Which among the following is one of the advantages of the McKinsey 7S model 1 It is considered a long-term modelWith the changing nature of businesses, it remains to be seen how the model will adapt. 2 It seems to rely on internal factors and processes and may be disadvantageous in situations where external circumstances influence an organization. 3 It is considered a longstanding theory, with numerous organizations adopting the model over time.
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- Which among the following is one of the advantages of the McKinsey 7S model 1-It is considered a long-term model 2-With the changing nature of businesses, it remains to be seen how the model will adapt. 3-It seems to rely on internal factors and processes and may be disadvantageous in situations where external circumstances influence an organization. 4-It is considered a longstanding theory, with numerous organizations adopting the model over time.1. TNT Net is in the computer industry, where innovations are common. The employees are highly trained, well educated, and hard working. They are under a great deal of stress and TNT Net is concerned that productivity and job satisfaction will decline. a. Briefly describe technological uncertainty that employees are dealing lies under which factor? b. One of your employees is very stressed out as a result of being asked to assume too many roles in his job: which source of stress is this? c. In an attempt to recognize stress early, you should be aware of what kind of symptoms?The main reason why Principles of Management do not provide readymade solutions forall management problems is that ________.a. They act as general guidelines for business-related issues.b. The real business issues are complex.c. The real business issues are very dynamic.d. All the above
- There are so many avenues through which the concepts of strategic management could be appliedin real life.Required: a. With reference to the business model canvas, illustrate how thenine (9) elements interact in ascertaining how a business can sustainably generaterevenues. b. Using an organization of your choice, practically demonstrate your understanding of theorganization’s business model.Discuss below essay. Reaction to the essay below. Do you agree or disagree? One Company I have always wanted to work at is Nike. I have always admired their dedication to research and development. The fact that they are always creating new and improved products for the consumer and the fact that they constantly update their catalogs to provide quality products to their consumers. Nike’s massive size and ability to plan and decision making at such a high level is impressive. First, they have divided the company into three main functions of apparel, equipment, and footwear which works from upper management all the way down to the retail section of the company. This keeps everything focused and creates division so that workloads for management and lower-level employees are fair and balanced. Second, at Nike Leadership is designed in tiers so that associates aren’t responsible for reporting to multiple people. Leadership positions only report to those above them so as to keep the chain…Chapter 24 1. Explain how a situational analysis supports an organizations strategic planning. Include the four components of the SWOT analysis. Chapter 25 2. Explain the differences between organizational, marketing, and financial analysis segments in a business pan. Chapter 26 3. Describe the elements of a successful health system. Chapter 27 4. Explain the manager's challenges in regards to quality measure implementations. Chapter 28 5. Describe the MIPS Payment Structure Chapter 29 6. Define and provide an example of standardized data. Chapter 30 7. Explain the costs of lost productivity due to ICD-10 implementation.
- The five-year meeting for setting a strategic plan requires management to have specific skills in all of the following areas except which of the following? Select one: a. handling information b. controlling the organization’s environment and its resources c. technical skills d. organizing and coordinating11- Select the importance of Decision analysis as suggested by Peter F. Drucker. a. To let one functional area of business to dominate b. Dividing work into unmanageable units c. Number of layers in organization structure d. Dividing smaller units into whole workPorter’s model is essentially a structural means of testing the competitive environment of an organization to provide a clear understanding of forces at work. The task of the Strategist is to determine which of these forces are of the greatest importance to the organization. EXPLAIN." strategic Management subject"
- The organization charts represent which of the following? a. The goal of a company b. The list of stakeholders of the company c. Overall view of the organization function and relationship d. The forecast of future opportunities1.Which of the following statements is incorrect about risk and risk management? a.Risk can be classified as either an opportunity or a threat. b.A risk management system can only be as good as the people manning it. c.Risk management should be performed by management accountants only. d.The risk management philosophy must be embedded in the company’s structure and culture. 2.Which of the following is not considered as a key to a successful strategic risk management? a.Top management support b.Covering all known risks in the existing risk management activities c.Updating and educating the board and top management d.Leverage existing resources 3.Which of the following is not considered as a limitation of strategic risk management? a.It requires specialized skills and capabilities in strategy and risk management b.It requires working beyond the silos in risk management c.It requires updating and educating the board and top management d. Strategy, risk assessment, and risk management…The strategic management process is: a. A decision-making activity concerned with a firm’s internal resources, capabilities, and competencies, independent of the conditions in its external environment. b. The full set of commitments, decisions, and actions required for the firm to achieve above-average returns and strategic competitiveness. c. A process directed by top-management with input from other stakeholders that seeks to achieve above-average returns for investors through effective use of the organization’s resources. d. A set of activities that will assure a temporary advantage and average returns forthe firm.