The second step in the strategic-management process is a(n) ________, where managers look at where the organization stands, and then determine what is working and what could be different to maximize efficiency and effectiveness in achieving the organization's mission.
A. organizational vision statement
B. company synergy assessment
C. current reality assessment
D. ethical and diversity evaluation
E. grand strategy
C. current reality assessment
The second step in the strategic-management process is to do a current reality assessment, or organizational assessment—to look at where the organization stands and see what is working and what could be different to maximize efficiency and effectiveness in achieving the organization's mission.
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Which of the following is an example of a proactive change?
A. Ciara's staff is unhappy about the long hours they have been working and several of them quit before she knows there is a problem. B. Ciara cannot get permission to hire another person until her group misses several deadlines. C. Ciara's group sent a product that was nearing its launch date back to the drawing board based on a competitor's superior new offering. D. Ciara explores improvements in bonus structures with her staff and begins to implement them despite the fact that her employees are generally content. E. Ciara is constantly "putting out fires," responding to daily crises in her group.
Coalitions are typically built by
A. organizing members through formal meetings. B. unification in a single, defining event. C. mobilizing departments or divisions. D. adding one member at a time.
Which of the following is defined as verbal information linked to visual images?
A. rehearsal B. coding C. imaging D. availability bias
With the spiral model, activities are managed concurrently and more people are working on the project so the complexity of projects increases
Indicate whether the statement is true or false