Strategic Management and the Strategy Process 3.4 Tentamen: 22 maart 2010

Transcription

1 Strategic Management and the Strategy Process 3.4 Tentamen: 22 maart How important is the theory of the strategist Michael Porter in applying scenario planning? A. Of no relevance B. Of some importance C. Porter is against scenarioplanning D. Crucial 2. What is one of the learning pathologies mentioned in the book? A. Groupthink B. Punishment C. Ignoring D. Negative reinforcement 3. What is the second learning pathology mentioned in the book? A. Too much divergence in views B. Negative feedback loops C. Self-serving bias D. Low IQ 4. What is the most important aspect of scenarioplanning? A. The external environment B. The internal environment C. The fit between the external environment and the business idea D. The fit between the transactional and contextual environment 5. There are two strategies of decreasing behavior (last class of Rietdijk): A. Punishment and negative reinforcement B. Extinction and negative reinforcement C. Extinction and punishment D. Positive reinforcement and punishment 6. The most effective strategy of stimulating performance is: A. Positive reinforcement B. Negative reinforcement C. Punishment D. Extinction

2 7. After the SWOT, weaknesses should be broken into three categories. Which one is not included? A. Symptoms B. Hygiene weaknesses C. Structural weaknesses D. STEP weaknesses 8. Which one is not right? A. Symptoms B. Weaknesses C. Opportunities D. Threats 9. Which one is not included in the STEP model of the contextual environment? A. Social factors B. Technological factors C. E-commerce factors D. Political factors 10. What is according to Martien van Winden in his guest class the future of the Euro? A. Will overpower the dollar, but is restricted to Europe B. Will be the world currency of the future C. Will be adapted by al Western countries, including New Zealand and New Caladonia D. Is in danger 11. What is meant by horizon year? A. The specific time forward in which the scenarios play B. The specific time forward in which the windtunneling of the business idea should take place C. The specific time forward in which the windtunneling of the scenarios should take place D. The target year of the company of intstitutionalizing scenarioplanning 12. What is meant by memory of the future? A. This is a fake concept, is does not exist B. Organizational stakeholders should remember at all times that they are working towards the future C. All organizational members should remember that scenarios are necessary in strategic management D. The building up of a readily available set of schemas that allows recognition and judgement of what is going on

3 13. Forecasting as a method of dealing with the future fits best with the: A. Rationalist paradigm B. Evolutionary paradigm C. Processual paradigm D. Operant paradigm 14. What played an important role in the guest lecture of Renate Kenter? A. A tennisball B. An ape C. A historical figure D. A compliment counter 15. In the guest lecture of Martien van Winden it appeared that a dutch citizen played an important role in the introduction of interests in economic life. Who was this person? A. King William I B. Michiel Adriaenszoon de Ruijter C. Pope Adrianus VI D. Princes Amalia 16. One way of helping institutionalizing scenarioplanning is by: A. Large scale interventions B. Using scenarios as tool of management to influence the organizational agenda C. Both A and B D. A nor B 17. One thing that saved Shell money by using scenarioplanning was: A. Leasing of less oil tankers then before B. Decreasing refining capacity faster than the competitors C. Both A & B D. A nor B (nor C) 18. What question should not be asked during the scenario-interviews? A. The graveyard (kerkhof) question B. The deepfreeze question C. The Clairvoyan (helderziende) question D. The Spell (toverspreuk) question

4 19. The next item is characteristic of the evolutionary approach of strategic management: A. Thinking and doing are separated B. The future is predictable C. We cannot influence the world around us D. In every experience there is a learning loop 20. Who said Knowledge without experience is empty and experience without knowledge is blind? A. Michael Jackson B. Emmanuel Kant C. John Locke D. Jean Piaget 21. What is an important skill of the scenarioplanner? A. Using LSD B. Using Coke C. Explain his vision of the situation very clearly and convincingly D. Do a proposal for the scenario dimension for the client 22. Important element of the business idea are: A. Scenario dimension B. Distinctive resources and competencies C. Competitors D. Economical and technological developments 23. What is most important in the business idea, core competencies or distinctive competencies? A. Core competencies B. Distinctive competencies C. Both are about evenly important D. Both are important, but do not play a role in the business idea 24. What is one of the limitations of scenarioplanning A. It is easy B. It is cheep C. It requires mathematical skills and imagination as well D. There are always unpredictables that are not taken into account

5 25. In dealing with the future, the following approach(es) is (are) described in the book: A. Immediate future: prediction; intermediate and long term: scenarioplanning B. Always use scenarioplanning C. Immediate future: prediction; intermediate: scenarioplanning; long term: hope D. Immediate and intermediate future: scenarioplanning; long term: hope 26. It is important to design at least one: A. Worst case scenario B. Best case scenario C. Realistic scenario, based on the present situation D. Value free scenario 27. What is important goal of scenarioplanning? A. Stimulating thinking about how to change competitors behavior B. Stimulating the strategic conversation C. Finding the most realistic scenario D. Finding out how to avoid the worst case scenario 28. What is most important to find out during the interviews? A. The unarticulated issue B. The participants predictions about the future C. What the interviewees think their collegues think D. What the maverick (buitenstaander) view is 29. A scenario should be A. Internally consistent B. Exciting, but not necessarily consistent C. Accompanied by 3 other scenarios D. Chaotic, so that people must make sense of it and start strategic conversation 30. This special type of scenario is not mentioned in the book: A. Surprise free scenario B. Challenge scenario C. Phantom scenario D. Independent scenario 31. In most scenario project the number of interviews can be limited to: A. Between 3 and 7 B. 5 C. Between 5 and 10 D. Between 10 and 15

6 32. During scenario-writing we can distinguish different (Class of van der Heijden): A. Phases B. Generations C. Questions D. Levels 33. Megatrends: A. Are the broad categories of knowledge about the business environment that needs to be considered B. Are the observable results of several environmental factors C. Are a set of specific outcomes in the horizon year of driving forces D. Describe those relatively obvious, relatively close-in issues that shape organizational success of failure 34. The most important challenge facing the scenario planners is to find the optimal balance between: A. Novelty and applicability B. Novelty and relevance to the client C. Unique insight and relevance to the client D. Unique insight and applicability 35. Opportunity areas can be of two types: A. Clearvoyant areas and lessons of the past B. Important decisions ahead areas and good scenario areas C. Business portfolio areas and capability areas D. Capability areas and structural strengths areas 36. It has proven useful to organize the discussion about the option set at three levels in turn. Which one does not belong to those three? A. A the level of societal value B. At the level of strategic implications for the organisation C. At the level of strategic options D. At the level of scenario dimensions 37. Introduction is A. A process of reasoning by which a general conclusion is drawn from experience or experimental evidence B. A process of reasoning by which a specific conclusion logically and necessarily follows from a set of general permises C. A is some situations and B in other situations D. A nor B (Aangepast, antwoord: D, zie uitleg hieronder)

7 Antwoord op vraag 37 zou geen A moeten zijn maar D. Want Introduction betekent namelijk niks (zonder context). Hier is antwoord A als correcte antwoord gegeven, maar dat hoort bij " Induction ", oftewel Inductive Scenario Structuring. Pagina 33 (reader); Inductive (en Deductive) Scenario Structuring. 38. Actors/stakeholders around a strategic issue can be subdivided in a number of categories. Players have: A. Power, but no stake B. No power and no stake C. A stake, but no power D. Power and stake 39. What is meant by institutional perception? A. The way stakeholders look at the company B. How a critical mass of the company looks at its environment C. How the stakeholders deal with results from wind tunneling D. How the critical mass outside the company looks at the company 40. A historical study can best be included: A. In the business model B. During first data analysis C. In the driving forces D. During scenario structuring 41. What is most strongly connected with competitive advantage A. The feedback loop B. The business model C. The business idea D. Distinctive competencies 42. What is important in strategic management? A. To appear interesting for you clients B. To understand the evolving needs in society C. To put competitors on the wrong leg D. To watch the short term in order to understand the long term 43. How many levels of planning can we distinguish in a planning cycle? A. 3 B. 4 C. 5 D. 6 (Aangepast, antwoord: C, zie uitleg hieronder)

8 Antwoord op vraag 43 is geen B, maar C (namelijk 5 stages in the organizational planning cycle). Pagina 41 (van de reader); "We can distinguish 5 stages in the organizational planning cycle" (Strategic,Master,Project,Budget,Appraisal/Control) 44. How well can we predict the future? A. We cannot at all B. Some people can do that better than others C. It depends on the length of the term D. We can predict best in the short and long term, worst in the intermediate term