Leadership and Strategic Change
Pre-Test Questions
Course Introduction
This course explores the principles and practices of effective leadership in the context of organizational change. Students will examine theoretical frameworks and real-world case studies to understand how leaders drive strategic transformation, inspire teams, and manage resistance. Topics include vision creation, stakeholder engagement, change models, ethical decision-making, and the development of adaptive leadership skills. By the end of the course, students will be equipped to analyze change initiatives critically and apply strategies for successful leadership and sustainable organizational outcomes.
Recommended Textbook
Strategic Management and Business Policy Globalization Innovation and Sustainablility 14th Edition
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12 Chapters
1254 Verified Questions
1254 Flashcards
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Page 2
Chapter 1: Basic Concepts in Strategic Management
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106 Verified Questions
106 Flashcards
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Sample Questions
Q1) Which of the following is an example of a program?
A) Diversify product line to appeal to more people.
B) Increase sales by 10% over last year.
C) Must be #1 wherever we compete.
D) Develop and sell quality appliances worldwide.
E) Reduce final assembly time to three days by having suppliers build plan sections.
Answer: E
Q2) The phenomenon that describes corporations as evolving through relatively long periods of stability punctuated by relatively short bursts of fundamental change is known as
A) revolution.
B) equilibrium.
C) punctuated equilibrium.
D) logical incrementalism.
E) discontinuity.
Answer: C
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Chapter 2: Corporate Governance
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97 Flashcards
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Sample Questions
Q1) A 2011 McKinsey and Company survey found that less than 10 percent of a board's time is spent on strategy.
A)True
B)False
Answer: False
Q2) The percentage of large U.S.corporations using nominating committees to identify potential new directors is approximately
A) less than 6%.
B) 37%.
C) 57%.
D) 87%.
E) 97%.
Answer: E
Q3) Which country pioneered the use of worker participation on corporate boards?
A) England
B) France
C) Sweden
D) Japan
E) Germany
Answer: E
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Chapter 3: Ethics and Social Responsibility in Strategic Management
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97 Flashcards
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Sample Questions
Q1) According to a 2011 survey by the Ethics Resource Center, which was NOT cited as one of the most common questionable behaviors that employees engage in?
A) cutting corners on quality
B) misusing company time
C) lying to employees
D) engaging in abusive behavior
E) violating Internet use policies
Answer: A
Q2) The concept that proposes private corporations have responsibilities to society that extend beyond making a profit is known as
A) flexible responsibility.
B) social responsibility.
C) social flexibility.
D) managerial responsibility.
E) profit maximization.
Answer: B
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5
Chapter 4: Environmental Scanning and Industry Analysis
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116 Verified Questions
116 Flashcards
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Sample Questions
Q1) Key success factors seldom vary from industry to industry.
A)True
B)False
Q2) A.C.Nielsen is an example of an outside organization providing a firm with competitive intelligence.
A)True
B)False
Q3) When the pressure for local responsiveness is strong and the pressure for coordination is weak for multinational corporations in an industry, the industry will tend to become
A) global.
B) consolidated.
C) multidomestic.
D) risky.
E) indigenous.
Q4) McDonald's and Olive Garden are in the same strategic group.
A)True
B)False
Q5) Describe Porter's approach to industry analysis.
Q6) Define competitive intelligence.
Page 6
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Chapter 5: Internal Scanning and Organizational Analysis
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) Discuss the three basic organizational structures.
Q2) The breadth of an organization's culture is also known as
A) cultural intensity.
B) cultural diversification.
C) cultural integration.
D) cultural strategy.
E) cultural prerogative.
Q3) An example of a cluster in the United States is computer technology found in the Silicon Valley.
A)True
B)False
Q4) New product development would be a core competency if it goes beyond one division.
A)True
B)False
Q5) General Electric is well known for its distinctive competency in management development.
A)True
B)False
Q6) Describe Barney's VRIO framework.
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Chapter 6: Strategy Formulation: Situation Analysis and Business Strategy
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104 Verified Questions
104 Flashcards
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Sample Questions
Q1) According to Porter, a business unit in a competitive marketplace with no generic competitive strategy is
A) achieving synergy.
B) practicing innovative leadership.
C) stuck in the middle.
D) not goal directed.
E) last in line.
Q2) One success factor to a strategic alliance is the ability to identify likely partnering risks and deal with them when the alliance is formed.
A)True
B)False
Q3) SO strategies attempt to take advantage of opportunities by overcoming weaknesses.
A)True
B)False
Q4) In tacit collusion, there is no direct communication among competing firms.
A)True
B)False
Q5) Discuss the reasons a firm may form a strategic alliance.
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Chapter 7: Strategy Formulation: Corporate Strategy
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103 Flashcards
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Sample Questions
Q1) In the Boston Consulting Group's Growth Share Matrix, the relative competitive position of a product or division is defined as
A) its market share.
B) its gross sales divided by its market share.
C) its market share multiplied by that of its nearest competitor.
D) its market share divided by that of the smallest other competitor.
E) its market share divided by that of the largest other competitor.
Q2) An MNC uses which international strategy for entering a foreign market by combining the higher labor skills and technology available in the developed countries with the lower cost labor available in the developing countries?
A) licensing
B) joint ventures
C) production sharing
D) exporting
E) acquisitions
Q3) Vertical integration is going backward on an industry's value chain.
A)True
B)False
Q4) What are the more popular options for international entry?
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Chapter 8: Strategy Formulation: Functional Strategy and Strategic Choice
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105 Verified Questions
105 Flashcards
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Sample Questions
Q1) A financial strategy examines the financial implications of corporate and business-level strategic options and identifies the best financial course of action.
A)True
B)False
Q2) The technique used to help strategic managers choose among alternative choices by defining the task environment, developing a set of various forecasts, and using pro forma financial statements is called
A) decision trees.
B) SWOT analysis.
C) industry scenarios.
D) corporate scenarios.
E) Capital Asset Pricing Model.
Q3) The orientation of the functional strategy is dictated by its parent business unit's strategy.
A)True
B)False
Q4) "The customer is always right" is an example of a policy in Nordstrom's.
A)True
B)False
10
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Chapter 9: Strategy Implementation: Organizing for Action
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108 Flashcards
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Sample Questions
Q1) Asking "What would Walt do" at Disney years after his death could present blocks to needed change.
A)True
B)False
Q2) Which structure is described as a "non-structure" by its virtual elimination of inhouse business functions?
A) strategic business units
B) functional structure
C) network structure
D) divisional structure
E) matrix structure
Q3) Which type of structure was used by Nestle to tailor products to regional differences and to achieve regional coordination?
A) geographic-area structure
B) network structure
C) product-group structure
D) international structure
E) functional structure
Q4) How can a corporation's life cycle be extended?
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Chapter 10: Strategy Implementation: Staffing and Directing
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Sample Questions
Q1) Which of the following is NOT descriptive of the purpose of MBO?
A) MBO provides an opportunity for the corporation to connect the objectives of people at each level to those at the next higher level.
B) MBO operates independently and requires very little supervision or administration.
C) The goals at each level ideally contribute directly towards overall organizational objectives.
D) MBO provides a potential method of integrating the physical, financial and human resource plans of an organization as it relates to the goals of the individual.
E) MBO ties the corporate, business, and functional objectives together along with the strategies used to achieve them.
Q2) Downsizing refers to the planned elimination of positions or jobs; it is often used to implement retrenchment strategies.
A)True
B)False
Q3) What are the four general methods of managing two different cultures?
Q4) What are the four elements of the MBO process?
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Page 12
Chapter 11: Evaluation and Control
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Sample Questions
Q1) Performance is the end result of activity.
A)True
B)False
Q2) RFID
A) is radio frequency identification.
B) is an electronic tagging technology.
C) improves supply-chain efficiency.
D) is used as wireless computer passes for toll roads.
E) all of the above
Q3) The end result of activity is known as
A) measurement.
B) gratuity.
C) performance.
D) return on equity.
E) achievement.
Q4) Discuss the guidelines for proper control.
Q5) The use of timely, quantifiable standards guarantees good performance.
A)True
B)False
Q6) What is ERP? What are the three reasons why ERP could fail?
Page 13
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Chapter 12: Suggestions for Case Analysis
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Sample Questions
Q1) All of the following ratios reflect leverage ratios EXCEPT
A) debt to asset ratio.
B) times interest earned.
C) coverage of fixed charges.
D) price/earnings ratio.
E) debt to equity ratio.
Q2) One of the most important categories of financial ratios are the liquidity ratios.
A)True
B)False
Q3) The amount of change from one year to the next in GDP indicates how much that country's economy is growing.
A)True
B)False
Q4) Common-size statements are income statements and balance sheets in which the dollar figures have been converted into percentages.
A)True
B)False
Q5) What are common-size statements?
Q6) What is the Z-value?
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