1.

A document you use to capture all known risks is called:

A. Risk Log
B. Risk Register
C. Risk List
D. Risk Diary

2.On a Friday evening John (your best engineer in the team) comes to you and says he quits. You
have two weeks to find a substitution. What would reduce the chances of such an event? Why?

A. Regular one-on-ones with John

B. Comprehensive professional development plan
C. The highest salary in the team
D. More responsibility

3.A process that involves prioritizing risks for further action or analysis by assessing the impact and
the probability of occurrence is called

A. Qualitative Risk Analysis

B. Risk Brainstorming
C. Quantitative Risk Analysis
D. Risk Retrospective

4.During the Qualitative Risk Analysis, you assess Impact and Probability of a risk using simple grades
like Low, Medium, High.When do you perform Risk Identification?

A. At the beginning of a project.

B. During project planning.
C. During the whole lifetime of a project.
D. During project execution.

5.As a part of your project, you need to organize a conference. You learn that in the place that you
rented there’s a 70% chance of a tropical storm on the selected dates. How should you handle such
risk?

A. Change the location of the conference.

B. Buy insurance to cover possible damage.
C. Book another place nearby to mitigate the risk of the first location unavailable due to the storm.
D. Inform all participants of the possible storm.

6.Who should be involved in Risk Management activities?

A. Only Project Team.

B. Only Project Manager.
C. As many stakeholders as practical.
D. All stakeholder except clients.
7.You acquired an expensive piece of equipment for your project. It is know to be sensitive and
fragile in work. Several tasks that require this equipment are on a critical path. What’s the BEST
action you can do to improve project’s chances for success?

A. Buy insurance to cover the costs of repairs.

B. Hire a technical support team to quickly fix the equipment if needed.
C. Find a good expert to operate the equipment.
D. There’s nothing you can do.

8.You are on the call with clients. They say the vendor team they hired to create designs is behind
schedule. What should you do?

A. State that your project is also behind the schedule because of it.
B. Log the risk into Risk Register to assess impact.
C. Do nothing. It’s not your problem.
D. Contact the vendor to help them out.

9.After you performed Qualitative Risk Analysis you need to create:

A. A prioritized list of risks.

B. List of risk for additional analysis and investigation.
C. List of urgent risks
D. All the above

10 .After reviewing Risk Register you see two critical risks that you anticipate during the next week.
What should you do with this knowledge?

A. Do nothing. Your Risk Register is shared with the team and stakeholders.
B. Reach out to the stakeholders and the responsible person with a reminder.

11. The fundamental purpose for the existence of any organization is described by its

A. Policies
B. Mission
C. Procedures
D. strategy

12. The fundamental purpose of an organization’s mission statement is to

A. create a good human relations climate in the organization

B. define the organization’s purpose in society
C. Define the operational structure of the organization
D. Generate good public relations for the organization

13. The acronym SWOT stands for

A. Special Weapons for Operations Timeliness

B. Services, Worldwide Optimization, and Transport

C. Strengths Worldwide Overcome Threats

D. Strengths, Weaknesses, Opportunities, and Threats

 14. Which of the following is not a characteristic of strategic management that makes it different
from other types of management?

A. It is interdisciplinary.
B. It has an external focus.
C. It has an internal focus.
D. It concerns the present direction of the organization.

15. Which of the following is NOT a major element of the strategic management process?

A. Formulating strategy
B. Implementing strategy
C. Evaluating strategy
D. Assigning administrative tasks

16. Competitive advantage can best be described as:

A. increased efficiency.
B. what sets an organization apart.
C. A strength of the organization.
D. intangible resources.

17. The various organizational routines and processes that determine how efficiently and effectively
the organization transforms its inputs into outputs are called:

A. strengths.
B. core competencies.
C. capabilities.
D. customer value.

18. When defining strategic management the most important thing to remember is that it is:

A. Not as easy as you think

B. Mainly the province of senior managers
C. A living evolving process
D. More conceptual than practical

19. An organisation’s strategy:

A. remains set in place longer than the mission and objectives

B. generally forms over a period of time as events unfold
C. tends to be formed at the same time the mission is developed and objectives are
formulated
D. is usually conceived at a single time when managers sit down and work out a
comprehensive strategic plan for the next 3-5 years

20. The primary focus of strategic management is:

A. strategic analysis
B. the total organisation
C. strategy formulation
D. strategy implementation.
21. Which of the following defines how each individual business unit will attempt to achieve its
mission?

A. Business strategy
B. Corporate strategy
C. Functional strategy
D. National strategy

22. Which one of the following is not a primary task of strategic managers?

A. Establishing strategic objectives

B. Developing the steps to follow in implementing operational level plans
C. Defining the business and developing a mission
D. Developing a strategy

23. The three organizational levels are:

A. corporate level, business level, functional level

B. corporate level, business unit level, functional level
C. corporate strategy level, business unit level, functional level
D. corporate strategy level, business level, specialist level

24. What is meant by the term ‘Stakeholder’?

A. A person who is not related with a business.

B. A person who is related with a business.
C. A person who owns a business.
D. A person who purchases the shares of a business.

25. The goal of the organization’s__________ is to capture the hearts and minds of employees,
challenge them, and evoke their emotions and dreams.

A. vision
B. mission
C. culture
D. strategy

26. Internal analysis enables a firm to determine what the firm

A. can do.
B. should do.
C. will do.
D. might do.

27.An external analysis enables a firm to determine what the firm

A. can do.
B. should do.
C. will do.
D. might do.
28. Firms with few competitive resources are more likely

A. to not respond to competitive actions.

B. respond quickly to competitive actions.
C. delay responding to competitive actions.
D. respond to strategic actions, but not to tactical actions.

29. Competitors are more likely to respond to competitive actions that are taken by

A. differentiators.
B. larger companies.
C. first movers.
D. market leaders.

30. Which of the following is not a cultural product?

A. Rites
B. Emotions
C. Rituals
D. Sagas

31. Which individuals are most responsible for the success and failure of an organization?

A. Strategists
B. Financial planners
C. Personnel directors
D. Stakeholders

32.Which of the following is an element of a firm’s remote external environment?

A. Competition
B. Political agencies
C. Suppliers
D. Trade union

33. Long-term objectives should be all of the following except:

A. measurable.
B. continually changing.
C. reasonable.
D. challenging.

34. What are guides to decision making?

A. laws
B. rules
C. policies
D. procedures

35.The process of performing an external audit needs to include:

A. only top level managers, as it’s a planning function.

B. as many managers and employees as possible.
 C. primarily front-line supervisors
D. between 15 to 20 managers for it to be valid

36. The immediate external environment includes:

A. Divisions
B. S. B. U. s
C. Competitors
D. Management

37. Strategic management involves the_______, directing, _______ and controlling of a company’s
strategy-related decisions and actions.

A. Financing; marketing
B. Planning; financing
C. Planning; organizing
D. Marketing; planning

38. Strategy-formulation concepts and tools

A. Do not differ greatly for different size and type of organizations

B. Differ greatly for different size and type of organizations
C. Do not differ greatly for profit or nonprofit organizations but differ in small and large
organizations
D. None of the mentioned options

39. Annual objectives

A. Are not critical to success

B. Serve as guidelines for action, directing and channeling efforts and activities of
organization members
C. Are not important for employee motivation and identification
D. Do not provide a basis for organizational design

40. Which of the following resources is used by all organizations to achieve desired objectives?

A. Financial resources,
B. Physical resources,
C. Human resources
D. All of the mentioned options

41. Strategic management is

A. A pure science.
B. Based mainly on intuition.
C. Needed mainly when organizational performance falls.
D. Based on the use of quantitative and qualitative information.

42. Which of these basic questions should a vision statement answer?

A. What is our business?

B. Who are our employees?
 C. Why do we exist?
D. What do we want to become?

43________ is not part of an external audit.

A. Analyzing competitors
B. Analyzing financial ratios
C. Analyzing available technologies
D. Studying the political environment

44. Strategic decisions are based on what managers_____________, rather than on what
they__________.

A. Know; forecast
B. React to; anticipate
C. Forecast; know
D. Compromise with; analyze

45. Forecasting tools can be broadly categorized into two groups. Those are:

A. Qualitative, Operational
B. Quantitative, Operational
C. Qualitative, Quantitative
D. Regression and time series analysis

46. What type of inequality does the glass ceiling phenomenon refer to?

A. limited amount of maternity leaves allowed by organisations

B. wage gap between women and men

C. unequal promotion of women and men

D. limited number of women hired by an organisations

47. At what hierarchical level is the glass ceiling effect still most prominent?

A. line management
B. top management
C. middle management
D. advisory boards

48. Which of the following factors is NOT usually attributed to the persistence of the glass ceiling?

A. human capital differences

B. gender differences
C. emotional intelligence
D. prejudice

49. The ______ phenomenon describes how female leaders that get promoted to elite positions in
times of crises and are subsequently associated with pre-existing organisational failures, which are
out of their control, that then affect their careers negatively.

A. glass cliff
B. glass ceiling
 C. glass tower
D. glass house

50. Diversity within the workforce can be related to employee _____.

A. Education
B. Gender
C. Nationality
D. All of the above

ANSWERS

1.B 2.A 3.A 4.C 5.A 6.C 7.B 8.B 9.D 10.B
11.B 12.B 13.D 14.D 15.D 16.A 17.B 18.C 19.B 20.B
21.A 22.B 23.A 24.B 25.A 26.A 27.D 28.C 29.D 30.B
31.A 32.B 33.B 34.C 35.B 36.C 37.C 38.A 39.B 40.D
41.D 42.D 43.B 44.C 45.C 46.C 47.B 48.C 49.A 50.D