1. You are a business consultant that specializes in advising organisations on creating sound organisational architectures. You advise the CEO of Mr Price that the distinct characteristics of a sound organisational architecture should:

i. focus on isolating non-value adding activities in the organisation.

ii. be contained in a formal document that clarifies what the business is about.

iii. relate each pillar of the organisational architecture to the organisation itself to develop a unique blueprint

iv. contain specific reference to the key strategic drivers of the organisation

a. (i), (ii) and (iv)

b. (ii) and (iv) only

c. (ii), (iii), and (iv)

d. All the above

2. The CEO of Mr Price consults you on how best to structure their reward system at Mr Price. You advise that a strategically aligned reward system should:

a. incorporate a gap between the highest and lowest paid worker that should not be advertised

b. comprise a healthy mix of financial rewards (such as bonuses, shares and competitive basic salary) only, and not non-financial rewards

c. incorporate financial incentives that are linked predominantly to attendance behavior and getting the job done

d. keep the time gap between performance and reward to an absolute minimum

3. As a business consultant, you advise the CEO of Mr Price that management can use several guidelines to provide an indication of how the organization might position itself for effective strategic alignment and implementation. Which of the following guidelines should they adhere to?

i. The focus should be on disciplinary teams that work on specialized functions within the organization and with a profit-driven focus.

ii. The leadership style should favor autocratic leadership so that more focus is placed on toplevel management.

iii. Different departments in the organization should act independently to achieve desired results.

iv. Risk tolerance should be quite low to facilitate effective strategic alignment and implementation.

a. (i) and (ii)

b. (ii) and (iii)

c. (iii) and (iv)

d. None of the above

4. According to Peters and Waterman (Louw & Venter, 2019), the following attributes or values are typical within a highly successful and excellent organization:

i. A bias for action

ii. Being hands-on and values driven

iii. Complex structures and numerous levels of management

iv. Strong planning and limited control while allowing for manager autonomy

a. (i) and (ii)

b. (ii), (iii) and (iv)

c. (i), (ii) and (iv)

d. (iii) and (iv)

5. The CEO of Mr Price asks you to give a presentation to executive management on managing strategic risks within the organisation. You begin your presentation by explaining what managing strategic risk entails. Identify the correct statement below.

a. Managing strategic risk entails monitoring changes that take place in the internal and external business environment.

b. Managing strategic risk entails considering predominantly changes in the business environment and how they influence the strengths and weaknesses of an organization.

c. Managing strategic risk entails reacting predominantly to changes in the internal environment as organisations cannot anticipate changes in the external environment and the unpredictable nature of external factors.

d. Managing strategic risk entails giving the same level of attention to all risks present in the environment.

6. ________________ refers to the processes and practices that produce and disseminate actionable intelligence on the internal and external environment to advance strategic decisionmaking by ethically and legally collecting, processing and analyzing information.

a. Strategic surveillance

b. Environmental scanning

c. Competitive intelligence

d. Corporate governance