Management Capstone Chapter Exam Questions
Course Introduction
The Management Capstone course serves as the culminating experience for students, integrating knowledge and skills acquired throughout their management studies. Emphasizing strategic analysis, decision-making, and leadership in complex organizational environments, this course requires students to apply theoretical frameworks to real-world business scenarios. Through case studies, group projects, and simulations, students will tackle contemporary management challenges, develop practical solutions, and enhance their ability to think critically and collaboratively. By the end of the course, students will have demonstrated their capacity to synthesize diverse concepts, communicate effectively, and make informed decisions as future leaders in various organizational settings.
Recommended Textbook
Strategic Management Creating Competitive Advantages 4th Edition by Gregory Dess
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Page 2
Chapter 1: Strategic Management: Creating Competitive Advantages
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Sample Questions
Q1) Members of boards of directors are
A) appointed by the Securities and Exchange Commission.
B) elected by the shareholders as their representatives.
C) elected by the public.
D) only allowed to serve one term of four years.
Answer: B
Q2) Sears has developed a sophisticated quantitative model and found that there were positive relationships between employee satisfaction,customer satisfaction,and financial results.According to the text,this is an example of
A) zero-sum relationship among stakeholders.
B) stakeholder symbiosis.
C) rewarding stakeholders.
D) emphasizing financial returns.
Answer: B
Q3) Operational effectiveness includes all except A) benchmarking.
B) performing different activities than rivals.
C) business process re-engineering.
D) just-in-time.
Answer: B
Page 3
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Chapter 2: Analyzing the External Environment of the Firm
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Q1) Using the Canadian beer as an example,explain how an industry or competitive environment might be defined and analyzed.
Answer: The Canadian beer industry is complex with many international players.It is best viewed from the market's perspective.Consumers seek to satisfy their needs through the use of products and services.An industry consists of all those producers whose products can satisfy similar consumer needs.This would include Canadian companies like Labatt and Sleeman and imports such as Corona,Heineken,and so forth.
Q2) A large fabricator of building components purchased a steel company to provide raw materials for its production process.This is an example of
A) backward integration.
B) economies of scale.
C) forward integration.
D) product differentiation.
Answer: A
Q3) Explain the important barriers to entry in an industry.Provide examples.
Answer: Barriers to entry are factors that limit or prevent new firms from entering an industry.Examples include,economies of scale,high capital costs,high switching costs and more.
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4
Chapter 3: Assessing the Internal Environment of the Firm
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Q1) _____ are the competencies or skills that a firm employs to transform inputs into outputs.
A) Tangible resources
B) Intangible resources
C) Reputational resources
D) Organizational capabilities
Answer: D
Q2) Primary activities contribute to the physical creation of a product or service,its sale and transfer to the buyer,and its service after the sale.
A)True
B)False
Answer: True
Q3) According to value chain analysis,which of the following would be considered part of a firm's infrastructure?
A) Human resource management
B) Information systems
C) Technology development
D) Procurement
Answer: B
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Chapter 4: Recognizing a Firms Intellectual Assets: Moving
Beyond a Firms Tangible Resources
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Q1) Bridging relationships
A) create a high level of solidarity amongst its members
B) bring together groups that may otherwise be unconnected
C) have high levels of trust
D) have people in the network willing to "go the extra mile"
Q2) Among the downsides of social capital is/are
A) high social capital may breed "groupthink," i.e., a tendency not to question shared beliefs.
B) socialization processes whereby individuals are socialized into the norms and values of the organization may become expensive.
C) individuals may become less willing to collaborate on joint projects.
D) high social capital may breed "groupthink," i.e., a tendency not to question shared beliefs and socialization processes whereby individuals are socialized into the norms and values of the organization may become expensive.
Q3) Solectron invests time and resources in training employees annually because technology changes so fast that 20% of an engineer's knowledge becomes obsolete each year.
A)True
B)False
Page 6
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Chapter 5: Business-Level Strategy: Creating and Sustaining Competitive Advantages
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Q1) One pitfall of a differentiation strategy is that a brand's identification in the marketplace may become diluted through excessive product line extensions.
A)True
B)False
Q2) Convincing rivals not to enter a price war,protection from customer pressure to lower prices,and the ability to better withstand cost increases from suppliers characterize which type of competitive strategy?
A) overall cost leadership
B) differentiation
C) differentiation focus
D) cost leadership focus
Q3) Mass customization enables manufacturers to be more responsive to customer demands for high quality products.
A)True
B)False
Q4) BMW integrates several different dimensions along the value chain at the same time.
A)True
B)False
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Chapter 6: Corporate-Level Strategy: Creating Value Through Diversification
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Q1) What are the primary benefits associated with related diversification?
Q2) An anti-takeover tactic called a ___________ is when a firm offers to buy shares of their stock from a company planning to acquire their firm at a higher price than the unfriendly company paid for it.
A) golden parachute
B) greenmail
C) poison pill
D) scorched earth
Q3) Sharing core competencies is one of the primary potential advantages of diversification.In order for diversification to be most successful,it is important that A) the similarity required for sharing core competencies must be in the value chain, not in the product.
B) the products use similar distribution channels.
C) the target market is the same, even if the products are very different.
D) the methods of production are the same.
Q4) Explain the limitations of portfolio management matrices such as the growth-share matrix developed by the Boston Consulting Group (BCG).
Q5) What are the primary benefits associated with unrelated diversification?
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Chapter 7: International Strategy: Creating Value in Global Markets
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Q1) Within a worldwide market,the most effective strategies are neither purely multidomestic nor purely global.
A)True
B)False
Q2) Which of the following describes the most typical order of entry into foreign markets?
A) franchising, licensing, exporting, joint venture, and wholly owned subsidiary
B) exporting, licensing, franchising, joint venture, and wholly owned subsidiary
C) licensing, exporting, franchising, joint venture, and wholly owned subsidiary
D) exporting, franchising, licensing, joint venture, and wholly owned subsidiary
Q3) Many U.S.multinational companies set up maquiladora operations south of the US-Mexico border primarily
A) to sell products into the growing Mexican market.
B) to help diversify their product
C) to avoid paying taxes in the US
D) to take advantage of the low cost of labour.
Q4) What are the six basic types of entry strategies for international expansion?
Q5) Summarize the most important benefits and risks associated with diversification into global markets.
Q6) Explain Michael Porter's "diamond of national advantage."
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Chapter 8: Entrepreneurial Strategy and Competitive Dynamics
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Sample Questions
Q1) During the introductory stage of the life cycle,firms tend to depend on
A) tight management control systems.
B) research and development.
C) low cost leadership.
D) production efficiency.
Q2) Companies operating in competitive environments need to have a keen sense of who their closest competitors are and the kinds of competitive actions they might be planning.
A)True
B)False
Q3) Once attacked,competitors are faced with deciding
A) how to find a good lawyer.
B) whether the attack is personal or "just business."
C) how they will respond, their reasons to respond and their capability to respond.
D) how important the line of business that has been attacked in is to their overall strategy.
Q4) There can be benefits to being a "late mover" in a market or industry.
A)True
B)False
10
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Chapter 9: Strategic Control and Corporate Governance
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Q1) Brinker International found that the diverse markets served by their bakeries and restaurants made it difficult focus on the unique aspects faced by each chain and consequently changed from a
A) simple structure to a functional structure
B) divisional structure to a matrix structure
C) functional structure to a divisional structure
D) virtual structure to an ambidextrous structure
Q2) If an international firm has a global strategy and a relatively low level of product diversity,the best choice for its organizational structure is
A) worldwide functional.
B) worldwide product division.
C) worldwide matrix.
D) international division.
Q3) A simple organizational structure may lead to problems such as unclear boundaries of authority and few career advancement options.
A)True
B)False
Q4) Outline the basic ideas behind the ambidextrous organizational design.
Q5) Discuss the basic idea of the modular organizational structure.
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Chapter 10: Creating Effective Organizational Designs
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Sample Questions
Q1) The causes of counterproductive behaviour in organizations include
A) lack of a clear understanding of organizational goals and objectives.
B) motivated self-interest.
C) outright malfeasance.
D) all the choices are correct
Q2) The risk of being acquired by hostile raiders is often referred to as the takeover constraint.
A)True
B)False
Q3) For firms competing in highly unstable and turbulent industries,"traditional" strategic controls are most appropriate.
A)True
B)False
Q4) In firms with related diversification strategies,the culture should foster _____ levels of interdependence and rewards should be based primarily on _____ measures of output.
A) low; financial
B) low; behavioural
C) high; financial
D) high; behavioural
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Chapter 11: Strategic Leadership: Creating a Learning
Organization and an Ethical Organization
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Sample Questions
Q1) Systemic barriers to change refer to elements of an organization's design,structure,and reporting relationships that impede the flow of information.
A)True
B)False
Q2) What is the leader's role in establishing an ethical organization?
Q3) An empowerment perspective that delegates responsibility,focuses on accountability,and relies on clearly specified rewards to motivate is known as
A) the leadership perspective.
B) the top-down approach.
C) the bottom-up approach.
D) the accounting model.
Q4) Key principles involved in the accelerated learning program at General Electric include all of the following except
A) reach consensus about barriers.
B) develop a common language.
C) create an action plan.
D) train individuals rather than teams.
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Chapter 12: Managing Innovation and Fostering Corporate
Entrepreneurship
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Q1) According to the text,firms that want to enhance their entrepreneurial position by being competitively aggressive should
A) enter markets with drastically lower prices.
B) foster creativity and experimentation.
C) continuously seek out new products or services.
D) research risk factors to minimize uncertainty.
Q2) Outline the opportunity process and discuss the qualities necessary for an opportunity to become viable.
Q3) Explain what is meant by the term "entrepreneurial orientation" or EO.
Q4) First movers in an industry often capture above-average profits,but usually find it difficult to maintain early market share gains.
A)True
B)False
Q5) For an opportunity to be viable,it must be attractive,achievable,durable,and
A) physically located.
B) compelling.
C) fun.
D) value creating.
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