Test bank of fred r david – strategic management, 13th edition ch04

13 An internal audit task force of managers could be charged with determining a specific number usually 10 to 20 of the most important strengths and weaknesses.. The RBV theorists say if

Compared to the external analysis, the process of performing an internal analysis provides more

opportunity for participants to understand how their jobs, departments, and divisions fit into the whole organization

12)

13)

An internal audit task force of managers could be charged with determining a specific number (usually 10

to 20) of the most important strengths and weaknesses

gathering, record-keeping, and safe-guarding information about a firm's operations

TRUE/FALSE Write 'T' if the statement is true and 'F' if the statement is false

The RBV theorists say if many firms cannot easily obtain or imitate particular resources then those

resources will ensure a competitive advantage

23)

If firms cannot easily obtain or imitate particular resources, then those resources will not ensure a

competitive advantage to others who do have them

In the Arab society, meetings are often interupted because of the nature of socialization and personalized aspects of business conduct

Value chains tend to be similar across different industries and firms

Benchmarking is an analytical tool used to determine whether a firm's value chain activities are

competitive compared to rivals

Managers from different units of the organization

B) Emotions

C) Symbols

D) Rites

E) Sagas

C) Stories

D) Myths

E) Rites

C) east

D) west

E) southeast

Ignoring the effect that culture can have on business relationships can result in all of the following except

C)

barriers to communication

D) inability to adapt to changing conditions

To successfully compete in world markets, Arab executives must have a better knowledge of all of following

influencing forces except

religious forces

C)

historical forces

D) environmental forces

Arabs are less inclined to gather detailed information about the subject under negotiation, so will

subsequently spend less time than their American counterparts on preparation and planning platforms

Which of the following is not a common method used by managers to assess a company's resource

capabilities and its competitive position?

C)

PESTLE analysis

D) SWOT Analysis

85)

The practical assessment of company strengths and weaknesses allows managers to answer which of the following questions?

B) Logistical activities including marketing

C)

After-sales services

D) The physical creation of the product

Which of the following would not be classified as a supplier cost for a typical manufacturing firm?

The IFE Matrix should be in multidivisional firms

constructed only for the major divisions

ESSAY Write your answer in the space provided or on a separate sheet of paper

8) TRUE 9) TRUE 10) TRUE 11) FALSE 12) TRUE 13) TRUE 14)

A 15) FALSE 16) FALSE 17) FALSE 18) TRUE 19) FALSE 20) FALSE 21) TRUE 22) FALSE 23) TRUE 24) FALSE 25) TRUE 26) FALSE 27)

28) TRUE 29) FALSE 30) TRUE 31) FALSE 32) TRUE 33) TRUE 34) FALSE 35) TRUE 36) FALSE 37) TRUE 38) TRUE 39) TRUE 40) TRUE 41) TRUE 42) TRUE 43) FALSE 44) TRUE 45) TRUE 46) FALSE 47) FALSE

48) FALSE 49) TRUE 50) TRUE 51) FALSE 52) FALSE 53) TRUE 54) TRUE 55) FALSE 56) TRUE 57) FALSE 58) FALSE 59) TRUE 60) TRUE 61) FALSE 62) TRUE 63) FALSE 64) FALSE 65) TRUE 66)

E 67)

68)

D 69)

B 70)

B 71)

B 72)

C 73)

E 74)

D 75)

B 76)

C 77)

B 78)

A 79)

B 80)

A 81)

E 82)

D 83)

C 84)

C 85)

E 86)

E 87)

A

97)

Student answers will vary However, they should include and give examples for any of the following rites, ceremonial, ritual, myth, saga, legend, story, folktale, symbol, language, metaphors, values, belief and heroes/heroines These products are explained further in Table 4-1 on page 121

98)

Page 124 gives 14 differences between Arab and U.S managers

99)

The first step is to list ten to twenty internal factors, including strengths and weaknesses using

percentages, ratios and comparative numbers The second step is to assign a weight that ranges from 0.00(not important) to 1.0 (all-important) to each factor based on its relative importance The third step is to assign a 1 to 4 rating to each factor to indicate whether that factor represents a major weakness, a minor weakness, a major strength, or a minor strength Next, multiply each factor's weight by its rating to

determine a weighted score for each variable Finally, sum the weighted scores for each variable to

determine the total weighted score for the organization