RFEI Exam Crisis Management 50 Questions
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Final exam RFEI "Anti-crisis management". 50 questions. File with questions in Word format. Answers are highlighted in yellow, and are also shown in a separate table. First five questions:
1. In the process of its development, moving from one stage of the life cycle to another, each organization is faced with problems, which in this course are designated as:
a) normal, abnormal and pathological;
b) normal, abnormal and chronic;
c) normal, paranormal and pathological;
d) normal, paranormal and chronic.
2. After the "Come-Come" stage, the organization needs to develop the following type of leadership for proper development:
a) A;
b) P;
c) E;
d) I.
3. Treatment, which involves the development of abilities that ensure the advancement of the company to perfection and its preservation of this state, is called:
a) proactive;
b) implicit;
c) effective;
d) preventive.
4. To treat an organization during the Salem City phase, managers should not:
a) sell unprofitable units;
b) stop cash outflow;
c) take as many loans as possible for the earliest possible infusion of funds;
d) focus on the survival of the organization.
5. The most obvious examples of pathological problems are not:
a) uncontrolled cash outflow;
b) frequent dismissals of key specialists;
c) rapid growth of market share;
d) unresolved quality problem.
1. In the process of its development, moving from one stage of the life cycle to another, each organization is faced with problems, which in this course are designated as:
a) normal, abnormal and pathological;
b) normal, abnormal and chronic;
c) normal, paranormal and pathological;
d) normal, paranormal and chronic.
2. After the "Come-Come" stage, the organization needs to develop the following type of leadership for proper development:
a) A;
b) P;
c) E;
d) I.
3. Treatment, which involves the development of abilities that ensure the advancement of the company to perfection and its preservation of this state, is called:
a) proactive;
b) implicit;
c) effective;
d) preventive.
4. To treat an organization during the Salem City phase, managers should not:
a) sell unprofitable units;
b) stop cash outflow;
c) take as many loans as possible for the earliest possible infusion of funds;
d) focus on the survival of the organization.
5. The most obvious examples of pathological problems are not:
a) uncontrolled cash outflow;
b) frequent dismissals of key specialists;
c) rapid growth of market share;
d) unresolved quality problem.
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