Deneme Sınavı Soruları

I, II, III

II, IV, V

I, II, IV

Only V

Only III

II, IV

III, IV

I, II, III, IV

II, III, IV

I, II, IV

Horizontal growth is increasing the area the production site covers.

Horizontal growth is growing in the number of the products produced.

Horizontal growth is increasing the number of sales points.

Horizontal growth is increasing the cost of the products.

Horizontal growth is increasing the number of customer at each sales point.

I, II

II, III

III, IV

I, III

II, IV

Emergent

Deliberate

Continuous

Transitional

Operational

Shared authority, and dual lines can create obstacles.

Lean nature of operations

Horizontal communication

Vertical communication

Small size of operations

Divisional structure is a popular structure for organizations with several products or services which may or may not be related.

These structures are common in multi-national or holding type organizations.

A divisional structure has some advantages as decentralizing, which allows managing and controlling according to each divisions’ objectives.

More skilled employees are needed in order to take part in the decision making process and delegation of authority.

One more advantage of divisions is to be able to control the local factors, which turns out a critical competitive disadvantage for decades.

Short-Term Orientation

Amount of Control to Exert

Difficulties in Measurements

Resistance to Evaluation

Relying on Efficiency Versus Effectiveness

I, II

II, III

III, IV

I, III

II, IV

II, IV

III, IV

I, II, III, IV

II, III, IV

I, II, IV

Environmental analysis

Strategy generation and selection

External analysis

Strategic decision

Internal analysis

Pursuing ownership or
increased control over
competitors.

Increasing the sales of the
firm’s existing products
through intensive marketing
efforts.

Increasing ownership or
control over firm’s suppliers
(going back to the value chain
in an industry).

Increasing ownership or
control over distributors or
retailers (going forward in the
value chain in an industry).

Selling existing products of
the firm in the new markets.

To magnetize buyers about
the availability of the new target market product
or service.

Firms may add new distribution channels to existing ones.

Offering transformed or new goods or services in present markets.

Encouraging higher levels of innovation.

Selling firm’s existing products in the new markets.

Under three groups: examples, ecological and threats.

Under two groups: ecological and threats.

Under two groups: opportunities and threats.

Under two groups: opportunities and external.

Under two groups: external and cultural.

Environment being subject to increasing competitive pressure and critical consumers

Globalization and the Covid-19 pandemic

Innovation and technological advances

Returning back to classic strategic planning

Financial crises that occurred in 2008

As the art of increasing efficiency

As the art and science of formulating, implementing, and evaluating cross functional decisions that enable an organization to achieve its objectives

As the art of reducing fear in the global business environment

As the science to study Strategic Management as a discipline

As the science of mindfulness

Strategic flexibility

Business model

Globalization

Competitive advantage

Capability

Level and type of energy consumed

Rubbish, waste, and its disposal

New patents and products

Unemployment

Distribution of income

Trade Regulations and Tariffs

Total GDP and GDP per head

Government and EU investment policy

Attitudes to work and leisure

Solid waste reproduced

Environmental changes

Strategic management

Requires managers

Global connectedness

Successful business