Executive Leadership
Test Questions
Course Introduction
Executive Leadership is designed to develop advanced skills and insights required for effective leadership at the senior management level. The course focuses on key aspects of leading organizations, including strategic vision, ethical decision-making, change management, and the cultivation of high-performing teams. Through the analysis of real-world case studies, self-assessment activities, and interactive discussions, students will explore the challenges and opportunities faced by executives. Emphasis is placed on communication, emotional intelligence, and the ability to inspire and drive organizational success in complex and dynamic environments.
Recommended Textbook Essentials of Strategic Management 3rd Edition by Charles W. L. Hill
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9 Chapters
712 Verified Questions
712 Flashcards
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Page 2
Chapter 1: The Strategy-Making Process
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Emergent strategies
A) are often a result of unplanned action taken in response to unforeseen circumstances.
B) are the result of rational planning.
C) are the product of intended strategies
D) always begin at the top level of an organization.
E) lead to deliberate strategies.
Answer: A
Q2) The central purpose of a SWOT analysis is to identify strategies which create a company-specific business model that best aligns or matches the company's resources and capabilities to its environment.
A)True
B)False
Answer: True
Q3) Some organizations use an annual strategic planning process as input into the budgetary process for the coming year.
A)True
B)False
Answer: True
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Page 3
Chapter 2: The Mission, Governance, and Business Ethics
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83 Verified Questions
83 Flashcards
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Sample Questions
Q1) Which of the following is not a potential cause of unethical behavior in organizations?
A) Failure to examine the ethical dimensions of a decision
B) An organizational culture that de-emphasizes ethical behavior
C) Dynamic competitive environment
D) Management pressure to meet organizational objectives by "cutting corners"
E) Weak ethical leadership
Answer: C
Q2) When managers of a firm seek to unilaterally rewrite the terms of a contract with suppliers, buyers, or complement providers in a way that is more favorable to their firm they are engaging in
A) corruption
B) ethical behavior.
C) opportunistic exploitation.
D) philosophical ethics.
E) self-dealing.
Answer: C
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Chapter 3: External Analysis: the Identification of Opportunities and Threats
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Research suggests that it is often the __________ firms in an industry that initiate price cuts or increase promotions in an attempt to cover fixed costs.
A) strongest
B) weakest
C) largest
D) oldest
E) newest Answer: B
Q2) Absolute cost advantage is enjoyed by incumbents in an industry and that new entrants cannot expect to match.
A)True
B)False Answer: True
Q3) Brand loyalty exists when consumers have a preference for the products of established companies.
A)True
B)False Answer: True
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Chapter 4: Building Competitive Advantage
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Explain how tangible and intangible resources and capabilities can lead to distinctive competencies. Give specific examples.
Q2) Information systems refer to the largely electronic systems for managing inventory, tracking sales, pricing products, selling products, dealing with customer service inquiries, etc.
A)True
B)False
Q3) Which of the following statements concerning customer defection rates is incorrect?
A) Defection rates are determined by customer loyalty.
B) The longer a company holds on to a customer, the volume of customer-generated unit sales is greater and the average cost of each sale is lower.
C) Lowering customer defection rates allows a company to achieve a lower cost structure.
D) R&D should address the issue of customer loyalty in product development.
E) There is a positive relationship between length of time that a customer stays with the company and profit per customer.
Q4) Comment on this statement: "No competitive advantage lasts forever."
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Chapter 5: Business-Level Strategy and Competitive Positioning
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78 Verified Questions
78 Flashcards
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Sample Questions
Q1) Market segmentation addresses the "who" portion of a firm's business model.
A)True
B)False
Q2) Which generic business-level strategy is based on the intent to outperform competitors by doing everything it can to lower its cost structure?
A) Focused differentiation
B) Differentiation
C) Broad differentiation
D) Cost leadership
E) None of these
Q3) A radio station has a distinctive competency in developing new products (shows) and wants to serve the upscale market. Which of the following is the most appropriate generic strategy for this company?
A) Cost leadership
B) Differentiation
C) Both cost leadership and differentiation
D) Focused low cost approach
E) Focused differentiation approach
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Chapter 6: Strategy in the Global Environment
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74 Verified Questions
74 Flashcards
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Sample Questions
Q1) Consider the case of a family-owned furniture making business, headquartered in the U.S., with fewer than 50 employees, that is contemplating exporting its products for the first time. What market do you recommend it enter, and when and how should it enter? Explain your answers.
Q2) All of the following are consistent for a company pursuing a transnational strategy except
A) achieve low costs.
B) differentiate the product offering across geographic markets.
C) increasing profitability.
D) foster a flow of skills.
E) focus on leveraging subsidiary skills.
Q3) Identify and discuss the general ways in which companies can increase their profitability and profit growth through global expansion.
Q4) Differences in tastes and preferences
A) increase pressures for cost reductions.
B) reduce profit potential.
C) prevent a company from pursuing a licensing strategy
D) reduce pressures from the host government.
E) increase pressures for local responsiveness.
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Chapter 7: Corporate-Level Strategy and Long-Run Profitability
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) A merger is an agreement between _________________ companies to pool their operations and create a new business entity.
A) three
B) four
C) five
D) two
E) none of the above
Q2) Observing the pattern of consolidation in U.S. industries over time, one will notice that
A) horizontal integration has never been a very popular strategy.
B) firms that horizontally integrate tend to divest later.
C) horizontal integration has been very popular in the last two decades.
D) while a few industries have consolidated since 1970, most remain fragmented.
E) mergers were very common and acquisitions were rare from 1900 to 1999.
Q3) Taper integration occurs when a company buys from two or more independent suppliers at the same time.
A)True
B)False
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Chapter 8: Strategic Change: Implementing Strategies to
Build and Develop a Company
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76 Verified Questions
76 Flashcards
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Sample Questions
Q1) Change is difficult at the divisional level if divisions are highly interrelated, because a shift in one division's operations affects other divisions.
A)True
B)False
Q2) Internal new ventures are likely to be preferred when
A) entry barriers are high.
B) exit barriers are high.
C) a company possesses a set of valuable competencies in its existing businesses that can be leveraged to enter new business.
D) the company needs more mega-opportunities.
E) the industry is in the mature stage of the industry life cycle.
Q3) The parties to an alliance may be actual or potential competitors.
A)True
B)False
Q4) Managers seldom have trouble determining that something is going wrong in their organization.
A)True
B)False
Page 10
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Chapter 9: Implementing Strategy Through Organizational Design
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81 Verified Questions
81 Flashcards
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Sample Questions
Q1) As a company grows and diversifies the number of levels in its hierarchy decreases.
A)True
B)False
Q2) Control through organizational culture is so powerful because
A) it increases the costs of organizational control in a large company.
B) self-control develops through the establishment of an internal system of organizational values.
C) it results in maximum decentralization and the elimination of bureaucracy.
D) it achieves increased performance through the alignment of organizational goals with societal expectations.
E) it achieves external control through motivated co-workers.
Q3) Divisional battles may lead to battles over transfer pricing.
A)True
B)False
Q4) The most common measures managers and other stakeholders use to monitor and evaluate a company's performance are financial controls.
A)True
B)False
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