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General Quiz (1-4)

The document consists of a series of multiple-choice questions covering various business concepts, including stakeholder types, business structures, change management models, strategic management processes, and organizational cultures. It addresses topics such as internal vs. external stakeholders, SWOT and PESTLE analyses, and different organizational structures. The questions aim to assess knowledge on fundamental business principles and frameworks.

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10 views6 pages

General Quiz (1-4)

The document consists of a series of multiple-choice questions covering various business concepts, including stakeholder types, business structures, change management models, strategic management processes, and organizational cultures. It addresses topics such as internal vs. external stakeholders, SWOT and PESTLE analyses, and different organizational structures. The questions aim to assess knowledge on fundamental business principles and frameworks.

Uploaded by

mellanynhantumbo7
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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1. Which of the following is considered an internal stakeholder?

- A. Customers
- B. Suppliers
- C. Government agencies
- D. Employees

2. Which business structure is characterized by a single owner responsible for all debts and
obligations?

- A. Corporation
- B. Sole proprietorship
- C. Partnership
- D. Cooperative

3. Shareholders are primarily interested in:

- A. Quality of products
- B. Return on investment
- C. Employee welfare
- D. Environmental sustainability

4. A limited liability company (LLC) is unique because:

- A. It is always a nonprofit
- B. It has limited capital
- C. Owners are not personally liable for debts
- D. It is owned by the government

5. Lewin’s Change Management Model includes which of the following steps?

- A. Unfreeze, Change, Refreeze


- B. Planning, Execution, Evaluation
- C. Transform, Stabilize, Maintain
- D. Preparation, Implementation, Completion

6. In Kotter’s 8-Step Change Model, which step involves creating a sense of urgency?

- A. Step 1
- B. Step 3
- C. Step 5
- D. Step 7

7. The final step in Kotter’s 8-Step Change Model is:

- A. Empowering broad-based action


- B. Anchoring new approaches in the culture
- C. Generating short-term wins
- D. Creating a vision

8. In the McKinsey 7S Framework which of the following refers to formal organizational


processes?

- A. Strategy
- B. Systems
- C. Style
- D. Staff
9. Which component of the 7S model involves the values and norms shared within an
organization?

- A. Strategy
- B. Shared values
- C. Structure
- D. Style

10. Skills in the 7S framework are best described as:

- A. Leadership qualities
- B. Core competencies of the employees
- C. Business processes
- D. Mission statements

11. PESTLE analysis is a tool used to examine:

- A. External factors impacting a business


- B. Internal staff competencies
- C. Change management needs
- D. Business unit performance

12. SWOT analysis includes which of the following as internal factors?

- A. Threats and opportunities


- B. Strengths and weaknesses
- C. Strategy and structure
- D. Systems and skills

13. Mendelow’s Framework is primarily used to:

- A. Identify competitive advantages


- B. Design organization structures
- C. Develop marketing strategies
- D. Manage stakeholders based on power and interest

14. In Mendelow’s Framework, high power and high interest stakeholders should be:

- A. Kept satisfied and managed closely


- B. Given minimal information
- C. Monitored but ignored
- D. Considered only if needed

15. Which is typically the first step in the strategic management process?

- A. Execution
- B. Strategic analysis
- C. Strategy implementation
- D. Feedback

16. A corporate-level strategy focuses on:

- A. Individual employee development


- B. Overall business direction and scope
- C. Marketing tactics
- D. Financial record-keeping
17. A business-level strategy primarily focuses on:

- A. Expansion into new regions


- B. Competitive advantage in a specific market
- C. Staff training
- D. Global alliances

18. Functional-level strategies deal with:

- A. The entire organization's vision


- B. Cross-department initiatives
- C. Specific departments or units like marketing or HR
- D. Stakeholder management

19. The bounded rationality model suggests that decision-makers:

- A. Have unlimited access to information


- B. Seek the most comprehensive options
- C. Settle for a solution that meets minimum criteria
- D. Always choose the optimal solution

20. Rational decision-making is characterized by:

- A. Emotional responses
- B. Limited timeframes
- C. Random selection
- D. Systematic analysis of options

21. A functional organizational structure groups employees by:

- A. Geographic location
- B. Job function (e.g., marketing, finance)
- C. Project roles
- D. Customer type

22. Which structure emphasizes product lines or projects?

- A. Functional structure
- B. Divisional structure
- C. Matrix structure
- D. Network structure

23. Which of the following represents the clan culture in the Competing Values Framework?

- A. Collaboration and shared goals


- B. Focus on innovation and risk-taking
- C. Results-oriented and competitive
- D. Formal processes and procedures

24. An adhocracy culture is typically:

- A. Stable and predictable


- B. Innovative and dynamic
- C. Focused on hierarchy
- D. Rule-based and conservative

25. Performance management systems are used to:

- A. Monitor market trends


- B. Set, track, and evaluate employee performance
- C. Improve shareholder relations
- D. Develop new products

26. Diversity in the workplace includes:

- A. Only gender differences


- B. Only cultural differences
- C. Only age differences
- D. A variety of backgrounds, perspectives, and identities

28. Inclusion ensures that:

- A. Only specific groups are valued


- B. All employees feel valued and integrated into the organization
- C. Cultural differences are minimized
- D. Diversity is limited to HR concerns

29. Which of the following best describes a SMART goal?

- A. Expensive, predictable, durable


- B. Specific, measurable, achievable, relevant, time-bound
- C. Fast, flexible, quantifiable
- D. Broad, long-term, vague

30. Which of the following is an example of an external stakeholder?

- A. Suppliers
- B. Employees
- C. Managers
- D. Shareholders

31. A public corporation differs from a private corporation in that:

- A. It has limited liability


- B. It can’t raise funds through stock sales
- C. It sells shares to the general public
- D. It is owned by a sole proprietor

32. A nonprofit organization:

- A. Aims primarily for profit generation


- B. Focuses on fulfilling a social mission rather than earning profits
- C. Has shareholders
- D. Pays dividends

33. In Lewin's Change Management Model, which phase involves analyzing the need for
change and preparing the organization?

- A. Refreeze
- B. Unfreeze
- C. Change
- D. Revise

34. During Kotter’s Step 4, leaders should:

- A. Begin implementing new processes


- B. Communicate the vision for buy-in
- C. Generate short-term wins
- D. Refreeze the change

35. Which of the following is crucial during Kotter’s Step 5: Empowering Broad-Based
Action?

- A. Rewarding performance
- B. Removing obstacles to change
- C. Revising policies
- D. Training employees

36. In the McKinsey 7S Framework, the Structure component addresses:

- A. Organizational goals
- B. Employee competencies
- C. The organizational hierarchy and reporting lines
- D. Company policies

37. Style in the 7S framework refers to:

- A. Design of product branding


- B. Leadership and management approach
- C. Job requirements
- D. Legal framework

38. Porter’s Five Forces Model analyzes:

- A. Only internal capabilities


- B. The competitive forces within an industry
- C. Economic indicators
- D. Human resources policies

39. An external environmental factor would include:

- A. Employee skills
- B. Product quality
- C. Regulatory changes
- D. Financial performance

40. A SWOT analysis can best be used to:

- A. Organize stakeholder relationships


- B. Assess strengths, weaknesses, opportunities, and threats for strategic planning
- C. Structure a corporation
- D. Manage resources

41. Which of the following is not one of Porter’s Five Forces?

- A. Threat of new entrants


- B. Bargaining power of suppliers
- C. Employee satisfaction
- D. Rivalry among competitors

42. Vision and mission statements are primarily used to:

- A. Organize financial goals


- B. Guide the strategic direction of the organization
- C. Set daily targets
- D. Conduct performance reviews
43. The evaluation phase in the strategic management process is meant to:

- A. Develop marketing strategies


- B. Implement decisions
- C. Measure the effectiveness of the strategy and make adjustments
- D. Identify strengths and weaknesses

44. The garbage can model of decision-making assumes decisions are made:

- A. Based on full rationality


- B. With random, unstructured processes often driven by chance
- C. Only by top management
- D. After thorough analysis

45. Matrix organizational structures are characterized by:

- A. A single chain of command


- B. Dual reporting relationships, often to both function and project managers
- C. Strict, vertical hierarchies
- D. Lack of team collaboration

46. Hierarchical organizational structures tend to be:

- A. Highly flexible
- B. Very structured with a clear chain of command
- C. Focused on innovation
- D. Lacking in job specialization

47. Which of the following is not a culture type in the Competing Values Framework?

- A. Clan
- B. Hierarchy
- C. Structure
- D. Adhocracy

48. Adhocracy cultures are known for:

- A. Control and stability


- B. High employee loyalty
- C. Encouraging innovation and entrepreneurial spirit
- D. Following strict regulations

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