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Exam 6: Creating Future Direction

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Question 1

True/False

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Major operating drivers of shareholder value are revenue growth and operating margin

A) True
B) False

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verified

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Question 2

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Deviant behaviour is more likely when objectives are negotiated and agreed upon

A) True
B) False

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False

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Values diversity may pose business problems

Objectives should vary across the different businesses in a corporate portfolio

A sense of the future of the firm is important in the strategic management process

Adjusting objectives is always wrong

Mission definitions should not be too complex

Visions can only be developed by the CEOs and their cohorts

A mission definition necessarily reveals an organization's culture

Diversity of ideas impedes development of a vision

Few companies set social responsibility objectives

Vision statements may be counter-productive

Accomplishing a significant change in mission is difficult for most companies

Measurement redundancy is wasteful

Managers should pro-actively manage their firm's mission statements

Vision, values, mission and objectives are inherently in conflict

Setting objectives requires a delicate compromise

Mission statements should not be viewed merely as a 'wordsmithing' exercise

Vision and values should guide and constrain the firm's growth

Imagining the future is a crucial first step in creating it