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Course
P5 Btec Lvl 3 Business
Institution
Bournemouth University
Chapter One: A General Management Perspective
Multiple Choice
MC 1-1 A general management perspective is
a. a pre-requisite in order to become a manager
b. an understanding of the requirements of the strategic planning process
c. essential for all employees
d. a capacity for appreciating the...
Test Bank for Strategic Analysis and
Action, 9th Edition, Mary M. Crossan
1
, Chapter One: A General Management Perspective
Multiple Choice
MC 1-1 A general management perspective is
a. a pre-requisite in order to become a manager
b. an understanding of the requirements of the strategic planning process
c. essential for all employees
d. a capacity for appreciating the issues associated with organizational performance
Answer: d
Difficulty: challenging
Page: 1
MC 1-2 One of the ways in which a general manager creates value for the organization is by
a. establishing effective working relationships with the media
b. identifying emerging opportunities for the organization
c. meeting the requirements of the regulators for full disclosure
d. sponsoring community-based charitable fund raising initiatives
b
Difficulty: moderate
Page: 1
MC 1-3 The basic tasks of the general manager are
a. planning, organizing, managing, and controlling
b. setting direction, creating strategy, implementing change, and assessing performance
c. developing and implementing the strategic plan and evaluating performance-to-plan
d. assessing the strengths and weaknesses of the organization and identifying opportunities
and threats
Answer: b
Difficulty: easy
Page: 3
MC 1-4 Organizational performance is based on two sets of measures:
a. the strengths of the general manager and the profitability of the firm
b. the health of the organization and the financial performance of the firm
c. the safety record of the firm and the quality standards for the product
d. the satisfaction of the shareholders and the return on investment
Answer: b
Difficulty: easy
Page: 4
MC 1-5 One of the reasons senior managers are often unaware of the organizational health of
2
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