Chapter 2 Supply Chain Performance: Achieving Strategic Fit and Scope True/False 1. A company’s competitive strategy defines the set of customer needs that it seeks to satisfy through its products and services. Answer: True Difficulty: Easy 2. The value chain emphasizes the close relationship between all the functional strategies within a company. Answer: True Difficulty: Moderate 3.
Project Management, 2e (Pinto) Chapter 2 The Organizational Context: Strategy, Structure, and Culture 2.1 True/False 1) The same project managed in the same fashion may succeed in one organization but fail in another. Answer: TRUE Diff: 2 Section: 2.0 Introduction Skill: Factual AACSB Tag: Reflective 2) Most companies are well suited to allow for successful completion of projects in conjunction with other on-going corporate activities. Answer: FALSE Diff: 1 Section: 2.0 Introduction Skill: Factual AACSB Tag: Reflective 3) Developing vision and mission statements is an important tactical step in project management. Answer: FALSE Diff: 2 Section: 2.1 Projects and Organizational Strategy Skill: Definition AACSB Tag: Reflective 4) One element of strategic management is cross-functional decision-making. Answer: FALSE Diff: 1 Section: 2.1 Projects and Organizational Strategy Skill: Definition AACSB Tag: Reflective 5) Strategy, goals, and programs support the organizational mission.
Set long term goals while operational plans formulate short term objectives 3. outline to overall direction, philosophy and purpose of a business as well as the threats, opportunity, strengths and weakness. 4. policy is an objective and procedure is a strategy to achieve objectives. Give examples of some recruitment, selection and/or induction policies. 1. A fair approach to the recruitment, assessment and selection process, ensuring consistency with equal opportunity principles.
B. corporate culture can be managed by directly modifying the observable culture, shared values, and common assumptions that deal with issues of external adaptation. C. good managers are able to help build resilient cultures in situations where the features of strong cultures are absent. D. corporate culture can be managed by using organizational development techniques to modify specific elements of the culture that address both external adaptation and internal integration. 5) The __________ culture includes the unique stories, ceremonies, and corporate rituals that make up the history of the firm or a group within it. A. observable B. shared C. latent D. common 6) Organizations are encouraged to develop a dominant and coherent set of __________.
A successful business creates a SWOTT analysis to improve business decision making and identify high-level performance areas as well as any other area needing improvement. A SWOTT analysis looks at the positive and negative in the business and helps to overcome any problem areas. Strengths and weaknesses are internal forces within the business that can be controlled and changed in most circumstances. Strategy is one internal force that can be changed when necessary. In this instance the business focuses on customers in a one-on-one setting or in small groups to allow them to feel special and treated with high priority.
It is a review of management and how operating procedures work. How effective and efficient the procedures are for the company. Although operational audits reveal possible problems in the financials statements, a compliance audit and fraud audit will help Whitfields internal
Which of the following is not a characteristic of a well-designed service system? A. Robust B. Cost-effective C. Puts customers in charge D. User-friendly E. Effectively links "front office" with "back office" 58. Which of the following is a characteristic of a well-designed service system?
Understand the deficiencies of the static planning-budget variances in managerial performance evaluation. 4. Be able to prepare a flexible budget performance report 5. Be able to interpret activity variances and revenue and spending variances Chapter 12 1. Understand some basic issues of relevant-cost analysis (e.g., concepts of sunk costs, differential costs, etc.
1 Strongly Disagree Comments 2 3 4 5 6 7 Strongly Agree 3 DOMAIN 3. RIGOUR OF DEVELOPMENT 7. Systematic methods were used to search for evidence. 1 Strongly Disagree Comments 2 3 4 5 6 7 Strongly Agree 8. The criteria for selecting the evidence are clearly described.
TABLE OF CONTENTS PAGE 1 INTRODUCTION 2 2 COMMUNICATION INTEGRATION PROCESSES 2 2.1 Duncan and Moriarty’s ten strategies (or drivers) of integration 2 2.2 Four methods of managing communication integration 3 3 INTEGRATED COMMUNICATION MEASUREMENT 3 3.1 Three dimensions of integrated communication evaluation and measurement 4 CONCLUSION 5 SOURCES CONSULTED 5 1) INTRODUCTION In today’s business environment, there are a number of disparate areas in an organisation of varying forms which engage in communication. These different areas may be spread across departments, geographic locations and various technological touch points. All of these factors lead to decentralised communication, to ensure that there is a unified brand message and seamless experience delivered to the stakeholders, a communication integration process is required and needs to be evaluated. 2) COMMUNICATION INTEGRATION PROCESSES 2.1 Duncan and Moriarty’s ten strategies (or drivers) of integration The ten drivers of integration are divided into three categories and would be implemented as follows: Firstly, the corporate focus which constitutes relationship management and stakeholder focus. • Relationship management - tracking and organising information about clients and interaction with them through a centralised point so that the six areas in the organisation are integrated.