Deneme Sınavı Soruları

To be adaptable for changes

To be able to make enough goods

To reduce waste and improve quality at every stage of production process

To improve process efficiency with lower costs

To reduce time that is spent on the process

The strategy would put all their efforts and resources to serve a narrow segment of a market well.

The strategy would position a firm in an industry to outperform its competitors.

A firm chooses to produce for a customer group who wants unique or differentiated products by using the strategy.

The strategy is to gain competitive advantage within its industry by working with, rather than against, other competitors.

A firm can choose to produce lower priced products and services using the strategy

Raw materials

Computers

Finished goods

Government

Shareholders

Reward

Departmentalization

Organizational design

Control

Coordination

F. Taylor

H. Fayol

M. Weber

A. Smith

K. Marx

I and II

I and III

II and III

III and IV

IV and V

An organization’s reason for existence, its value and beliefs, and what it should be doing

An organization’s basic long-term goals and objectives including courses of action and allocation of resources in order to reach those goals

A firm’s ability to generate superior economic performance and outperform its competitor because managers are able to create more value and meet customer needs in the marketplace

Unique skills, knowledge, and abilities of managers and employees in value-creating activities

An organization’s ability to coordinate and direct its specialized resources to create the most value such as effective control systems and adaptable and open organizational culture

An organization having multiple goals cannot be measured effectively since the goals can be conflicting or incompatible

An organization having multiple goals cannot focus on its target

An organization with multiple goals cannot perform well since it’s time consuming

An organization having multiple goals cannot be set in different levels

An organization with multiple goals needs more investment in order to achieve its goal.

It is quite difficult to predict the future and to organise internal activities accordingly.

It is seriously meaningful to adopt a structural design that can increase level of innovation and creativity.

Achieving maximum efficiency is a prerequisite to survive in a stable environment.

Horizontal design focus is adopted to increase control and rigid culture. 

It is not possible to state that principles of classical management are most fit with organisations operating in a stable environment.

Related diversification

Unrelated diversification

Vertical integration

Backward integration

Forward integration

Only I

Only II

I and II

II and III

I and III

It refers to informal structure.

It doesn’t refer to technology

It is not a normative order

It refers to marketing strategies

It refers to goals

Soft drink bottlers

E-commerce

Fashion Clothing

Universities

Airlines

Differentiation business-level strategy

Cooperative business strategy

Strategic alliance

Competitive business strategy

Focus business-level strategy

The Strategic Constituency Approach

The Competing Value Approach

The Internal Process Approach

The Goal Approach

The External Process Approach

Scientific Management

Behavioral School

Contingency Theory

Bureaucracy

Systems Approach

Only I

Only III

I and II

II and III

I and III

Cost leadership strategy

Business level strategy

Functional level Strategy

Focus strategy

Corporate level strategy

Professionalism

Formalization

Centralization

Personnel ratios

Hierarchy of authority

It refers to low-density relations that an organisation has with its environment.

It refers to the number of factors surrounding an organisation. 

It refers to the number of dissimilar factors around an organisation.

It is the sum number of sectors an organisation has to interact with.

It refers to the number and degree of dissimilarity among the factors surrounding an organisation.