Question 1

The performance measures for 'not-for-profit' organisations include:

Accepted Answer

A)  net cash flow, break-even, efficiency, customer satisfaction 
B)  debt cost, quality, break-even, efficiency, capital charge 
C)  quality, break-even, efficiency, customer satisfaction 
D)  capital charge, quality, break-even, customer satisfaction 
A)  net cash flow, break-even, efficiency, customer satisfaction 
B)  debt cost, quality, break-even, efficiency, capital charge 
C)  quality, break-even, efficiency, customer satisfaction 
D)  capital charge, quality, break-even, customer satisfaction

Question 2

The 'performance measurement cube' extends the balanced scorecard approach.

Accepted Answer

A) True 
 B)False

Question 3

The shareholder value approach sees the question of investing as a capital budgeting decision.

Accepted Answer

A) True 
 B)False

Question 4

The stakeholder approach recognises the long-term interest of not only shareholders but:

Accepted Answer

A)  management, employees, suppliers, customers, debt holders 
B)  management, employees, customers, suppliers, trade unions 
C)  competitors, employees, suppliers, customers, bankers 
D)  government, employees, buyers, suppliers, debt holders 
A)  management, employees, suppliers, customers, debt holders 
B)  management, employees, customers, suppliers, trade unions 
C)  competitors, employees, suppliers, customers, bankers 
D)  government, employees, buyers, suppliers, debt holders

Question 5

The 'winning wheel' framework of Hubbard et al.does NOT include:

Accepted Answer

A)  effective execution 
B)  perfect alignment of systems and procedures 
C)  looking out, not just looking in 
D)  managing the upside 
A)  effective execution 
B)  perfect alignment of systems and procedures 
C)  looking out, not just looking in 
D)  managing the upside

Question 6

Since intangibles such as customer satisfaction cannot be measured,they are not important in assessing performance.

Accepted Answer

A) True 
 B)False

Question 7

What conditions limit performance comparisons with the world's best practice? Explain.

Accepted Answer

Performance can be measured against past

Question 8

The balanced scorecard has emerged as the most effective and easily applied tool of performance assessment.

Accepted Answer

A) True 
 B)False

Question 9

One aspect of conventional accounting measures which is NOT believed to pose problems for measuring strategic performance is that:

Accepted Answer

A)  accounting measures are historical 
B)  accrual-based accounting and cash flow modelling are too easily reconciled 
C)  not all assets are depreciated 
D)  debt and leasing/outsourcing policies vary 
A)  accounting measures are historical 
B)  accrual-based accounting and cash flow modelling are too easily reconciled 
C)  not all assets are depreciated 
D)  debt and leasing/outsourcing policies vary

Question 10

The triple bottom line process involves the measurement of profits,costs and environment.

Accepted Answer

A) True 
 B)False

Question 11

KPI is an acronym for:

Accepted Answer

A)  Kaplan Production Indices 
B)  Key Performance Indicators 
C)  Kaplan Performance Indicators 
D)  Key Production Indicators 
A)  Kaplan Production Indices 
B)  Key Performance Indicators 
C)  Kaplan Performance Indicators 
D)  Key Production Indicators

Question 12

'The balanced scorecard as a business tool for performance assessment is often difficult to implement in organisations.' Comment.

Accepted Answer

Although the balanced scorecard has emer

Question 13

The common factors that all the 'success' studies did NOT include were:

Accepted Answer

A)  all exhibit financial success 
B)  internal process and strategy implementation are crucial 
C)  a focus on people, products and performance 
D)  a focus on a clear strategy that is consistent over time 
A)  all exhibit financial success 
B)  internal process and strategy implementation are crucial 
C)  a focus on people, products and performance 
D)  a focus on a clear strategy that is consistent over time

The performance measures for 'not-for-profit' organisations include:

The 'performance measurement cube' extends the balanced scorecard approach.

The shareholder value approach sees the question of investing as a capital budgeting decision.

The stakeholder approach recognises the long-term interest of not only shareholders but:

The 'winning wheel' framework of Hubbard et al.does NOT include:

Since intangibles such as customer satisfaction cannot be measured,they are not important in assessing performance.

What conditions limit performance comparisons with the world's best practice? Explain.

The balanced scorecard has emerged as the most effective and easily applied tool of performance assessment.

One aspect of conventional accounting measures which is NOT believed to pose problems for measuring strategic performance is that:

The triple bottom line process involves the measurement of profits,costs and environment.

KPI is an acronym for:

'The balanced scorecard as a business tool for performance assessment is often difficult to implement in organisations.' Comment.

The common factors that all the 'success' studies did NOT include were:

What is ‘strategy’?

Analysing business strategy: creating value

Analysing the external environment

Analysing the organisation’s resources and capabilities

Gap analysis and business-level strategic options

Strategic decision making

Dynamic competitive strategy

Corporate/multi-business strategy

Acquisitions and alliances

International strategy

Capabilities,systems and structure

Leadership,people and culture

Change management

Filters

Exam 5: Measuring strategic organisation performance

The performance measures for 'not-for-profit' organisations include:

The 'performance measurement cube' extends the balanced scorecard approach.

The shareholder value approach sees the question of investing as a capital budgeting decision.

The stakeholder approach recognises the long-term interest of not only shareholders but:

The 'winning wheel' framework of Hubbard et al.does NOT include:

Since intangibles such as customer satisfaction cannot be measured,they are not important in assessing performance.

What conditions limit performance comparisons with the world's best practice? Explain.

The balanced scorecard has emerged as the most effective and easily applied tool of performance assessment.

One aspect of conventional accounting measures which is NOT believed to pose problems for measuring strategic performance is that:

The triple bottom line process involves the measurement of profits,costs and environment.

KPI is an acronym for:

'The balanced scorecard as a business tool for performance assessment is often difficult to implement in organisations.' Comment.

The common factors that all the 'success' studies did NOT include were:

What is ‘strategy’?

Analysing business strategy: creating value

Analysing the external environment

Analysing the organisation’s resources and capabilities

Gap analysis and business-level strategic options

Strategic decision making

Dynamic competitive strategy

Corporate/multi-business strategy

Acquisitions and alliances

International strategy

Capabilities,systems and structure

Leadership,people and culture

Change management

Filters