[:):)]

السلام عليكم :)

هذه بعض أسئلة الاختياري اللي جات بنموذج B



In order to move through a product’s development stage, companies like Motorola and Chrysler are using (p.97)

a. concurrent engineering.
b. cross-functional work teams.
c. advisory committees.
d. task forces.
e. continuous engineering.



94. Strategic managers must be concerned with human resource management because (p.97)

a. dealing with people is their primary job.
b. quality of work life is more important than strategic management.
c. they must be aware of the ability and willingness of the workforce to implement new strategies.
d. workers are more likely to go on strike if management attempts to cross them.
e. they must be aware of the possibility and potential of unionism.



50. Which barrier to entry uses brand identification to force new entrants to spend heavily to overcome existing customer loyalty? (p.61)

a. rivalry among existing firms
b. switching costs
c. capital requirements
d. product differentiation
e. access to distribution channels



29. When an organization is evaluating its strategic position, which is NOT one of the strategic questions that an organization must ask itself? (p.4)

a. Where is the organization now?
b. How can functional and operational areas be improved?
c. If no changes are made, where will the organization be in one year?
d. If the evaluation is negative, what specific actions should management take?
e. If no changes are made, where will the organization be in 10 years?



33. When a company takes apart a competitor’s product in order to find out how it works, this process is known as (p.82)

a. durability.
b. replicability.
c. reverse engineering.
d. transparency.
e. transferability.



46. The second step when analyzing the value added chain is to (p.86)

a. identify the legal ramifications and responsibilities of their product or service.
b. examine the linkages among the product's or service’s value activities.
c. confirm that all variables have been included and taken into consideration.
d. ensure that quality management is adequately addressed.
e. examine the potential synergies among the corporation's product or business units.



29. When a company’s capabilities or competencies are superior to those of competitors, these are known as (p.82)

a. resources.
b. distinctive competencies.
c. core competencies.
d. critical success factors.
e. key performance factors.



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