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質問 # 18
Which of the following actions should planners NOT take when they start falling behind on implementation?
- A. Renegotiate and deploy more resources
- B. Re-assess the project schedule
- C. Narrow the project scope
- D. Reduce stakeholder participation
正解：D
解説：
Reducing stakeholder participation when implementation is behind schedule is counterproductive. Engaged stakeholders provide critical support, resources, and feedback that can help overcome obstacles. The IASP SPP curriculum stresses inclusive problem-solving and transparency during challenges to maintain trust and momentum. Reassessing schedules, reallocating resources, and adjusting scope are appropriate recovery actions. Reducing stakeholder involvement risks increased resistance, information gaps, and further delays.
#IASP SPP Study Guide - Stakeholder Management##Freeman, Strategic Management#
質問 # 19
Which of the following will BEST assist employees in implementing strategic plan projects and initiatives?
- A. Survey development
- B. Budget preparation
- C. Project management skills
- D. Market forecasts
正解：C
解説：
Project management skills are essential for employees to effectivelyplan, organize, execute, and monitor strategic projects. These skills enable managing scope, resources, timelines, and risks, directly contributing to successful implementation. The IASP SPP curriculum identifies project management as a foundational competency in strategy execution, equipping employees to navigate complexities and meet objectives. While surveys and forecasts inform decisions, project management provides the practical tools for day-to-day implementation. Budgeting supports resource allocation but is not a skill per se.#IASP SPP Study Guide - Project Management##PMI, PMBOK Guide#
質問 # 20
True or False: Middle managers are exclusively responsible for the development of scenarios to influence the organization's strategic direction.
- A. False
- B. True
正解：A
解説：
Middle managers are important contributors butare not exclusively responsiblefor scenario development affecting strategic direction. Scenario planning is typically a collaborative effort involving senior leadership, strategic planners, and key stakeholders. The IASP SPP curriculum highlights inclusive scenario development to incorporate diverse perspectives and improve strategic robustness.#IASP SPP Study Guide - Scenario Planning##Schoemaker, Scenario Planning#
質問 # 21
What are the core elements of the RACI methodology used for coordinating roles?
- A. Realistic, achievable, consulted, informed
- B. Responsible, accountable, consulted, informed
- C. Requires, approves, consults, inquires
- D. Requestor, approver, consultant, informer
正解：B
解説：
The RACI matrix identifies roles in projects asResponsible (those who do the work), Accountable (the decision makers), Consulted (those who provide input), and Informed (those who need to be kept updated). The IASP SPP curriculum emphasizes RACI as a tool to clarify responsibilities and improve communication, reducing confusion and overlap during strategy execution.#IASP SPP Study Guide - Role Definition##PMI, PMBOK Guide#
質問 # 22
Which of the following is the LEAST effective growth strategy?
- A. Divestiture of noncore businesses/programs
- B. Vertical integration
- C. Acquisition of a key competitor
- D. International expansion
正解：A
解説：
Divestiture of noncore businesses or programs is generally a strategy for portfolio optimization or refocusing rather than direct growth. It involves shedding assets to concentrate on core competencies, which may improve efficiency but does not itself drive growth. In contrast, international expansion, vertical integration, and acquisition are classic growth strategies designed to increase market share, capabilities, or geographic reach. The IASP SPP curriculum distinguishes between growth-oriented and restructuring strategies to clarify strategic intent and resource allocation.#IASP SPP Study Guide - Growth Strategies##Ansoff, Corporate Strategy#
質問 # 23
An effective organizational vision describes
- A. the organization's purpose.
- B. the organization's desired future state.
- C. what the organization does.
- D. how the organization will create value for its customers.
正解：B
解説：
An organizational vision articulatesthe desired future state, providing inspiration and direction for long-term aspirations. It differs from the mission (purpose) and operational definitions (what the organization does or how value is created). The IASP SPP curriculum highlights vision as a foundational element for strategic planning, motivating stakeholders and guiding decisions toward a shared future. Clear, compelling vision statements unify efforts and foster commitment.#IASP SPP Study Guide - Vision and Mission##Drucker, The Practice of Management#
質問 # 24
In designing an organization's structure, which of the following is NOT relevant or NOT worthy of consideration?
- A. The company's attrition rate
- B. Company culture
- C. Operating environment
- D. Customer segments
正解：A
解説：
While attrition rate reflects workforce stability, it isnot a primary factor in organizational structure design
. Core considerations include customer segments, operating environment, and company culture, which directly shape how the organization organizes roles and processes. The IASP SPP curriculum highlights that structure must enable effective service delivery and strategic responsiveness, which attrition influences indirectly but is not a structural determinant.#IASP SPP Study Guide - Organizational Design##Ulrich, Human Resource Champions#
質問 # 25
Which of the following BEST describes organization strategy?
- A. Exists to support pay-for-performance systems
- B. Creates performance measures that can be used to encourage desired behaviors
- C. Shows how projects and programs are managed
- D. Translates an organization's shared vision of the future into action for all employees
正解：D
解説：
Organizational strategytranslates the shared vision of the future into actionable plans for all employees, aligning resources, behaviors, and goals to achieve desired outcomes. The IASP SPP curriculum emphasizes strategy as a bridge between vision and execution, driving alignment and performance throughout the organization. While performance measures, project management, and compensation systems support strategy, the fundamental role of strategy is guiding organizational action.#IASP SPP Study Guide - Strategy##Kaplan
& Norton, Balanced Scorecard#
質問 # 26
Which of the following is the MOST important aspect of an environmental scan process?
- A. A thorough understanding of global weather patterns
- B. A review of the history of the organization
- C. A review of political, economic, social, and technological trends
- D. A focus on the impact of changing internal conditions
正解：C
解説：
The most critical aspect of environmental scanning is conducting acomprehensive review of political, economic, social, and technological (PEST) trendsthat affect the external environment. This holistic analysis informs strategic decisions by identifying opportunities and threats. The IASP SPP curriculum emphasizes external scanning over internal history or weather patterns for forward-looking strategy development.#IASP SPP Study Guide - Environmental Scanning##Aguilar, Scanning the Business Environment#
質問 # 27
Performance management includes comparing an organization's
- A. Actual results against desired results
- B. Profit and loss statement against its balance sheet
- C. Key performance indicators against its strategic environment
- D. Employee satisfaction levels against employee performance reviews
正解：A
解説：
Performance management fundamentally involvescomparing actual results against desired or planned resultsto assess progress, identify gaps, and inform corrective actions. The IASP SPP curriculum stresses this comparison as central to strategic control, enabling organizations to monitor effectiveness and adjust strategies accordingly.#IASP SPP Study Guide - Performance Measurement##Kaplan & Norton, Balanced Scorecard#
質問 # 28
Which of the following communication methods is likely to be MOST effective in obtaining useful employee feedback about the strategic management approach?
- A. A customized, well-scripted slide show presentation given by a senior leader
- B. An e-mail message from the senior leader to employees
- C. Dialogue between leaders and employees in small group discussions
- D. An article written by a senior leader published in the organization's newsletter
正解：C
解説：
Dialogue in small group discussions is the most effective communication method for obtaining useful employee feedback because it fosters an interactive, two-way communication environment. This format encourages candid dialogue, allows leaders to clarify points immediately, and helps uncover concerns or ideas that might not emerge in more formal or one-way communication methods like emails or newsletters. The IASP SPP curriculum emphasizes the importance of active listening and inclusive dialogue to build trust and engagement during strategic management processes. Small group discussions enable diverse perspectives to surface, promote deeper understanding, and support collaborative problem-solving, which is critical for refining and successfully implementing strategic initiatives. Conversely, one-way communication tools such as presentations or written articles may fail to engage employees or capture nuanced feedback necessary for effective strategic adaptation.#IASP SPP Study Guide - Communication Skills##Kotter, Leading Change#
質問 # 29
Which of the following is a characteristic of core competencies?
- A. Require significant investment
- B. Cannot be developed or changed
- C. Are common across an industrial segment
- D. Form the basis for activities that create and build value
正解：D
解説：
Core competencies areunique capabilities that form the foundation for value-creating activitiesand competitive advantage. They differentiate the organization and enable strategic positioning. The IASP SPP curriculum emphasizes that core competencies are dynamic and can be developed or enhanced, unlike generic industry capabilities. Recognizing and leveraging core competencies is essential for sustainable strategy formulation.#IASP SPP Study Guide - Core Competencies##Prahalad & Hamel, The Core Competence of the Corporation#
質問 # 30
How can a strategic planner ensure the planning process is improved over time?
- A. Review records to see where the organization has been compared to the current situation
- B. Use guided imagery to envision the ideal planning process
- C. Set up mechanisms to manage continuous improvement
- D. Require periodic reports from the organization to track progress
正解：C
解説：
Continuous improvement in strategic planning is achieved byestablishing formal mechanisms to monitor, evaluate, and enhance the process over time. These mechanisms may include feedback loops, process reviews, benchmarking, and learning cycles. The IASP SPP curriculum highlights that continuous improvement enables adaptation to changing environments and improves planning accuracy and effectiveness. While envisioning ideals and reviewing history are helpful, without structured processes to manage improvement, gains are ad hoc and unsustainable. Periodic reporting tracks progress but does not inherently improve the planning process itself.#IASP SPP Study Guide - Continuous Improvement##Deming, Out of the Crisis#
質問 # 31
Which of the following is NOT a desired goal of effective pre-meetings?
- A. Identify issues
- B. Gather input from participants
- C. Make policy decisions with senior leadership
- D. Resolve political issues
正解：C
解説：
Effective pre-meetings aim toidentify issues, resolve political conflicts, and gather inputto prepare for formal meetings. However,making formal policy decisions is not appropriate at pre-meetings; these require full group deliberation and proper governance. The IASP SPP curriculum underlines that pre-meetings facilitate efficient decision-making by addressing preparatory tasks and smoothing potential conflicts.#IASP SPP Study Guide - Meeting Facilitation##Schwartz, The Art of Strategic Facilitation#
質問 # 32
The strategic planning process should include which of the following mechanisms to specifically ensure continuous improvement?
- A. Use of an internal planning committee
- B. Quarterly reviews conducted by external contractors
- C. Annual reviews by the financial team
- D. Analysis of lessons learned
正解：D
解説：
Analysis of lessons learnedis vital for continuous improvement, allowing organizations to reflect on successes and failures, adjust strategies, and enhance future planning. The IASP SPP curriculum underscores embedding learning mechanisms into the planning cycle to foster agility and effectiveness. Financial reviews and committees support governance but do not inherently ensure learning.#IASP SPP Study Guide - Continuous Improvement##Deming, Out of the Crisis#
質問 # 33
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