Leadership and Strategy Exam Bank
Course Introduction
This course explores the dynamic relationship between leadership and strategy within organizational contexts. Students will examine key theories and models of leadership, analyze strategic decision-making processes, and learn how leaders influence, shape, and execute corporate strategy. Through case studies, discussions, and practical exercises, participants will develop skills in strategic thinking, ethical leadership, change management, and aligning organizational goals with effective leadership practices. The course prepares students to lead teams and organizations in rapidly changing, competitive environments by integrating leadership competencies with strategic planning and implementation.
Recommended Textbook
Strategic Management in Action 6th Edition by Mary A. Coulter
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8 Chapters
500 Verified Questions
500 Flashcards
Source URL: https://quizplus.com/study-set/645
Page 2
Chapter 1: Introducing the Concepts
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60 Verified Questions
60 Flashcards
Source URL: https://quizplus.com/quiz/12226
Sample Questions
Q1) Mr. Smith has been summoned to the next No Leaks Plumbing's, a publicly-held company, Board of Directors' meeting to explain why his new delivery strategy has cost the company $10,000. This is an example of which of the following Board of Directors responsibilities?
A) Protecting the interests of the shareholders
B) Overseeing the company's management
C) Governing the organization's decisions and actions
D) All of the answer choices are correct.
E) None of the answer choices is correct.
Answer: D
Q2) An example of a competitive strategy is
A) Hewlett-Packard offers larger discounts to students to compete against Dell Computers.
B) Sprint offers lower connection fees to compete against Verizon.
C) Ford Motor offers larger rebates and zero percent financing to compete against General Motors.
D) All of the answer choices are correct.
E) None of the answer choices is correct.
Answer: D
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Chapter 2: The Context of Managing Strategically
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67 Verified Questions
67 Flashcards
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Sample Questions
Q1) Milton Friedman is an advocate of a contemporary view of social responsibility.
A)True
B)False
Answer: False
Q2) Explain the guerrilla view of managing strategically.
Answer: The guerrilla view emphasizes that competitive advantage should be a temporary notion for the organization. An organization's profitability will be hinged on its ability to change and radically surprise competitors with strategic actions. The focus of analysis in the guerrilla view is both external and internal. The strategic choice is surprising competitors and rapidly and repeatedly disrupting the current situations.
Q3) Experiences, characteristics, and knowledge are all aspects that represent A) financial resources.
B) intangible resources.
C) human resources.
D) physical resources.
E) structural resources.
Answer: C
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Chapter 3: Assessing Opportunities and Threats: Doing an External Analysis
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59 Verified Questions
59 Flashcards
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Sample Questions
Q1) In thinking about the various laws that affect organizations, Mr. Perry should be most concerned about which of the following laws?
A) The Equal Employment Opportunity Act of 1972
B) The Americans with Disabilities Act of 1990
C) The Occupational Safety and Health Act of 1970
D) The Civil Rights Act of 1991
E) The U.S. Economic Espionage Act of 1996
Answer: C
Q2) Demographic information can be obtained from all of the following sources except A) the Economic Statistics Briefing Room.
B) the U.S. Bureau of the Census.
C) the Statistical Abstract of the World.
D) the Statistical Yearbook.
E) the Current Population Survey.
Answer: A
Q3) Switching costs can be both psychological and financial.
A)True
B)False
Answer: True
Page 5
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Chapter 4: Assessing Strengths and Weaknesses: Doing an Internal Analysis
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64 Verified Questions
64 Flashcards
Source URL: https://quizplus.com/quiz/12229
Sample Questions
Q1) A systematic way of examining all of the organization's functional activities and how well they create customer value is
A) core competency development.
B) value chain analysis.
C) organizational goal analysis.
D) organizational change.
E) None of the answer choices is correct.
Q2) Value chain analysis is a systematic way of examining all the organization's functional activities and how well they create customer value.
A)True
B)False
Q3) Customer value is determined by
A) a unique and different product.
B) a low-priced product.
C) the ability to respond to specific or distinct customer needs.
D) All of the answer choices are correct.
E) None of the answer choices is correct.
Q4) List some of the questions in an internal audit as it relates to information systems.
Page 6
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Chapter 5: Functional and Competitive Strategies
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60 Verified Questions
60 Flashcards
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Sample Questions
Q1) One of the two strategic decisions most associated with the organization's information system is
A) optimum equity mix.
B) creating an approved vendor list.
C) selecting the correct marketing mix.
D) corporate budgeting.
E) the choice of system technology.
Q2) Which of the following is a possible production-operations management strategy?
A) Selective specialization
B) Inventory management systems
C) User positioning
D) Market logistics
E) Database marketing
Q3) An organization's competitive advantage cannot be eroded easily by competitors' actions.
A)True
B)False
Q4) The differentiator will market products aimed at the "average" customer.
A)True
B)False
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Chapter 6: Corporate Strategies
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61 Verified Questions
61 Flashcards
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Sample Questions
Q1) A more dramatic response to a failing organization may be
A) a joint venture strategy.
B) a turnaround strategy.
C) a vertical integration strategy.
D) a long-term contract.
E) None of the answer choices is correct.
Q2) Factors of industry attractiveness include
A) industry profitability.
B) number of competitors.
C) ethical standards.
D) technological stability of the market.
E) All of the answer choices are correct.
Q3) One of the major disadvantages of the McKinsey matrix is that of A) simplicity.
B) uniqueness.
C) subjectivity.
D) All of the answer choices are correct.
E) None of the answer choices is correct.
Q4) What are some recommendations for handling downsizing strategies?
Q5) How are mergers different from acquisitions?
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Chapter 7: International Strategies
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60 Verified Questions
60 Flashcards
Source URL: https://quizplus.com/quiz/12232
Sample Questions
Q1) Going international can lead to achieving benefits of economies of scale.
A)True
B)False
Q2) ________ involves acquiring products made abroad and selling them domestically.
A) Exporting
B) Importing
C) Licensing
D) Franchising
E) Focusing
Q3) ________ treat the world market as an integrated whole.
A) Multidomestic corporations
B) Transnational organizations
C) Global companies
D) Glocal organizations
E) None of the answer choices is correct.
Q4) Vietnam and North Korea are examples of planned economies.
A)True
B)False
Q5) How does the multicountry approach differ from the global approach?
Q6) What are the important potential advantages of being international?
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Chapter 8: Module Special Topics in Strategy
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69 Verified Questions
69 Flashcards
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Sample Questions
Q1) A business that is characterized by innovative strategic practices and which has as its main goals profitability and growth is called
A) a small business.
B) an entrepreneurial venture.
C) strategically positioned.
D) a cash cow.
E) a star.
Q2) Which of these is NOT a characteristic of entrepreneurial ventures?
A) Little impact on industry
B) Innovative practices
C) Pursue opportunities
D) Have growth and profitability as main goals
E) All of the answer choices are correct.
Q3) Entrepreneurial ventures pursue opportunities, are characterized by innovative practices, and have growth and profitability as their main goals.
A)True
B)False
Q4) Describe the characteristics of an entrepreneurial venture and a small business.
Q5) How do small businesses impact jobs?
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