List of practice Questions

Read the passage and answer the following question.
The function of strategic planning is to position a company for long-term growth and ex- pansion in a variety of markets by analyzing its strengths and weaknesses and examining current and potential opportunities. Based on this information, the company develops strat- egy for itself. That strategy then becomes the basis for supporting strategies for its various departments.
This is where all too many strategic plans go astray at implementation. Recent business management surveys show that most CEOs who have a strategic plan are concerned with the potential breakdown in the implementation of the plan. Unlike 1980s corporations that blindly followed their 5-year plans, even when they were misguided, today’s corporations tend to second-guess.
Outsiders can help facilitate the process, but in the final analysis, if the company doesn’t make the plan, the company won’t follow the plan. This was one of the problems with strategic planning in the 1980s. In that era, it was an abstract, top-down process involving only a few top corporate officers and hired guns. Number-crunching experts came into a company and generated tome-like volumes filled with a mixture of abstruse facts and grand theories which had little to do with the day-to-day realities of the company. Key middle managers were left out of planning sessions, resulting in lost opportunities and ruffled feelings.
However, more hands-on strategic planning can produce startling results. A recent survey queried more than a thousand small-to-medium sized businesses to compare companies with a strategic plan to companies without one. The survey found that companies with strategic plans had annual revenue growth of 6.2 percent as opposed to 3.8 percent for the other companies.
Perhaps most important, a strategic plan helps companies anticipate and survive change. New technology and the mobility of capital mean that markets can shift faster than ever be- fore. Some financial analysts wonder why they should bother planning two years ahead when market dynamics might be transformed by next quarter. The fact is that it’s the very pace of change that makes planning so crucial. Now, more than ever, companies have to stay alert to the marketplace. In an environment of continual and rapid change, long range planning expands options and organizational flexibility.
Read the passage and answer the following question.
Founded at the dawn of the modern industrial era, the nearly forgotten Women’s Trade Union League (WTUL) played an instrumental line role in advancing the cause of working women through the early part of the twentieth century. In the face of considerable adversity, the WTUL made a contribution far greater than did most historical footnotes.
The organization’s successes did not come easily; conflict beset the WTUL in many forms. During those early days of American unions, organized labour was aggressively opposed by both industry and government. The WTUL, which represented a largely unskilled labour force, had little leverage against these powerful opponents. Also, because of the skill level of its workers as well as inherent societal gender bias, the WTUL had great difficulty find- ing allies among other unions. Even the large and powerful American Federation of Labour (AFL), which nominally took the WTUL under its wing, kept it at a distance. Because the AFL’s power stemmed from its highly skilled labour force, the organization saw little eco- nomic benefit in working with the WTUL. The affiliation provided the AFL with political cover, allowing it to claim support for women workers; in return, the WTUL gained a potent but largely absent ally.
The WTUL also had to overcome internal discord. While the majority of the group’s members were working women, a sizeable and powerful minority consisted of middle- and upper-class social reformers whose goals extended beyond labour reform. While workers ar- gued that the WTUL should focus its efforts on collective bargaining and working conditions, the reformers looked beyond the workplace, seeking state and national legislation aimed at education reform and urban poverty relief as well as workplace issues.
Despite these obstacles, the WTUL accomplished a great deal. The organization was in- strumental in the passage of state laws mandating an eight-hour workday, a minimum wage for women, and a ban on child labour. It provided seed money to women who organized workers in specific plants and industries, and also established strike funds and soup kitchens to support striking unionists. After the tragic Triangle Shirtwaist Company fire of 1911, the WTUL launched a four-year investigation whose conclusions formed the basis of much sub- sequent workplace safety legislation. The organization also offered a political base for all reform-minded women, and thus helped develop the next generation of American leaders. Eleanor Roosevelt was one of many prominent figures to emerge from the WTUL.
The organization began a slow death in the late 1920s, when the Great Depression choked off its funding. The organization limped through the 1940s; the death knell eventually rang in 1950, at the onset of the McCarthy era. A turn-of-the-century labour organization dedicated to social reform, one that during its heyday was regarded by many as “radical,” stood little chance of weathering that storm. This humble ending, however, does nothing to diminish the accomplishments of an organization that is yet to receive its historical due.