Strategy Implementation and Evaluation

30 original practice MCQs, 2 marks each. Practice and separate-test stems differ. Standalone drills across the chapter, with a separate case-based test pack.

Original practice, not official ICAI questions or suggested answers. Scores are temporary and not synced to Study Hub. Contract/current-rule/accounting/tax boundaries are included in the review pack.

Not scored yet.

SM-C05-P001 · 2 marks

A competitor alters demand midway through a plan. Strategy review should be what?

A. Only annual regardless conditions. B. Only after liquidation. C. Continuous and iterative. D. Forbidden until all stages finish.

Explanation

Correct answer C: Continuous and iterative.

Changes can affect several components and require feedback.

SM-C05-P002 · 2 marks

Board sets long-term direction; depot schedules daily stock. Which comparison fits?

A. Strategic planning shapes overall direction; operational planning details resource use. B. Operational planning never supports goals. C. Strategic planning only counts individual stock units. D. Both are unrelated.

Explanation

Correct answer A: Strategic planning shapes overall direction; operational planning details resource use.

Scope and purpose differ but should align.

SM-C05-P003 · 2 marks

Producing wanted output with excessive inputs raises primarily which issue?

A. No possible efficiency issue. B. Automatic permanent survival. C. Proof that goals are invalid. D. Efficiency relative to the stated output.

Explanation

Correct answer D: Efficiency relative to the stated output.

Input-output use differs from effectiveness/goal fit.

SM-C05-P004 · 2 marks

A sound strategy with weak implementation occupies which source matrix cell?

A. C. B. A. C. B. D. D.

Explanation

Correct answer B: A.

A needs execution diagnosis/improvement.

SM-C05-P005 · 2 marks

Flawed formulation but excellent implementation is which cell?

A. C. B. D. C. A. D. B.

Explanation

Correct answer B: D.

Reassess strategic design rather than simply accelerate execution.

SM-C05-P006 · 2 marks

A new strategy requires revised authority. Which linkage?

A. Backward only. B. Only a financial KPI. C. No linkage. D. Forward.

Explanation

Correct answer D: Forward.

Formulation influences implementation arrangements.

SM-C05-P007 · 2 marks

Existing scarce resources affect strategic alternatives. Which linkage?

A. Backward. B. No feasibility concern. C. Forward only. D. Only refreezing.

Explanation

Correct answer A: Backward.

Implementation factors feed back to choice.

SM-C05-P008 · 2 marks

A specific programme with fixed objective, schedule and cost is called what?

A. Only a mission. B. A permanent guarantee of funds. C. Only an entire industry. D. Project.

Explanation

Correct answer D: Project.

Specific projects activate broader programmes.

SM-C05-P009 · 2 marks

Resource/structural/behavioural implementation work must follow what timing rule?

A. They may overlap or repeat as needed. B. Never work concurrently. C. Never reassess. D. Always finish strictly one by one.

Explanation

Correct answer A: They may overlap or repeat as needed.

Listed order does not prohibit overlap.

SM-C05-P010 · 2 marks

Uncertainty themes are grouped mainly to do what?

A. Prioritise impact and information gathering/analysis. B. Stop external scanning. C. Remove all unpredictability. D. Prove diversification always works.

Explanation

Correct answer A: Prioritise impact and information gathering/analysis.

Impact depends on business importance and potential, not only current sales.

SM-C05-P011 · 2 marks

Explaining the need for a new routine before adoption is Lewin phase what?

A. Unfreezing. B. Refreezing. C. Only financial control. D. Automatic liquidation.

Explanation

Correct answer A: Unfreezing.

Preparation reduces surprise and supports understanding.

SM-C05-P012 · 2 marks

Normalising and reinforcing adopted routines is what?

A. Guaranteeing habits can never change. B. Product development. C. Refreezing, open to future adaptation. D. Unfreezing only.

Explanation

Correct answer C: Refreezing, open to future adaptation.

Source also describes a cyclical process.

SM-C05-P013 · 2 marks

A worker follows a new method solely for a reward. Mechanism?

A. Surveillance. B. Identification. C. Compliance. D. Internalisation.

Explanation

Correct answer C: Compliance.

Reward/penalty can affect behaviour without intrinsic belief.

SM-C05-P014 · 2 marks

A worker adopts the habits of a respected role model. Mechanism?

A. Premise control. B. Identification. C. Divestment. D. Compliance only.

Explanation

Correct answer B: Identification.

Role-model identification differs from reward exchange.

SM-C05-P015 · 2 marks

A worker accepts a new practice because its reasoning becomes personally convincing. Mechanism?

A. Liquidation. B. Internalisation. C. Only compliance. D. Only authority hierarchy.

Explanation

Correct answer B: Internalisation.

Internal thought/learning supports adopted behaviour.

SM-C05-P016 · 2 marks

Which are the hard 7 S elements?

A. Shared values, staff and style only. B. Staff, skills and style only. C. Strategy, structure and systems. D. Market share, growth and profit.

Explanation

Correct answer C: Strategy, structure and systems.

Four soft elements are shared values/style/staff/skills.

SM-C05-P017 · 2 marks

A 7 S-only analysis omits which important dimension in the source criticism?

A. Any possible structure. B. Every internal element. C. All staff information. D. External environment.

Explanation

Correct answer D: External environment.

Supplement organisational fit with external/outcome evidence.

SM-C05-P018 · 2 marks

Owner directly makes all major decisions with little formalisation. Structure?

A. Simple. B. Network with no owner role. C. Mature dual-authority matrix. D. Full SBU grouping necessarily.

Explanation

Correct answer A: Simple.

Limited scope can fit simple form; growth may overwhelm it.

SM-C05-P019 · 2 marks

Production, finance and marketing grouping is principally what?

A. A strategic control type. B. Hourglass by definition. C. Functional. D. Geographic divisional only.

Explanation

Correct answer C: Functional.

Specialisation brings possible coordination/myopia risks.

SM-C05-P020 · 2 marks

Distinct regions need local adaptation and profit accountability. Candidate?

A. Automatic permanent matrix. B. No structure. C. Only simple ownership. D. Geographic divisional structure.

Explanation

Correct answer D: Geographic divisional structure.

Local control benefits must be weighed against duplication/consistency costs.

SM-C05-P021 · 2 marks

Process divisions differ from ordinary functional departments here mainly in what?

A. They never perform processes. B. Evaluation for profit/revenue. C. No financial accountability. D. All employees have two superiors.

Explanation

Correct answer B: Evaluation for profit/revenue.

Similar workflow grouping can have different accountability bases.

SM-C05-P022 · 2 marks

SBU identity requires which combination?

A. Only similar company names. B. Only a common office address. C. Only a territory count. D. Independent planning scope, own competitors and accountable manager controlling profit factors.

Explanation

Correct answer D: Independent planning scope, own competitors and accountable manager controlling profit factors.

Strategic relation is the planning basis.

SM-C05-P023 · 2 marks

Two permanent authority dimensions, functional and product, describe what?

A. Only temporary task force. B. Mature matrix. C. Premise control. D. Simple owner-only structure.

Explanation

Correct answer B: Mature matrix.

Dual authority needs roles/communication and conflict handling.

SM-C05-P024 · 2 marks

A small broker headquarters coordinates outsourced specialists through networks. Form?

A. Only operational control. B. Always vertical ownership. C. Network. D. Only a functional department.

Explanation

Correct answer C: Network.

Contractual links and dispersed expertise differ from in-house hierarchy.

SM-C05-P025 · 2 marks

Three layers with a narrow generalist middle layer describe what?

A. Matrix solely because IT exists. B. SBU solely because three levels exist. C. Hourglass. D. Ansoff.

Explanation

Correct answer C: Hourglass.

IT can connect top/bottom, with promotion/motivation trade-offs.

SM-C05-P026 · 2 marks

A strong culture conflicts with customer-focused strategy. Consequence?

A. It can impede execution despite being strong. B. Strength guarantees fit. C. Culture never affects delivery. D. A chart automatically corrects it.

Explanation

Correct answer A: It can impede execution despite being strong.

Fit matters, not just strength of beliefs.

SM-C05-P027 · 2 marks

Vision and intellectual stimulation to support major change fits what leadership approach?

A. Only cost budgeting. B. Transformational. C. Only stock control. D. Only transactional reward exchange.

Explanation

Correct answer B: Transformational.

Can suit turbulent change but is not guaranteed success.

SM-C05-P028 · 2 marks

Explicit goals and rewards for improved current practices fit which approach?

A. Transactional. B. Only transformational by definition. C. Only network structure. D. Only strategic surveillance.

Explanation

Correct answer A: Transactional.

Reward exchange/system design can support current operations.

SM-C05-P029 · 2 marks

Tracking a critical interest-rate assumption is what strategic control?

A. A special alert regardless event. B. Premise control. C. Broad unfocused surveillance only. D. Only daily dispatch tolerance.

Explanation

Correct answer B: Premise control.

Monitor selected assumptions likely to change with high impact.

SM-C05-P030 · 2 marks

A relevant KPI is timely but based on unreliable data. What criterion fails?

A. Timeliness necessarily. B. All strategic relevance necessarily. C. No criterion matters. D. Data quality.

Explanation

Correct answer D: Data quality.

Availability, quality, timeliness and relevance are distinct.