Question : 41. Which of the following NOT a step in two-way linkage? A. The : 1250976

41. Which of the following is NOT a step in two-way linkage? 
A. The strategic planning team informs the HRM function of the various strategies the company is considering.
B. HRM executives analyze the HR implications of the various strategies, presenting the results of this analysis to the strategic planning team.
C. After a strategic planning decision has been made, the strategic plan is passed on to the HRM executive, who develops programs to implement it.
D. Top management makes decisions about strategies without input from functional managers.

The two-way linkage integration occurs in three sequential steps: the strategic planning team informs the HRM function of the various strategies the company is considering; then HRM executives analyze the human resource implications of the various strategies, presenting the results of this analysis to the strategic planning team; finally the strategic plan is passed on to the HRM executive, who develops programs to implement it.

42. Integrative linkage is: 
A. dynamic, multifaceted, and based on continuing rather than sequential interaction.
B. dynamic, multifaceted, and based on sequential rather than continuing interaction.
C. simple, based on a single rather than continuing interaction.
D. simple, based on a continuing rather than single interaction.

Integrative linkage is dynamic and multifaceted, based on continuing rather than sequential interaction.

43. In which level of integration are the strategic planning function and the HRM function interdependent? 
A. Administrative linkage
B. One-way linkage
C. Two-way linkage
D. Integrative linkage

The strategic planning function and the HRM function are interdependent in two-way linkage.

44. The first component in the strategy formulation process is: 
A. establishment of corporate goals.
B. formulation of a statement of mission.
C. completion of an external analysis.
D. strategic choice.

Organization’s mission is the first component in the strategy formulation process.

45. The _____ is a statement of the organization’s reason for being that usually specifies the customers served, the needs satisfied and/or the values received by the customers, and the technology used. 
A. goal
B. mission
C. strategy
D. vision

The mission statement is often accompanied by a statement of a company’s vision and/or values.

46. An organization’s _____ is what it hopes to achieve in the medium- to long-term
future. 
A. goal
B. mission
C. strategy
D. vision

An organization’s goals are what it hopes to achieve in the medium- to long-term future; they reflect how the mission will be operationalized.

47. _____ consists of examining the organization’s operating environment to identify the strategic opportunities and threats. 
A. Strategic formulation
B. Internal analysis
C. External analysis
D. Strategic choice

External analysis consists of examining the organization’s operating environment to identify the strategic opportunities and threats.

48. _____ attempts to identify the organization’s strengths and weaknesses. 
A. Strategic formulation
B. Internal analysis
C. External analysis
D. Strategic choice

Internal analysis attempts to identify the organization’s strengths and weaknesses. It focuses on the quantity and quality of resources available to the organization— financial, capital, technological, and human resources.

49. The purpose of the SWOT analysis is to: 
A. choose the best strategy.
B. consider the downside of each strategic alternative.
C. generate a large number of strategic alternatives.
D. realign HR practices.

After going through the SWOT analysis, the strategic planning team has all the information it needs to generate a number of strategic alternatives.

50. The last step in the strategy formulation is: 
A. establishment of corporate goals.
B. formulation of a statement of mission.
C. completion of an internal and external analysis.
D. strategic choice.

After generating a number of strategic alternatives, the strategic managers compare these alternatives’ ability to attain the organization’s strategic goals; then they make their strategic choice.