Deneme Sınavı Soruları

Corporate strategy

Functional strategy

Business strategy 

Generic strategy

Global strategy

Core competence

Sustainable competitive advantage

Higher customer loyalty

More niche markets

A developed brand image

Concluding structure

Finalizing structure

Initiating structure

Consideration behavior

Managerial Grid

T-shirts

Chocolate

Rail transportation

Cola beverages

Smart phones

Feedforward control

Internal control

Feedback control

Concurrent control

Internal audit

refer to the products that add value to the products of companies in an industry 

refers to exploiting the existing knowledge base and small improvements of existing products 

is the determination of the long-term goals and objectives, the allocation of the resources, and the adoption of the courses of action

refers to offering customers more value for the money by satisfying their desires and reducing costs c

is a technique that uses IT to develop a continuous relationship with customers to maximize the value of a company 

is the assessment and regulation of the day-to-day functions of the organization and its major units during the implementation of its strategies.

regulates the activities or methods an organization uses to produce the goods and services it supplies to its customers.

is designed to detect and anticipate deviations from standards at various points before relevant work is performed.

is post-performance controls as the control takes place after the activity has been completed.

is a specialized form of management control. It is the assessment and regulation of how the organization as a whole fits its external environment and meets its long-term objectives and goals

Control Environment

Risk Assessment

Information and Communication

Scoring

Monitoring

I and II

III and IV

I, III and IV

I, II, III and V

I, II, III, IV and V

A cross-functional team

Contingency approach 

Situational approach 

Traits approach

People-oriented behaviors approach

Task-oriented behaviors approach 

Divisional structure is the opposite end of design choices where the structure is more adaptive and flexible with looser chain of command.

A divisional structure is made up of separate divisions according to similarities or demands of product, customers, or geography

Divisional structure combines people and resources by function and by product or project

Divisional structure is where most major functions or business processes are subcontracted to other firms

Divisional structure emphasizes work groups or project type teams with few or no functional hierarchy and with team authority as its building block.

The forming stage

The storming stage

The norming stage

The performing stage

The adjourning stage

Planning 

Effectiveness

Efficiency

Eco-efficiency

Progress

Monetary resources

Human resources

Raw materials

Capital resources

Managerial resources

Global

Economic

Political

Sociocultural

Technological

Production plans

Logistics plans

Financial plans

Marketing plans

Human resource plans

Global

Economic

Political

Sociocultural

Technological

Planning

Efficiency

Eco-efficiency

Budget

Goal

Affect specific business units, but the effect on the entire organization is measured

Complex but more specific; with a more limited domain of application

Moderate interdependence; must take into account the resources and capabilities of several units within a business

Often focused on the next 12 months or less

Typically focus on a strategic business unit