Leadership and Strategic Analysis
Mock Exam
Course Introduction
Leadership and Strategic Analysis explores the principles and practices of effective leadership within the context of organizational strategy. The course examines theories of leadership, decision-making processes, and the development of vision and mission, as well as tools for analyzing internal and external environments. Students will learn to evaluate and formulate strategies that align with organizational goals, drive innovation, and respond to complex challenges. Through case studies and real-world scenarios, the course emphasizes critical thinking, ethical considerations, and the importance of adaptability in dynamic business environments.
Recommended Textbook
Strategic Management Concepts and Cases Competitiveness and Globalization 9th Edition by
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13 Chapters
1950 Verified Questions
1950 Flashcards
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Page 2
Chapter 1: Strategic Management and Strategic Competitiveness
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130 Verified Questions
130 Flashcards
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Sample Questions
Q1) Considering both GDP and the number of potential consumers, what is the world's largest single market?
A) Europe
B) The United States
C) China
D) Japan Answer: A
Q2) Research shows that a greater percentage of a firm's profitability is explained by the I/O rather than the resource-based model.
A)True
B)False Answer: False
Q3) Part of McDonald's strategy was the choice that it would remain involved in additional food concepts such as Boston Market and Chipotle.
A)True
B)False
Answer: True
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Page 3
Chapter 2: The External Environment: Opportunities,
Threats, Industry Competition, and Competitor Analysis
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149 Verified Questions
149 Flashcards
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Sample Questions
Q1) In analyzing the demographic segment of the general environment, one typically examines all of the following factors EXCEPT
A) age structure.
B) ethnic mix.
C) distribution of income.
D) cultural values.
Answer: D
Q2) Switching costs, access to distribution channels, economies of scale, large numbers of competing firms, and slow industry growth are some of the entry barriers that may affect the threat of new entrants to an industry.
A)True
B)False
Answer: False
Q3) To successfully deal with today's external environment and to achieve strategic competitiveness, firms must be aware and fully understand the different segments of that environment.
A)True
B)False
Answer: True
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153 Verified Questions
153 Flashcards
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Sample Questions
Q1) A global mind-set is free of the assumptions of a single country, culture, or context.
A)True
B)False
Answer: True
Q2) The Strategic Focus shows that GE's its success was primarily based on tangible rather than intangible resources.
A)True
B)False
Answer: False
Q3) Coca-Cola's brand name is a tangible source of competitive advantage for the company.
A)True
B)False
Answer: False
Q4) Capabilities are often developed in specific functional areas such as manufacturing, R&D, and marketing.
A)True
B)False
Answer: True
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Chapter 4: Business Level Strategy
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140 Verified Questions
140 Flashcards
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Sample Questions
Q1) Business-level strategy can be thought of as the firm's core strategy.
A)True
B)False
Q2) (Refer to the above Case Scenario ) Based on your own knowledge of Disney and the information provided in the scenario, does Disney appear to create value in its businesses primarily through a cost-leadership or through a differentiation strategy?
Q3) When selecting a business level strategy, the firm determines who will be served, what customer needs will be satisfied, and how those needs will be satisfied.
A)True
B)False
Q4) The effectiveness of any of the generic business-level strategies is contingent upon A) customer needs and competitors' strategies.
B) the match between the opportunities and threats in its external market and the strengths of its internal environment.
C) the trends in the general consumer base and the robustness of the global and industry economy.
D) the firm's competitive scope and its competitive advantage.
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Chapter 5: Competitive Rivalry and Competitive Dynamics
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142 Verified Questions
142 Flashcards
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Sample Questions
Q1) According to the Strategic Focus about Wal-Mart, the only way that Wal-Mart's competitors can survive is to further reduce their low-cost position.
A)True
B)False
Q2) (Refer to the above Case Scenario ) As one of RI's direct competitors, how would you try to predict what it will do with regard to the new technology?
Q3) Goods or services in standard-cycle markets reflect
A) organizations that serve a mass market.
B) numerous first mover advantages.
C) an inability to sustain a competitive advantage except for brief periods of time. D) competitive advantages that are shielded from imitation.
Q4) Sustained competitive advantage is most achievable in a ____ market.
A) slow-cycle
B) medium-cycle
C) standard-cycle
D) fast-cycle
Q5) What are the advantages and disadvantages of being a first mover, second mover, and late mover?
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Chapter 6: Corporate-Level Strategy
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166 Verified Questions
166 Flashcards
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Sample Questions
Q1) According to the chapter Strategic Focus, companies creating financial economies through restructuring typically focus on high-technology businesses primarily because these firms are human-resource dependent.
A)True
B)False
Q2) Differentiate between corporate-level and business-level strategies and give examples of each.
Q3) Xanadu, a U.S. manufacturer of pharmaceuticals, has acquired a firm in the same industry in Ireland. It plans to transfer one of its key managers from its plant in St. Louis to Ireland. What is the major threat to Xanadu's plan to transfer competencies from itself to the Irish firm?
A) The St. Louis manager may quit Xanadu in order to remain in St. Louis.
B) American pharmaceutical manufacturing techniques may not transfer to Ireland.
C) Irish managers will refuse to take direction from a foreign executive.
D) The cost of transferring U.S. managers overseas is usually not cost-effective.
Q4) Low performance is associated with increased diversification.
A)True
B)False
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Page 8
Chapter 7: Merger and Acquisition Strategies
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162 Verified Questions
162 Flashcards
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Sample Questions
Q1) (Refer to the above Case Scenario ) What risks does Raptec run in spinning off Axio?
Q2) Claude holds a large number of shares of Bayou Beauty, a regional brewing company that is considered a likely takeover target by a major international brewer. It would probably be in Claude's financial interest if Bayou Beauty's owners
A) resisted selling at any price.
B) sold the company to the larger brewer.
C) designed a poison pill to discourage a takeover.
D) looked for smaller brewers to acquire instead of selling to the larger brewer.
Q3) One problem with becoming too large is that large firms
A) become excessively diverse and have difficulty focusing on strategic goals.
B) tend to have inadequate financial controls.
C) become attractive takeover targets.
D) usually increase bureaucratic controls.
Q4) Downscoping makes management of the firm more effective because it allows the top management team to better understand the remaining businesses.
A)True
B)False
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Chapter 8: International Strategy
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162 Verified Questions
162 Flashcards
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Sample Questions
Q1) Disney suffered lawsuits in France at Disneyland Paris as a result of the lack of fit between its transferred personnel policies and the French employees charged to enact them. This is an example of
A) the effects of regionalization.
B) the risks of a multidomestic strategy.
C) the liability of foreignness.
D) the effect of demand conditions.
Q2) Italy has become the leader in the shoe industry because of related and supporting industries such as a well-established leather-processing industry which provides the leather needed to construct shoes and related products.
A)True
B)False
Q3) Counterfeit products are mostly a nuisance to companies and rarely result in fatalities.
A)True
B)False
Q4) (Refer to the above Case Scenario ) Which option would you recommend?
Q5) Discuss the three international corporate-level strategies. On what factors are these strategies based?
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Chapter 9: Cooperative Strategy
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138 Verified Questions
138 Flashcards
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Sample Questions
Q1) Acquisitions are the most common cooperative strategy used in standard-cycle markets.
A)True
B)False
Q2) The three main luxury hotels in a major tourist destination keep very close track of their competitors' room pricing, restaurant offerings, tour packages, and special services, such as airport transportation and spa privileges. When one hotel makes adjustments in prices or offerings, the other hotels follow suit. It is possible that these hotels are
A) engaging in tacit collusion.
B) following uncertainty reducing strategies.
C) monitoring business competitors for opportunistic behaviors.
D) following a competitive response strategy.
Q3) Using business-level strategic alliances to hedge against risk and uncertainty is most common in the slow-cycle markets.
A)True
B)False
Q4) Only about 50% of cooperative strategies succeed.
A)True
B)False
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Chapter 10: Corporate Governance
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166 Verified Questions
166 Flashcards
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Sample Questions
Q1) A virtually exclusive reliance on financial controls may occur when outsider-dominated boards exist. This may lead to all of the following EXCEPT
A) high executive turnover.
B) increased diversification of the firm.
C) excessive management compensation.
D) reduction in R&D expenditure.
Q2) Simon Leagreet, the Chairperson and CEO of L-EVA Industries, Inc., has long been the major power at L-EVA. A majority of the directors are concerned that while Mr. Leagreet has been responsible for the firm's earning above-average returns, he has been displaying a tendency toward personal extravagance at the firm's expense. In order to limit Mr. Leagreet's power, the board of directors plans to
A) elect an insider as the lead director.
B) appoint another individual as chairperson of the board of directors.
C) require Mr. Leagreet to personally certify the firm's financial reports.
D) reduce the size of the stock option package provided to Mr. Leagreet.
Q3) Define the three internal corporate governance mechanisms and how they may be used to control and monitor managerial decisions.
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Page 12
Chapter 11: Organizational Structure and Controls
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153 Verified Questions
153 Flashcards
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Sample Questions
Q1) Organizational structures must be both stable and flexible.
A)True
B)False
Q2) (Refer to the above Case Scenario ) Jewell's divisional incentive compensation can be described as
A) linked to divisional performance.
B) mixed linkage to corporate, SBU, and divisional performance.
C) linked to overall corporate profitability.
D) linked to Jewell's stock market performance.
Q3) A worldwide geographic area structure is an organizational form in which
A) multiple alliances across the globe link complementary businesses.
B) standardized products are offered across country markets.
C) national interests dominate and management adapts to local or cultural differences.
D) responsiveness to local demand is combined with economies of scale.
Q4) (Refer to the above Case Scenario ) What type of organizational structure will likely be needed for its transnational strategy? What impact will this have on the location of particular value chain activities?
Q5) Discuss the organizational structures used to implement corporate-level strategies.
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Page 13
Chapter 12: Strategic Leadership
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142 Verified Questions
142 Flashcards
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Sample Questions
Q1) Exploiting and developing core competencies is part of the key strategic leadership action "Effectively Managing the Firm's Resource Portfolio." Which of the following is most important for developing and using core competencies?
A) extensive financial assets.
B) transformational leadership.
C) high-quality human capital.
D) an ethical organizational culture.
Q2) (Refer to the above Case Scenario ) Why do you think the Walt Disney Company had so much difficulty being innovative in the decades following Walt's death?
Q3) The failure of organizations to use the pool of managerial talents held by women can best be termed
A) deliberate policy of discrimination.
B) lack of assertiveness by women managers.
C) managerial isolation from social trends.
D) an opportunity cost for firms.
Q4) (Refer to the above Case Scenario ) What must be done to continue the viability of YTF as a sustainable timber farm?
Q5) Define human capital and its importance to the firm's success.
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Chapter 13: Strategic Entrepreneurship
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147 Verified Questions
147 Flashcards
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Sample Questions
Q1) (Refer to the above Case Scenario ) What aspects of Bunnywac's development of its core battery technology do not fit the notion of strategic behavior that you identified above?
Q2) One of the distinguishing differences between the two sources of internal corporate venturing (autonomous strategic behavior and induced strategic behavior) is whether the innovation process
A) is encouraged through a bottom-up or top-down process. B) is encouraged by a product champion or an entrepreneur external to the organization.
C) relies on internal structure or existing strategy to encourage innovation. D) is in a large or small organization.
Q3) The development of the original personal computer (PC) was a(n) ____ innovation at the time, whereas adding a different kind of whitening agent to a soap detergent in an example of a(n) ____ innovation.
A) incremental; radical B) radical; incremental C) concentric; radical D) radical; concentric
Q4) What is the importance of international entrepreneurship?
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