Question 1

A strategic objective that has a hub-and-spoke quality with multiple ties flowing into or out of it is referred to as a 'focal point'.

Accepted Answer

This is correct. A focal point is a strategic objective that serves as a hub for multiple ties or connections flowing in and out of it. It can also be seen as a central point of focus that guides various activities and initiatives within an organization or network.

Question 2

_______________ control systems diagnose whether or not performance is up to expectations.

Accepted Answer

Diagnostic control systems are designed to diagnose whether or not performance is up to expectations. Management control systems focus on achieving organizational goals and objectives, financial control systems are concerned with ensuring the financial health of an organization, and innovative control systems are focused on promoting change and creativity within an organization.

Question 3

What is re-engineering? Explain.
_____________________________________________________________________________________________
_____________________________________________________________________________________________

Accepted Answer

The answer of What is re-engineering? Explain.
_____________________________________________________________________________________________
_____________________________________________________________________________________________...

Question 4

A _____________ is a diagram that shows how an organisation creates value by connecting strategic objectives in explicit cause-and-effect relationships with one another in the financial,customer,internal-business-process and learning-and-growth perspectives.

Accepted Answer

A strategy map is a diagram that illustrates how an organization can create value by connecting strategic objectives from different perspectives – financial, customer, internal-process, and learning-and-growth – in explicit cause-and-effect relationships. A balanced scorecard complements a strategy map by providing a set of performance measures that enable executives to monitor progress against the strategic objectives outlined in the strategy map. Diagnostic control and boundary control are management control systems that enable managers to monitor and control organizational behavior and performance.

Question 5

Strategic objectives that distinguish an organisation from its competitors,based on the organisation's strategy,are distinctive objectives.

Accepted Answer

This statement is true. Distinctive objectives are those that set an organization apart from its competitors, based on the unique strategy it has adopted. These objectives are typically specific, measurable, and time-bound, and are designed to help the organization achieve its overall goals and objectives. By focusing on distinctive objectives, an organization can differentiate itself from its competition and gain a competitive advantage in the marketplace.

Question 6

Although the ___________ benefits of these long-run changes might not show up immediately in short-run earnings,strong improvements in non-financial measures usually presage the creation of future economic value.

Accepted Answer

The correct answer is "financial" because the sentence contrasts the immediate visibility of benefits in short-run earnings with the eventual creation of future economic value, implying that the benefits being discussed are financial in nature.

Question 7

Diagnostic control systems diagnose whether or not performance is up to expectations.

Accepted Answer

Diagnostic control systems are designed to monitor and diagnose whether or not performance is up to expectations, and to identify the root causes of any performance issues. This information is then used to inform adjustments and improvements to the system, process, or individual behavior, in order to boost performance and achieve desired outcomes.

Question 8

In contrast to a focal point,a ________ point is a strategic objective out of which many ties spur,resulting in the achievement of many strategic objectives.

Accepted Answer

The definition given suggests that the missing word describes a point that initiates multiple connections leading to the accomplishment of various strategic objectives. The word "trigger" perfectly fits this definition, making it the best option among the choices given. The other options do not accurately describe the concept presented in the statement. "Balanced" and "boundary" do not relate to the idea of a strategic objective that initiates multiple connections, while "strategic" is too vague to be the correct answer without further context.

Question 9

Excessive emphasis on __________ control systems and critical performance variables has the potential to cause an organisation to ignore emerging threats and opportunities.

Accepted Answer

Excessive emphasis on diagnostic control systems and critical performance variables can lead an organization to focus too much on past data and achievements, causing them to overlook emerging threats and opportunities. It leads to a lack of adaptability and agility in responding to changes in the external environment.

Question 10

______ are the causal links between strategic objectives,and can be qualified as strong,moderate or weak.

Accepted Answer

The term "ties" refers to the causal links between strategic objectives, which can be strong, moderate, or weak. Beliefs refer to personal judgments or convictions, boundaries represent limits or borders, and maps indicate geographical locations or plans.

Question 11

Managers can coordinate beliefs and boundary systems to simultaneously stimulate search activity
and avoid risks,while communicating vision and strategic domain.

Accepted Answer

Yes, managers can use beliefs and boundary systems to encourage exploration and prevent potential risks, as well as communicate a clear vision and strategic direction.

Question 12

_______________ companies set aggressive environmental goals,and measure and report their performance against them.

Accepted Answer

Socially responsible companies are those that focus on the triple bottom line of people, planet, and profit. These companies set aggressive environmental goals and measure and report their performance against them as part of their responsibility towards the planet.

Question 13

In contrast to a focal point,a trigger point is a strategic objective out of which many ties spur,resulting in the achievement of many strategic objectives.

Accepted Answer

A trigger point is a strategic objective that leads to the achievement of many other strategic objectives, while a focal point is a strategic objective that is achieved through the accomplishment of many other strategic objectives.

Question 14

What does senior management most often use to exercise diagnostic control?

Accepted Answer

Senior management most often use budgets to exercise diagnostic control. Budgets provide a quantitative measurement of performance against predetermined goals and allow for analysis of variances between actual results and budgeted expectations. This helps senior management to diagnose problems and make informed decisions for improvement.

Question 15

Managers need to evaluate the success of a strategy by:

Accepted Answer

Evaluating the success of a strategy requires linking the sources of operating-profit increases to the strategy. This helps to determine if the strategy has been effective in meeting its intended goals and objectives. Cost-benefit analysis, budget-to-actual variances, and bonus compensation are important considerations, but they do not provide the same level of insight as linking profit increases to the strategy.

Question 16

An opportunity to evaluate the contribution that the strategic objective brings to the overall strategy is known as:

Accepted Answer

The answer of An opportunity to evaluate the contribution that...

Question 17

Interactive control systems relate to _________ uncertainties and focus managers' attention and learning on key strategic issues.

Accepted Answer

Interactive control systems are designed to address strategic uncertainties by directing managerial focus towards critical strategic issues and uncertainties, facilitating learning and adaptation in the organization's strategic direction.

Question 18

Interactive control systems force busy managers to step back from the actions needed to manage the business today and to shift their focus forward to positioning the organisation for the opportunities and threats of tomorrow.

Accepted Answer

Interactive control systems are designed to provide managers with real-time feedback on their business operations, allowing them to make fast decisions and take immediate action. However, this can also create a short-term focus, where managers are only concerned with meeting immediate goals and addressing current challenges. To counteract this, interactive control systems can force busy managers to step back and take a longer-term perspective, thinking strategically about the future of the organization and positioning it for success in a constantly changing business landscape.

Question 19

The balanced scorecard reduces managers' emphasis on short-run __________ performance (such as quarterly earnings)because the key strategic non-financial and operational indicators (such as product quality and customer satisfaction)measure changes that a company is making for the long run.

Accepted Answer

The balanced scorecard includes both financial and non-financial measures. By incorporating key strategic non-financial and operational indicators, it encourages managers to focus not only on short-term financial performance but also on factors that will drive long-term success, such as product quality and customer satisfaction.

Question 20

Interactive control systems relate to strategic uncertainties and focus managers' attention and learning on key strategic issues.

Accepted Answer

Interactive control systems involve input and feedback from different levels of the organization and allow managers to focus their attention on key strategic issues, making it easier to navigate strategic uncertainties effectively.

Quiz 15: Strategy Formation, Strategic Control and the Balanced Scorecard

A strategic objective that has a hub-and-spoke quality with multiple ties flowing into or out of it is referred to as a 'focal point'.

_______________ control systems diagnose whether or not performance is up to expectations.

What is re-engineering? Explain. _ _

A _____________ is a diagram that shows how an organisation creates value by connecting strategic objectives in explicit cause-and-effect relationships with one another in the financial,customer,internal-business-process and learning-and-growth perspectives.

Strategic objectives that distinguish an organisation from its competitors,based on the organisation's strategy,are distinctive objectives.

Although the ___________ benefits of these long-run changes might not show up immediately in short-run earnings,strong improvements in non-financial measures usually presage the creation of future economic value.

Diagnostic control systems diagnose whether or not performance is up to expectations.

In contrast to a focal point,a ________ point is a strategic objective out of which many ties spur,resulting in the achievement of many strategic objectives.

Excessive emphasis on __________ control systems and critical performance variables has the potential to cause an organisation to ignore emerging threats and opportunities.

______ are the causal links between strategic objectives,and can be qualified as strong,moderate or weak.

Managers can coordinate beliefs and boundary systems to simultaneously stimulate search activity and avoid risks,while communicating vision and strategic domain.

_______________ companies set aggressive environmental goals,and measure and report their performance against them.

In contrast to a focal point,a trigger point is a strategic objective out of which many ties spur,resulting in the achievement of many strategic objectives.

What does senior management most often use to exercise diagnostic control?

Managers need to evaluate the success of a strategy by:

An opportunity to evaluate the contribution that the strategic objective brings to the overall strategy is known as:

Interactive control systems relate to _________ uncertainties and focus managers' attention and learning on key strategic issues.

Interactive control systems force busy managers to step back from the actions needed to manage the business today and to shift their focus forward to positioning the organisation for the opportunities and threats of tomorrow.

The balanced scorecard reduces managers' emphasis on short-run __________ performance (such as quarterly earnings) because the key strategic non-financial and operational indicators (such as product quality and customer satisfaction) measure changes that a company is making for the long run.

Interactive control systems relate to strategic uncertainties and focus managers' attention and learning on key strategic issues.

Quiz 15: Strategy Formation, Strategic Control and the Balanced Scorecard

A strategic objective that has a hub-and-spoke quality with multiple ties flowing into or out of it is referred to as a 'focal point'.

_______________ control systems diagnose whether or not performance is up to expectations.

What is re-engineering? Explain. _____________________________________________________________________________________________ _____________________________________________________________________________________________

A _____________ is a diagram that shows how an organisation creates value by connecting strategic objectives in explicit cause-and-effect relationships with one another in the financial,customer,internal-business-process and learning-and-growth perspectives.

Strategic objectives that distinguish an organisation from its competitors,based on the organisation's strategy,are distinctive objectives.

Although the ___________ benefits of these long-run changes might not show up immediately in short-run earnings,strong improvements in non-financial measures usually presage the creation of future economic value.

Diagnostic control systems diagnose whether or not performance is up to expectations.

In contrast to a focal point,a ________ point is a strategic objective out of which many ties spur,resulting in the achievement of many strategic objectives.

Excessive emphasis on __________ control systems and critical performance variables has the potential to cause an organisation to ignore emerging threats and opportunities.

______ are the causal links between strategic objectives,and can be qualified as strong,moderate or weak.

Managers can coordinate beliefs and boundary systems to simultaneously stimulate search activity and avoid risks,while communicating vision and strategic domain.

_______________ companies set aggressive environmental goals,and measure and report their performance against them.

In contrast to a focal point,a trigger point is a strategic objective out of which many ties spur,resulting in the achievement of many strategic objectives.

What does senior management most often use to exercise diagnostic control?

Managers need to evaluate the success of a strategy by:

An opportunity to evaluate the contribution that the strategic objective brings to the overall strategy is known as:

Interactive control systems relate to _________ uncertainties and focus managers' attention and learning on key strategic issues.

Interactive control systems force busy managers to step back from the actions needed to manage the business today and to shift their focus forward to positioning the organisation for the opportunities and threats of tomorrow.

The balanced scorecard reduces managers' emphasis on short-run __________ performance (such as quarterly earnings) because the key strategic non-financial and operational indicators (such as product quality and customer satisfaction) measure changes that a company is making for the long run.

Interactive control systems relate to strategic uncertainties and focus managers' attention and learning on key strategic issues.

What is re-engineering? Explain. _ _