Strategic control is important because it is difficult to know how well the firm is performing without it the organization's environment is uncertain and always changing lower level managers need an effective means of providing feedback to top management A B only Analyzers seek first mover advantages control a distinct segment of the market display some of the characteristics of both prospectors and defenders none of the above The notion of a profit centre is consistent with which form of organizational structure functional structure product divisional geographic divisional structure matrix structure Modifying the structure of the organization and or the business model to improve competitiveness is consistent with the low cost strategy the focus strategy the differentiation strategy the low cost differentiation strategy Emerging markets are often more attractive than developed ones because competition is not as intense consumer incomes in emerging markets are not a concern the infrastructure in emerging markets is already developed none of the above Physical resources include production facilities plant locations production capacity all of the above Which type of alternative is always defensive in nature strength opportunity strength threat weakness opportunity weakness threat Top down change efforts are not always successful can be augmented through employee participation are not necessarily more effective than bottom up efforts all of the above A lack of values and ways of thinking in a firm characterize strong culture weak culture organizational culture none of the above In order to contribute to sustained competitive advantage, firm resources should be valuable and rare not subject to perfect imitation without strategically relevant resources all of the above

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Question: Strategic control is important because_______. it is difficult to know how well the firm is performing without it the organization's environment is uncertain and always

Strategic control is important because_______.
1. it is difficult to know how well the firm is performing without it
2. the organization's environment is uncertain and always changing
3. lower-level managers need an effective means of providing feedback to top management
4. A & B only
Analyzers_______.

1. seek first-mover advantages
2. control a distinct segment of the market
3. display some of the characteristics of both prospectors and defenders
4. none of the above
The notion of a profit centre is consistent with which form of organizational structure?
1. functional structure
2. product divisional
3. geographic divisional structure
4. matrix structure
Modifying the structure of the organization and/or the business model to improve competitiveness is consistent with_______.
1. the low-cost strategy
2. the focus strategy
3. the differentiation strategy
4. the low-cost-differentiation strategy

1. competition is not as intense
2. consumer incomes in emerging markets are not a concern
3. the infrastructure in emerging markets is already developed
4. none of the above
Physical resources include_______.
1. production facilities
2. plant locations
3. production capacity
4. all of the above
Which type of alternative is always defensive in nature?
1. strength-opportunity
2. strength-threat
3. weakness-opportunity
4. weakness-threat
Top-down change efforts_______.
1. are not always successful
2. can be augmented through employee participation
3. are not necessarily more effective than bottom-up efforts
4. all of the above
A lack of values and ways of thinking in a firm characterize_______.
1. strong culture
2. weak culture
3. organizational culture
4. none of the above
In order to contribute to sustained competitive advantage, firm resources should be__________.
1. valuable and rare
2. not subject to perfect imitation
3. without strategically relevant resources
4. all of the above

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