Executive Leadership
Exam Materials
Course Introduction
Executive Leadership explores the theories, concepts, and practices vital to leading organizations effectively at the highest levels. This course examines the development of visionary strategies, ethical decision-making, and leadership styles appropriate for complex and rapidly changing environments. Students will analyze case studies of successful executives, engage in self-assessment, and participate in interactive activities that build skills in communication, team building, conflict resolution, and change management. The course emphasizes the importance of emotional intelligence, cultural awareness, and adaptive leadership for achieving organizational goals and fostering a culture of innovation and accountability.
Recommended Textbook
Strategic Management Theory An Integrated Approach 11th Edition by Charles W. L. Hill
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13 Chapters
953 Verified Questions
953 Flashcards
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Chapter 1: Strategic Leadership: Managing the Strategy-Making Process for Competitive Analysis
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77 Verified Questions
77 Flashcards
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Sample Questions
Q1) One of the principal factors that helps increase shareholder value is:
A)profitability.
B)risk factors.
C)low brand awareness.
D)government regulations.
E)high production costs.
Answer: A
Q2) Which of the following statements is true about SWOT analysis?
A)It does not encompass the analysis of an organization's external environment.
B)It essentially results in the generation of one single strategy that deals with one particular internal function of an organization.
C)It does not encompass functional-level strategies directed at improving the effectiveness of operations within a company.
D)It essentially produces strategies that are incongruent with each other.
E)It is a methodology for choosing between competing business models.
Answer: E
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Page 3
Chapter 2: External Analysis: The Identification of Opportunities and Threats
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75 Verified Questions
75 Flashcards
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Sample Questions
Q1) A group of firms manufactures writing implements such as pens, pencils, and markers.This group should be referred to as a(n):
A)substitute.
B)market segment.
C)service provider.
D)regulator.
E)industry.
Answer: E
Q2) Brand loyalty can be created by:
A)minimal advertising.
B)not using patents to protect products.
C)cutting the costs for research and development.
D)emphasizing high product quality.
E)minimizing after-sales service
Answer: D
Q3) High-teclrnology industries are dependent on complementary products for their mutual success.
A)True
B)False
Answer: True
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Chapter 3: Internal Analysis: Distinctive Competencies, Competitive
Advantage, and Profitability
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82 Verified Questions
82 Flashcards
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Sample Questions
Q1) The Icarus paradox suggests that those factors that led to a company's success will continue in the future because the competitors cannot imitate them.
A)True
B)False
Answer: False
Q2) Which of the following support activities in the value chain refers to the transmission of physical materials from procurement through production and into distribution?
A)Human resources
B)Information systems
C)Research and Development
D)Logistics
E)Operations
Answer: D
Q3) Patents typically provide the greatest barrier to imitation.
A)True
B)False
Answer: False
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Page 5
Chapter 4: Building Competitive Advantage Through Functional-Level Strategy
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75 Verified Questions
75 Flashcards
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Sample Questions
Q1) Mass customization:
A)limits a company's ability to customize products.
B)reduces the use of individual machines and hinders quality control at all stages of the manufacturing process.
C)increases the setup times for complex equipment.
D)is the use of technology to produce large quantities of a standardized output.
E)is a company's ability to reconcile low cost and differentiation that were once thought incompatible.
Q2) Although important, unfortunately, innovation plays a minor role in achieving competitive advantage.
A)True
B)False
Q3) Employee productivity is:
A)a function of employee socialization.
B)one of the key determinants of a company's efficiency.
C)not subject to measurement.
D)typically not sustainable in the long run.
E)a function that does not affect a company's profitability.
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Chapter 5: Building Competitive Advantage Through Business-Level Strategy
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74 Verified Questions
74 Flashcards
Source URL: https://quizplus.com/quiz/62108
Sample Questions
Q1) A finn's bnsiness model shonld contain three components: what is to be satisfied, who is to be satisfied, and how they will be satisfied.
A)True
B)False
Q2) Which of the following generic business-level strategies is based on the intent to lower costs so that a company can lower prices and still make a profit?
A)Broad low-cost strategy
B)Price differentiation strategy
C)Broad differentiation strategy
D)Focused differentiation strategy
E)Focused low-cost strategy
Q3) Which of the following generic competitive strategies is a producer of commodity steel most likely to pursue?
A)Exclusive dealing
B)Broad differentiation
C)Focus differentiation
D)Broad low-cost
E)Horizontal integration
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Chapter 6: Business-Level Strategy and the Industry Environment
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Horizontal mergers often lead to industry fragmentation.
A)True
B)False
Q2) An industry moves from embryonic to growth stage when:
A)the sales of complementary products decline.
B)the production costs increase.
C)companies manufacture products in very small quantities.
D)ongoing technological progress makes its product easier to use.
E)mass markets for its products decline.
Q3) Formal price leadership, or when companies jointly set prices, is illegal under antitrust laws.
A)True
B)False
Q4) By their choices of competitive actions and decisions about product attributes, managers can speed up or slow down the rate of progress of an industry through the stages of the industry life cycle.
A)True
B)False
Page 8
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Chapter 7: Strategy and Technology
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73 Verified Questions
73 Flashcards
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Sample Questions
Q1) Which of the following is NOT true of high-technology industries?
A)First movers cannot create switching costs for their customers.
B)First movers have higher pioneering costs than later entrants.
C)Later entrants can avoid the mistakes made by first movers.
D)First movers that create a revolutionary product are in a monopoly position.
E)First movers run the risk of building the wrong resources and capabilities.
Q2) Cellular phone service providers often sell the phone itself at very low prices and then charge a relatively high fee for usage.This illustrates:
A)the first-mover strategy.
B)competitive cooperation.
C)the razor and blade strategy.
D)competitive positioning.
E)format licensing.
Q3) Technological paradigm shifts occur when new technologies revolutionize the structure of the industry, dramatically alter the nature of competition, and require companies to adopt new strategies to survive.
A)True
B)False
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Chapter 8: Strategy in the Global Environment
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64 Verified Questions
64 Flashcards
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Sample Questions
Q1) The Achilles heel of international strategy is that:
A)economies of scale cannot be achieved.
B)customization of products makes the company lose its credibility.
C)competitors inevitably emerge.
D)non-price differences among products hold little importance.
E)customer preferences eventually become identical.
Q2) Whirlpool, a leading U.S.maker of household appliances, has a wholly owned subsidiary that is responsible for research and development (R&D), manufacturing, and sales in over two dozen European countries, from Norway to Greece.What are some of the potential advantages that Whirlpool may gain from its use of a wholly owned subsidiary for global expansion? What are some of the potential disadvantages?
Q3) Host govermnent demands generally:
A)increase pressures for local responsiveness.
B)decrease pressures for cost reductions.
C)do not encompass local content rules.
D)compel companies to abandon localization strategies.
E)impede a company's ability to differentiate its product offering across national borders.
Q4) List and briefly describe each of the four basic global strategies.
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Chapter 9: Corporate-Level Strategy: Horizontal Integration,
Vertical Integration, and Strategic Outsourcing
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70 Verified Questions
70 Flashcards
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Sample Questions
Q1) Oracle Corp., based in Reno, Nevada, has purchased several other companies to become the world's largest maker of database software.This strategy is known as the strategy of acquisition.
A)True
B)False
Q2) Strategic alliances and outsourcing are two alternatives to vertical integration.What are the advantages and disadvantages of each compared to vertical integration? What can managers do to eliminate or reduce the risks?
Q3) Consider the case of a manufacturing finn that purchases subassemblies from a supplier, creates a finished product, and then sells that product to a wholesale distributor.What advantages might this finn gain from forward integration? From backward integration? What potential pitfalls of vertical integration might the firm face?
Q4) Horizontal integration may be thought of as:
A)moving into a new unrelated industry.
B)giving control to suppliers.
C)gaining control of distributors.
D)staying inside the industry in which the company currently operates.
E)combining functional units within the company.
Page 11
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Chapter 10: Corporate-Level Strategy: Related and
Unrelated Diversification
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73 Verified Questions
73 Flashcards
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Sample Questions
Q1) Free cash flow is defined as:
A)money in a company's bank account.
B)government funds given to a company for meeting Environmental Protection Agency (EPA) regulations.
C)additional funds donated by stockholders.
D)cash in excess of that required to fund investments in the company's industry and to meet any debt commitments.
E)cash borrowed by the company that requires no interest payments.
Q2) In 2007, Google bought YouTube.This is an example of which of the following?
A)Partnership
B)Strategic alliance
C)Joint venture
D)Acquisition
E)Merger
Q3) An advantage of a joint venture is that it allows a company to quickly gain entry into a new industry where barriers are high.
A)True
B)False
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Chapter 11: Corporate Performance, Governance, and Business Ethics
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66 Verified Questions
66 Flashcards
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Sample Questions
Q1) Nicole is a salesperson at a local Ford dealership.Her bonus pay is dependent upon surpassing sales targets, thus increasing the profitability of the company.Which of the following governance mechanisms is illustrated in this scenario?
A)Stock options
B)Self-dealing
C)The takeover constraint
D)Employee incentives
E)Greenmail
Q2) Consider a national chain of company-owned fast-food restaurants.For this finn, list the important stakeholders.
Then describe how each stakeholder group can affect the firm's profitability.
Q3) Which of the following statements is true about strategic control systems?
A)They are usually set by government regulators that top management is required to follow.
B)Their primary purpose is to foster on-the-job consumption.
C)Their purpose is to ensure that the wealth of stockholders is maximized.
D)They relieve employees and management of legal and ethical constraints.
E)They are designed to encourage information asymmetry.
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Chapter 12: Implementing Strategy in Companies That
Compete in a Single Industry
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75 Verified Questions
75 Flashcards
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Sample Questions
Q1) To reduce costs, cost leaders prefer to use to closely monitor and evaluate functional performance.
A)output controls
B)personal controls
C)behavioral controls
D)cultural controls
E)input controls
Q2) The degree to which a company specifies how decisions are to be made so that employees' behavior becomes predictable is referred to as:
A)uniformity of output.
B)conformity.
C)standardization.
D)maximization of effort.
E)behavioral control.
Q3) Which of the following does restructuring involve?
A)Eliminating business units
B)Rethinking business processes
C)Creating more business units
D)Flattening the organizational hierarchy E)Broadening the span of control
Q4) Identify and discuss the three building blocks of organizational structure.
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Chapter 13: Implementing Strategy in Companies That
Compete Across Industries and Countries
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69 Verified Questions
69 Flashcards
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Sample Questions
Q1) Vertical integration is a more expensive strategy to manage than unrelated diversification.
A)True
B)False
Q2) Which of the following statements is tme about related diversification in the context of a multidivisional stmcture?
A)It makes it easier for corporate managers to assess the performance of individual divisions.
B)It has the lowest bureaucratic costs.
C)It requires sophisticated integrating devices to ensure coordination among divisions.
D)It involves divisions that operate autonomously, and the company can easily reward managers based upon their division's individual performance.
E)It provides scope for corporate managers to easily use output control.
Q3) Different divisions in a finn with a Multidivisional structure are not given authority to adopt their own organizational structures.
A)True
B)False
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Page 15