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<!DOCTYPE html>
<html>
<head>
<title>Midterm Review Quiz</title>
<script>
function submitQuiz() {
let score = 0;
let totalQuestions = 10;
let answers = {
q1: "D", q2: "D", q3: "B", q4: "C", q5: "A",
q6: "D", q7: "B", q8: "C", q9: "C", q10: "D"
};
for (let i = 1; i <= totalQuestions; i++) {
let selected = document.querySelector('input[name="q' + i + '"]:checked');
if (selected && selected.value === answers["q" + i]) {
score++;
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}
alert("You scored " + score + " out of " + totalQuestions);
}
</script>
</head>
<body>
<h1>Midterm Review Quiz</h1>
<form>
<p>1. What kind of strategy reduces rivalry and fights off substitute threats?</p>
<input type="radio" name="q1" value="A"> A. Low-cost leadership <br>
<input type="radio" name="q1" value="B"> B. Focused <br>
<input type="radio" name="q1" value="C"> C. Defensive <br>
<input type="radio" name="q1" value="D"> D. Differentiation <br>
<p>2. What best describes the focus strategy?</p>
<input type="radio" name="q2" value="A"> A. Known for creative flair <br>
<input type="radio" name="q2" value="B"> B. Utilizes strong central authority <br>
<input type="radio" name="q2" value="C"> C. Involves detailed control reports <br>
<input type="radio" name="q2" value="D"> D. Targets a specific market or group <br>
<p>3. What is a weakness of the horizontal structure?</p>
<input type="radio" name="q3" value="A"> A. Slow response to change <br>
<input type="radio" name="q3" value="B"> B. Difficult to determine core processes <br>
<input type="radio" name="q3" value="C"> C. Fails to promote teamwork <br>
<input type="radio" name="q3" value="D"> D. Goals not well understood <br>
<p>4. What characterizes a functional structure?</p>
<input type="radio" name="q4" value="A"> A. Quick reaction to environment <br>
<input type="radio" name="q4" value="B"> B. Reduces economies of scale <br>
<input type="radio" name="q4" value="C"> C. Often results in hierarchy overload <br>
<input type="radio" name="q4" value="D"> D. Cannot work in small firms <br>
<p>5. Which includes sectors indirectly influencing a firm?</p>
<input type="radio" name="q5" value="A"> A. General environment <br>
<input type="radio" name="q5" value="B"> B. International context <br>
<input type="radio" name="q5" value="C"> C. Task environment <br>
<input type="radio" name="q5" value="D"> D. Buffering roles <br>
<p>6. What best describes mechanistic organizations?</p>
<input type="radio" name="q6" value="A"> A. Authoritarian, unfriendly leadership <br>
<input type="radio" name="q6" value="B"> B. Horizontal communication <br>
<input type="radio" name="q6" value="C"> C. Service-based, customer-focused <br>
<input type="radio" name="q6" value="D"> D. Specialized task breakdown <br>
<p>7. What refers to lasting transactions between organizations?</p>
<input type="radio" name="q7" value="A"> A. Intranet <br>
<input type="radio" name="q7" value="B"> B. Interorganizational relationships <br>
<input type="radio" name="q7" value="C"> C. Resource dependence <br>
<input type="radio" name="q7" value="D"> D. Institutional environment <br>
<p>8. Which theory minimizes reliance on suppliers?</p>
<input type="radio" name="q8" value="A"> A. Interorganizational theory <br>
<input type="radio" name="q8" value="B"> B. Environmental resource theory <br>
<input type="radio" name="q8" value="C"> C. Resource-dependence theory <br>
<input type="radio" name="q8" value="D"> D. Economic-supply theory <br>
<p>9. What is an example of mimetic forces?</p>
<input type="radio" name="q9" value="A"> A. Consultant training <br>
<input type="radio" name="q9" value="B"> B. Pollution controls <br>
<input type="radio" name="q9" value="C"> C. Accounting standards <br>
<input type="radio" name="q9" value="D"> D. Reengineering <br>
<p>10. What is an example of a coercive force?</p>
<input type="radio" name="q10" value="A"> A. Professionalism <br>
<input type="radio" name="q10" value="B"> B. Innovation <br>
<input type="radio" name="q10" value="C"> C. Environmental visibility <br>
<input type="radio" name="q10" value="D"> D. Political law <br>
<br>
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</form>
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