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Young Leadership Program Module 6/7 Day 2 Refresher

Quiz by Kariah Jiayone Cardinez

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9 questions
Show answers
  • Q1
    a.) Real options provide managers flexibility to decide on projects not mainly based on NPV, CBA, or CBR. The other factors which could be strategic are b.) the option to contract, where you increase the manpower; c.) The option to abandon where you are already invested but would benefit more if you abandon it; d.) option to expand to grow your production; e.) the option to wait where the timing of implementing the project is considered; f.) the option to switch is which you completely turn to a different industry.
    All the statements are correct.
    Statements a, c, d, and e are correct
    Statements a, d, e, and f are correct.
    Statements a,b, c, d, and f are correct
    60s
  • Q2
    Annual cash flows are important to know the financial requirements and revenue earning potential to judge the capacity to repay loan. In preparing the cash flow, all cash payments are considered costs, and cash receipts are benefits.
    False
    True
    60s
  • Q3
    When we lend money, we are deferring until the future the possibility of using that money for present consumption, and if we lend money, we are entitled to a reward: interest. Which of the following is the appropriate formula to compute the value of an amount lent at an interest rate in a future time period?
    A=Cn(1+i)n
    P=A/(1+i)n
    A=P(1+i)n
    A=B(1+i)n
    60s
  • Q4
    Which of the following is NOT part of the financing strategy?
    Return Benefit Analysis
    Time Value of Money
    Cost Benefit Analysis
    Sensitivity Analysis
    60s
  • Q5
    !3 POINTS! A factory costs P800,000. You reckon that it will produce an inflow after operating costs of P170,000 a year for 10 years. If the opportunity cost of capital is 14%, what is the net present value of the factory? Is it a financially viable investment? Use excel or NPV formula P=A/(1+i)n to compute.
    Question Image
    NPV of the Factory is P86,740. It is a financially viable investment.
    NPV of the Factory is P88,740. It is a financially viable investment.
    NPV of the Factory is P87,740. It is not a financially viable investment.
    NPV of the Factory is P85,740. It is not a financially viable investment.
    120s
  • Q6
    In order to have an effective strategic alignment, a.) a clear, agreed-on vision and strategy; b.) clarity on individual roles and requirements in supporting the strategic goals; c.) sufficient capabilities to deliver the behaviors needed to reach the goals; d.) timely feedback on goal attainment are necessary.
    Statements a, b, and d are correct.
    Statements a, c, and d are correct.
    Statements b, c, and d are correct.
    All the statements are correct.
    60s
  • Q7
    Which of the following is NOT part of the components of strategic alignment?
    None of the above.
    Strategic Fit and Organizational Alignment
    Effective Financial Management & Skills Management.
    Human Capital Alignment & Planning and Control Systems Alignment
    60s
  • Q8
    The ultimate proof of a strategically aligned organization is an exemplary focused performance that brings about breakthrough results.
    True
    False
    60s
  • Q9
    *2 POINTS* The figure below (Figure 14) shows the result of a survey conducted among Philippine Army personnel in 2013 regarding their perception on the presence or absence of subsidiary scorecards. Considering the four components of strategic alignment (strategic fit, organizational alignment, human capital alignment, planning & control system alignment), what do you think is the major area of concern that needs to be addressed or improved? How do you address this major area of concern? What are your recommended actions? You may also send your answer to ylp@isacenter.org to further explain your answer if you wish.
    Question Image
    Effectively cascade the Army scorecard to lower units/teams by making sure that the vision and strategic goals are understood by everyone.
    Ensure alignment of organizational goals to unit/team objectives.
    All of the above.
    Break down or translate the organizational goals & performance measure into unit/team objectives and performance measures.
    120s

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