Glo-Bus Ch 2
1. helps a company avoid ho-hum results: A set of "stretch" financial and strategic
objectives
2. includes the tasks of developing a strategic vision, mission and core values;
setting objectives; crafting a strategy to achieve the performance objectives
and move the company along the chosen path; implementing and executing
the strategy; and monitoring developments, evaluating performance, and ini-
tiating corrective adjustments: The strategy-making, strategy-executing process
3. Graphic, forward-looking and directional, and focused: Which of the following
are characteristics of an effectively-worded strategic vision statement?
4. the beliefs, traits, and behavioral norms that company personnel are expect-
ed to display in conducting the company's business and pursuing its strategic
vision and mission: A company's values, or core values, concern
5. A company's long-term direction and what product-customer-market-busi-
ness mix seems optimal for the road ahead: A company's strategic vision con-
cerns
6. A sound, well-communicated strategic vision greatly simplifies the top ex-
ecutive task of setting stretch strategic and financial objectives, developing a
strategic intent, and creating a balanced scorecard that results in significantly
higher levels of company performance.: Which one of the following statements
is NOT among the benefits of effectively communicating management's strategic
vision to all company personnel?
7. helps managers avoid the mistake of focusing only on financial perfor-
mance measures and overlooking the fact that pursuing and achieving strate-
gic outcomes that boost its competitiveness and strength in the marketplace
vis-a-vis rivals is better able to improve its future financial performance.: A
"balanced scorecard" that includes both strategic and financial performance targets
8. overseeing the company's financial accounting and financial reporting
practices and instituting a compensation plan for top executives: The oblig-
ations of an investor-owned company's board of directors in a strategy-making,
strategy-executing process include
9. add relevant details to the HOWS of a company's overall business strategy
by specifying what actions, approaches, and practices will be employed in
managing particular functions within a business: The primary role of functional
area strategies is to
10. Reduce production costs per unit by 10% within 12 months: Which of the
following is the best example of a well-stated strategic objective?
11. What actions should the company take to achieve a sustainable com-
petitive advantage in every market the company competes in?: Which of the
1/2
1. helps a company avoid ho-hum results: A set of "stretch" financial and strategic
objectives
2. includes the tasks of developing a strategic vision, mission and core values;
setting objectives; crafting a strategy to achieve the performance objectives
and move the company along the chosen path; implementing and executing
the strategy; and monitoring developments, evaluating performance, and ini-
tiating corrective adjustments: The strategy-making, strategy-executing process
3. Graphic, forward-looking and directional, and focused: Which of the following
are characteristics of an effectively-worded strategic vision statement?
4. the beliefs, traits, and behavioral norms that company personnel are expect-
ed to display in conducting the company's business and pursuing its strategic
vision and mission: A company's values, or core values, concern
5. A company's long-term direction and what product-customer-market-busi-
ness mix seems optimal for the road ahead: A company's strategic vision con-
cerns
6. A sound, well-communicated strategic vision greatly simplifies the top ex-
ecutive task of setting stretch strategic and financial objectives, developing a
strategic intent, and creating a balanced scorecard that results in significantly
higher levels of company performance.: Which one of the following statements
is NOT among the benefits of effectively communicating management's strategic
vision to all company personnel?
7. helps managers avoid the mistake of focusing only on financial perfor-
mance measures and overlooking the fact that pursuing and achieving strate-
gic outcomes that boost its competitiveness and strength in the marketplace
vis-a-vis rivals is better able to improve its future financial performance.: A
"balanced scorecard" that includes both strategic and financial performance targets
8. overseeing the company's financial accounting and financial reporting
practices and instituting a compensation plan for top executives: The oblig-
ations of an investor-owned company's board of directors in a strategy-making,
strategy-executing process include
9. add relevant details to the HOWS of a company's overall business strategy
by specifying what actions, approaches, and practices will be employed in
managing particular functions within a business: The primary role of functional
area strategies is to
10. Reduce production costs per unit by 10% within 12 months: Which of the
following is the best example of a well-stated strategic objective?
11. What actions should the company take to achieve a sustainable com-
petitive advantage in every market the company competes in?: Which of the
1/2
