Exam (elaborations)
INFS2005 Exam notes and Practice Questions for Chapter 2
- Course
- Institution
- Book
INFS2005 Exam notes and Practice Questions for Chapter 2
[Show more]
Connected book
Book Title:
Author(s):
- Edition:
- ISBN:
- Edition:
More summaries for
-
AUI3702 Assignment 2 Semester 1 - DUE 8 April 2024
-
AUI3702 Assignment 2 (COMPLETE ANSWER) Semester 1 2024 - DUE 8 April 2024
-
ACCOUNTING INFORMATION SYSTEMS THE PROCESSES AND CONTROL 2ND EDITION BY LESLIE TURNER – TEST BANK
Seller
Follow
ingrid9061
Content preview
Chapter 2: Business processesMultiple-choice questions
1. Which are the three levels that strategy can be seen to operate at?
(i) The internal level.
(ii) The external level.
(iii) The business portfolio level.
(iv) The inter-organisation level.
(v) The intra-organisation level.
(vi) The competitive level.
a. (i) (ii) (vi)
b. (i) (iii) (vi)
c. (iii) (iv) (v)
d. (iv) (v) (iii)
Correct answer: b
Learning objective 2.1 – identify and interpret the components of organisational strategy and
mission.
2. An example of a strategic level decision would be:
a. determining the quantity of raw materials to purchase.
b. appointing a new line manager responsible for running the delivery
department.
c. reconfiguring the production line design to eliminate wasted time due to
bottlenecks.
d. deciding whether or not to acquire the remaining shares of a partially owned
subsidiary.
Correct answer: d
Learning objective 2.1 – identify and interpret the components of organisational strategy and
mission.
, Chapter 2: Business processes
3. Michael Porter sees a business as having two options when deciding on a strategy.
These two options are:
a. economies of scale and entry barrier.
b. economies of scope and differentiation.
c. price competition and product abundance.
d. differentiation and cost leadership.
Correct answer: d
Learning objective 2.1 – identify and interpret the components of organisational strategy and
mission.
4. Michael Porter sees the implementation and attainment of strategies as consisting of
five steps. Which of the following is NOT one of the steps?
a. Fit.
b. Uniqueness.
c. Operational efficiency.
d. Sustainability.
Correct answer: c
Learning objective 2.1 – identify and interpret the components of organisational strategy and
mission.
5. Michael Porter puts forward five forces that shape the industry in which a firm
operates. Which of the following is NOT one of the forces?
a. Threat of new entrants.
b. Legislative power of the government.
c. Rivalry among existing competitors.
d. Threat of substitute products or services.
Correct answer: b
Learning objective 2.1 – identify and interpret the components of organisational strategy and
mission.
6. There are two perspectives of organisational design:
a. logical and physical.
b. internal and external.
c. functional and business process.
d. scientific and practical.
Correct answer: c
Learning objective 2.2 – critique alternative organisational structures, reflecting on their
strengths and weaknesses and the implications for organisational operations.
Learning objective 2.3 – identify and describe a business process.
2.1
, 7. The logical consequence of Taylor’s scientific management approach was that
organisations:
a. developed rigid hierarchies that sought to tightly control lower levels of the
organisation.
b. developed highly interactive and flexible structures that could easily adapt to
changing environments.
c. had employees who questioned procedures and sought to continually redefine
their role.
d. streamlined the information flows across the organisation.
Correct answer: a
Learning objective 2.2 – critique alternative organisational structures, reflecting on their
strengths and weaknesses and the implications for organisational operations.
Learning objective 2.3 – identify and describe a business process.
8. Scientific management is concerned with:
a. streamlined work flows across the organisation.
b. hierarchical control of the organisation through three levels of management.
c. clearly defining individual employee’s responsibilities and tasks.
d. dividing the business structure into the optimal number of functional divisions.
Correct answer: c
Learning objective 2.2 – critique alternative organisational structures, reflecting on their
strengths and weaknesses and the implications for organisational operations.
Learning objective 2.3 – identify and describe a business process.
9. Which of the following is not a benefit of a functionally based organisational design?
a. Control and coordination.
b. Stability.
c. Communication efficiency.
d. Task specificity.
Correct answer: c
Learning objective 2.2 – critique alternative organisational structures, reflecting on their
strengths and weaknesses and the implications for organisational operations.
Learning objective 2.3 – identify and describe a business process.
2.2
The benefits of buying summaries with Stuvia:
Guaranteed quality through customer reviews
Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.
Quick and easy check-out
You can quickly pay through EFT, credit card or Stuvia-credit for the summaries. There is no membership needed.
Focus on what matters
Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!
Frequently asked questions
What do I get when I buy this document?
You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.
Satisfaction guarantee: how does it work?
Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.
Who am I buying this summary from?
Stuvia is a marketplace, so you are not buying this document from us, but from seller ingrid9061. Stuvia facilitates payment to the seller.
Will I be stuck with a subscription?
No, you only buy this summary for R159,31. You're not tied to anything after your purchase.
Can Stuvia be trusted?
4.6 stars on Google & Trustpilot (+1000 reviews)
53022 documents were sold in the last 30 days
Founded in 2010, the go-to place to buy summaries for 14 years now