Executive Decision Making
Midterm Exam
Course Introduction
Executive Decision Making explores the processes and frameworks that senior leaders use to analyze complex business situations, evaluate alternatives, and make high-stakes decisions in dynamic environments. The course emphasizes both quantitative and qualitative tools to support effective decision-making, addresses cognitive biases and ethical considerations, and examines real-world case studies to develop students critical thinking and strategic judgment. Students will gain practical skills in risk assessment, stakeholder analysis, negotiation, and implementing decisions under uncertainty, equipping them to confidently lead organizations at the highest levels.
Recommended Textbook
Strategic Management and Business Policy 15th Global Edition by J. David Hunger
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13 Chapters
1413 Verified Questions
1413 Flashcards
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Chapter 1: Basic Concepts in Strategic Management
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112 Verified Questions
112 Flashcards
Source URL: https://quizplus.com/quiz/40312
Sample Questions
Q1) IBM under CEO Louis Gerstner and his strategic decision to invest in services in 1993,is an example of which mode of strategic decision-making?
A) adaptive
B) entrepreneurial
C) logical incrementalism
D) planning
E) muddling through
Answer: D
Q2) Which of the following is not a part of strategy implementation?
A) performance evaluation
B) budgets
C) programs and tactics
D) procedures
E) operational planning
Answer: A
Q3) The goal of NAFTA is complete economic integration among Canada,the United States,and Mexico.
A)True
B)False
Answer: False
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Chapter 2: Corporate Governance
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99 Verified Questions
99 Flashcards
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Sample Questions
Q1) The theory which states that problems arise in corporations because top management no longer is willing to bear the brunt of their decisions unless they own a substantial amount of stock in the corporation is called
A) codetermination.
B) agency theory.
C) interlocking management theory.
D) strategic leadership theory.
E) ownership theory.
Answer: B
Q2) Transformational leaders transform organizations from market leaders in one industry to market leadership in another.
A)True
B)False
Answer: False
Q3) Explain the difference between a direct and indirect interlocking directorate.
Answer: A direct interlocking directorate occurs when two firms share a director or when an executive of one firm sits on the board of a second firm.An indirect interlock occurs when two corporations have directors who also serve on the board of a third firm.
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Chapter 3: Social Responsibility and Ethics in Strategic Management
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103 Verified Questions
103 Flashcards
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Sample Questions
Q1) There is no truth to the comment that "business ethics" is an oxymoron.
A)True
B)False
Answer: False
Q2) The approach to ethical behavior,which proposes that decision makers be equitable,fair,and impartial in the distribution of costs and benefits to individuals and groups is called
A) individual rights approach.
B) mercantilism approach.
C) utilitarian approach.
D) justice approach.
E) moral imperialism approach.
Answer: D
Q3) A company may have some stakeholders of which it is only marginally aware and in some cases does not seem interested in appeasing.
A)True
B)False
Answer: True
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Chapter 4: Environmental Scanning and Industry Analysis
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119 Verified Questions
119 Flashcards
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Sample Questions
Q1) What are the two factors that tend to determine whether an industry will be primarily multi-domestic or primarily global?
Q2) According to Miles and Snow,companies with fairly broad product lines that focus on product innovations and market opportunities,such as Frito-Lay,reflect which strategic orientation?
A) initiators
B) reactors
C) analyzers
D) prospectors
E) defenders
Q3) According to Michael Porter,the weaker each of the competitive forces,the more limited companies are in their ability to raise prices and earn greater profits.
A)True
B)False
Q4) A multi-national corporation is a company with significant assets and activities in multiple countries.
A)True
B)False
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Chapter 5: Organizational Analysis and Competitive Advantage
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110 Verified Questions
110 Flashcards
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Sample Questions
Q1) The marketing mix refers to product,place,packaging,and price.
A)True
B)False
Q2) The part of an industry's value chain that is most important to a company and the point where its greatest expertise and capabilities lie is called the company's
A) functional crossroads.
B) center of gravity.
C) dynamic equilibrium.
D) R&D intensity.
E) economy of scope.
Q3) What is corporate culture and what are the two distinct attributes of culture?
Q4) When the value chains of two separate products or services share activities,such as the same marketing channels,in order to reduce costs,this is an example of
A) economies of scope.
B) economies of scale.
C) economies of integration.
D) economies of learning.
E) outsourcing.
Q5) Define a value chain and the significance of the center of gravity.
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Chapter 6: Strategy Formulation: Business Strategy
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113 Verified Questions
113 Flashcards
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Sample Questions
Q1) Strategy formulation or strategic planning begins with a(n)________,which is the process of finding a strategic fit between external opportunities and internal strengths while working around external threats and internal weaknesses.
A) environmental analysis.
B) position analysis.
C) strategic evaluation.
D) objective analysis.
E) situation analysis.
Q2) One company that has successfully found a propitious niche is
A) Coca-Cola.
B) PepsiCo.
C) Frank J. Zamboni & Company.
D) Walmart.
E) Disney.
Q3) As an industry becomes hypercompetitive,firms initially respond by A) raising entry barriers.
B) moving into untapped markets.
C) attacking the strongholds of other firms.
D) competing on cost and quality.
E) working their way to a situation of perfect competition.
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Chapter 7: Strategy Formulation: Corporate Strategy
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108 Verified Questions
108 Flashcards
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Sample Questions
Q1) The stability strategies are really a lack of any strategy.
A)True
B)False
Q2) Discuss the more popular stability strategies.
Q3) An example of forward quasi-integration would be a large pharmaceutical firm that acquires part interest in a drugstore chain in order to guarantee that its drugs have access to the distribution channel.
A)True
B)False
Q4) The ability for Nike to manufacture its own shoes and then build stores for distribution is an example of
A) forward integration.
B) horizontal integration.
C) backward integration.
D) transferred integration.
E) mass integration.
Q5) Backward integration is often more profitable than forward integration. A)True
B)False
Q6) Define a retrenchment strategy.Discuss the more popular options.
Page 9
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Chapter 8: Strategy Formulation: Functional Strategy and Strategic Choice
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112 Verified Questions
112 Flashcards
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Sample Questions
Q1) A company that has previously found great success pioneering an extremely successful product that is presently trying to turn another "long-shot" into a success would be an example of which strategy to avoid?
A) follow the leader
B) hit another home run
C) arms race
D) do everything
E) losing hand
Q2) When Smith & Wesson puts its name on others' products,like men's cologne,it is using which marketing strategy?
A) demand pricing
B) brand pricing
C) brand extension
D) penetration extension
E) demand extension
Q3) Discuss W.Edwards Deming's position on sole sourcing.
Q4) The continuous improvement system was developed by Deming.
A)True
B)False
Q5) What is a functional strategy?
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Chapter 9: Strategy Implementation: Global Strategy
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102 Verified Questions
102 Flashcards
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Sample Questions
Q1) Nationalistic governments tend to be placated by organizations that choose to hire
A) general managers with local experience.
B) home country managers.
C) managers with general international experience, but not from the host country.
D) fewer local managers.
E) parent company managers.
Q2) To be successful with a global emphasis,firms may not skip across stages of development.
A)True
B)False
Q3) The global multi-national corporation faces the dual challenge of achieving scale economies through standardization while at the same time responding to local customer differences.
A)True
B)False
Q4) Discuss the key drivers for strategic fit between international alliance partners.
Q5) Discuss some of the recommendations to improve the entire expatriation process.
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Chapter 10: Strategy Implementation: Organizing and Structure
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108 Verified Questions
108 Flashcards
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Sample Questions
Q1) In a Stage I company,if the entrepreneur falters,the company usually flounders.This is labeled by Greiner as a crisis of A) autonomy.
B) confidence.
C) clarity.
D) differentiation.
E) leadership.
Q2) The first company to manufacture and sell a new product or service is referred to as a pioneer.
A)True
B)False
Q3) A crisis of control may develop in the Stage III divisional structure.
A)True
B)False
Q4) The concept that structure follows strategy was developed by Alfred Chandler.
A)True
B)False
Q5) After programs have been developed,the budget process begins. A)True
B)False
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Chapter 11: Strategy Implementation: Staffing and Directing
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110 Verified Questions
110 Flashcards
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Sample Questions
Q1) A corporation following a concentration strategy emphasizing vertical or horizontal growth would probably not want an aggressive new chief executive with a great deal of experience in that particular industry-a dynamic industry expert.
A)True
B)False
Q2) As in the case of structure,staffing requirements should follow a change in strategy.
A)True
B)False
Q3) What information should an action plan include?
Q4) In TQM,giving employees wide latitude in how they go about achieving the company's goals is referred to as
A) empowerment.
B) continuous improvement.
C) integration.
D) assimilation.
E) delegation.
Q5) What are some of the approaches a company can take to identify and prepare its people for important positions?
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Page 13
Chapter 12: Evaluation and Control
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114 Verified Questions
114 Flashcards
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Sample Questions
Q1) Suboptimization occurs when
A) a division or functional unit views itself as a separate entity and refuses to cooperate with other divisions or units to the detriment of the organization as a whole.
B) there is a failure to produce at or near full capacity.
C) individuals are placed into positions not suited to their abilities.
D) managers tend to focus more of their attention on those aspects which are measurable than on those which are not.
E) managers concentrate too much on short-term performance objectives.
Q2) What is ERP? What are the three reasons why ERP could fail?
Q3) Enterprise risk management is being adopted because of the increasing amount of environmental uncertainty that can affect an entire corporation.
A)True
B)False
Q4) Distinguish between behavior and output controls.Provide examples of each.
Q5) Among the most important barriers to international trade are the different standards for products and services.
A)True
B)False
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Chapter 13: Suggestions for Case Analysis
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103 Verified Questions
103 Flashcards
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Sample Questions
Q1) Fixed asset turnover is what type of financial ratio?
A) liquidity ratio
B) profitability ratio
C) leverage ratio
D) activity ratio
E) revenue ratio
Q2) The formula that indicates if a company embarking on a growth strategy will need to take on debt to fund this growth is called
A) the return on investment.
B) the CAPM.
C) the index of sustainable growth.
D) operating cash flow.
E) the Z-value.
Q3) "Earnings per share" is an example of a(n)
A) leverage ratio.
B) liquidity ratio
C) activity ratio.
D) asset management ratio.
E) profitability ratio.
Q4) In performing a basic financial analysis,what five steps should be taken?
Page 15
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