, costs, and profit
D) Vision, mission, and objectives
4|Page
