Management Capstone Final Test Solutions
Course Introduction
The Management Capstone course offers students an integrative learning experience that brings together the knowledge, skills, and concepts acquired throughout their management studies. Through real-world projects, case analyses, and simulations, students are challenged to apply strategic decision-making, leadership, ethical reasoning, and problem-solving abilities to complex organizational scenarios. Emphasizing both individual and team-based approaches, the course prepares students to address multifaceted business challenges and demonstrate readiness for professional management roles upon graduation.
Recommended Textbook
Strategic Management Text and Cases 6th Edition by Gregory Dess
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12 Chapters
1213 Verified Questions
1213 Flashcards
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Page 2
Chapter 1: Strategic Management Creating Competitive Advantages
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101 Verified Questions
101 Flashcards
Source URL: https://quizplus.com/quiz/3021
Sample Questions
Q1) Effective organizational design means that firms must have ________ that are consistent with their strategy.
A) designs and plans
B) organizational structures and designs
C) adopters and designs
D) adopters and plans
Answer: B
Q2) Supplier stakeholders are concerned with
A) assurance of a continued relationship with the firm.
B) employee benefits.
C) safe working conditions.
D) capital appreciation.
Answer: A
Q3) Effectiveness is often defined as
A) doing things right.
B) stakeholder satisfaction.
C) doing the right thing.
D) productivity enhancement.
Answer: C
Page 3
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Chapter 2: Analyzing the External Environment of the Firm
Creating Competitive Advantages
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109 Verified Questions
109 Flashcards
Source URL: https://quizplus.com/quiz/3022
Sample Questions
Q1) Competitive intelligence generally does not benefit very much from gathering information on competitors from sources in the public domain.
A)True
B)False
Answer: False
Q2) Which of the following would be considered part of the general environment of a firm?
A) decreased entry barriers
B) higher unemployment rates
C) increased bargaining power of the firm's suppliers
D) increased competitive intensity
Answer: B
Q3) The aging of the population, changes in ethnic composition, and effects of the millennial generation are ________ changes.
A) macroeconomic
B) global
C) sociocultural
D) demographic
Answer: D
Page 4
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Chapter 3: Assessing the Internal Environment of the Firm
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109 Verified Questions
109 Flashcards
Source URL: https://quizplus.com/quiz/3023
Sample Questions
Q1) Financial resources such as cash and cash equivalents are intangible resources.
A)True
B)False
Answer: False
Q2) There are two levels of relationships among value-chain activities. Discuss the differences and provide an example of each.
Answer: The importance of relationships among value-chain activities has two levels: (1) interrelationships among activities within the firm and (2) relationships among activities within the firm and with other stakeholders that are part of the expanded value chain of the firm. With regard to the first level, consider the LiseSaari quote from the text on the strategic importance of effective human resource management practices. As she notes, "HR [must be] a true partner of the business, with a deep and up-to-date understanding of business realities and objectives, and, in turn, must ensure HR initiatives fully support them at all points of the value chain." With regard to the second level, the Campbell Soup use of electronic networks enabled it to improve the efficiency of outbound logistics. However, it also helped Campbell manage the ordering of raw materials more effectively, improve its production scheduling, and help its customers better manage their inbound logistics operations.
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Chapter 4: Recognizing a Firm's Intellectual Assets Moving
beyond a Firm's Tangible Resources
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112 Verified Questions
112 Flashcards
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Sample Questions
Q1) Dynamic capabilities include all of the followingexcept
A) learning and innovating.
B) becoming more efficient in operational processes.
C) the ability of an organization to challenge the conventional industry in its industry and market.
D) continuously adopting new ways of serving the evolving needs of the market.
Q2) When an organization tries to improve cycle times in a manufacturing process, it finds far more value in problem solving shaped by the diverse experiences, perspectives, and learning of atightly knit team than in a training manual alone. SAP uses these ________ flows to gain competitive advantage.
A) knowledge stocks
B) knowledge assessments
C) knowledge
D) tacit
Q3) Technology can also enable much more sophisticated forms of communication in addition to knowledge sharing.
A)True
B)False
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Chapter 5: Business-Level Strategy Creating and Sustaining Competitive Advantages
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105 Verified Questions
105 Flashcards
Source URL: https://quizplus.com/quiz/3025
Sample Questions
Q1) In a given market, key technology no longer has patent protection, experience is not an advantage, and there is a growing need to compete on price. What stage of its life cycle is themarket in?
A) introduction
B) growth
C) maturity
D) decline
Q2) Value-chain support activities that involve excellent applications engineering support (technology development) and facilities that promote a positive firm image (firm infrastructure)characterize which generic strategy?
A) overall cost leadership
B) differentiation focus
C) differentiation
D) stuck-in-the middle
Q3) The five-forces model suggests that with intense competition an overall low-cost position will not enable a firm to achieve above-average returns.
A)True
B)False
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Chapter 6: Corporate-Level Strategy Creating Value through Diversification
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102 Verified Questions
102 Flashcards
Source URL: https://quizplus.com/quiz/3026
Sample Questions
Q1) Diversification initiatives include all the following except A) mergers and acquisitions.
B) strategic alliances.
C) shareholder development.
D) joint ventures.
Q2) When a firm diversifies into ________ businesses, the primary potential benefits to be derived come from ________ relationships-those businesses that share intangible and tangible resources.
A) related; hierarchical
B) unrelated; hierarchical
C) related; horizontal
D) unrelated; horizontal
Q3) Discuss and explain the three criteria that a core competence must meet if it is to create value and to provide a viable basis for synergy among the businesses in a corporation.
Q4) A cash cow, in the BCG framework, refers to a business that has
A) high market growth and relatively high market share.
B) relatively low market share and low market growth.
C) relatively low market share and high market growth.
D) low market growth and relatively high market share.
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Chapter 7: International Strategy Creating Value in Global Markets
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107 Verified Questions
107 Flashcards
Source URL: https://quizplus.com/quiz/3027
Sample Questions
Q1) According to the textbook, ________ economic integration has progressed at a faster pace than ________ economic integration.
A) global; international
B) international; regional
C) regional; global
D) regional; inter-regional
Q2) If a company is considering optimizing the physical location for every activity in the value chain, which of the following is not a possible strategic advantage for that decision?
A) performance enhancement
B) cost reduction
C) political risk reduction
D) life-cycle enhancement
Q3) What is international strategy? Discuss the risks and challenges associated with an international strategy.
Q4) Explain the role of factor endowments in the rise of the software industry in India.
Q5) Discuss the role of market size in motivating a company to pursue international expansion. Use statistics to illustrate your explanation.
Page 9
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Chapter 8: Entrepreneurial Strategy and Competitive Dynamics
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94 Verified Questions
94 Flashcards
Source URL: https://quizplus.com/quiz/3028
Sample Questions
Q1) Jeannine Fradelizio noticed that at parties she hosted, guests would set down their wine glasses and forget which one was their glass. She designed the Wine Glass Writer to solve thisproblem. She used the process of
A) differentiation.
B) entrepreneurial resources.
C) opportunity recognition.
D) focus strategy.
Q2) New entry into markets, whether by start-ups or by incumbent firms, rarely threatens existing competitors.
A)True
B)False
Q3) Opportunities can be found through a structured search process. The example of Ancient Ales with their innovative line of craft beers demonstrates which of the following types of structured search?
A) Identify frustrations with current products or processes.
B) Talk to people who know including suppliers, customers, frontline employees.
C) Borrow ideas from other markets.
D) Find historical ideas and re-purpose them.
Q4) Explain what a pioneering new entry means and when it is appropriate to use it.
Page 10
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Chapter 9: Strategic Control and Corporate Governance
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91 Verified Questions
91 Flashcards
Source URL: https://quizplus.com/quiz/3029
Sample Questions
Q1) Which of the following is not a reason analyst recommendations are often more optimistic than warranted by an objective analysis of the facts?
A) Many analysts fail to grasp the gravity of the problems facing a company.
B) Sell recommendations generate lower commissions than buy recommendations.
C) The firms for which analysts work may have lucrative investment banking relationships with the firm.
D) Analysts are often pressured by their superiors to overlook negative information.
Q2) For businesses facing complex and turbulent business environments, which of the following is true?
A) Goals and objectives that are uncertain prevent opportunism.
B) Traditional strategic controls are usually inappropriate.
C) Complacency about predetermined milestones can prevent adaptability.
D) Detailed plans are needed to maintain order.
Q3) When would single-loop control systems be most appropriate?
Q4) What is agency theory and what problems is it concerned with resolving?
Q5) Explain why control systems are necessary for strategy implementation.
Q6) Discuss the differences between informational control and behavioural control and when each is appropriate.
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Chapter 10: Creating Effective Organizational Designs
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86 Verified Questions
86 Flashcards
Source URL: https://quizplus.com/quiz/3030
Sample Questions
Q1) Important advantages of a holding company structure include
A) savings in personnel and overhead expenses associated with a small corporate office.
B) a high level of awareness at the corporate office of issues facing individual divisions.
C) a high level of control of division executives by executives at the corporate level.
D) gaining synergistic benefits across businesses.
Q2) Which of the following is not a disadvantage of a divisional type of organizational structure?
A) It can be very expensive compared to a functional organizational structure.
B) There is a strong tendency for divisions to focus on short-term performance.
C) There can be dysfunctional competition among divisions.
D) There is separation of strategic and operating control.
Q3) Virtual organizations ________ whereas modular organizations ________.
A) are usually permanent; are usually temporary
B) accept interdependent destinies; pursue collective strategies
C) pursue collective strategies; forfeit strategic control
D) give up part of their strategic control; retain full strategic control
Q4) What is organizational structure and why is it important?
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Page 12
Chapter 11: Strategic Leadership Creating a Learning
Organization and an Ethical Organization
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104 Verified Questions
104 Flashcards
Source URL: https://quizplus.com/quiz/3031
Sample Questions
Q1) Which of the following is not an aspect of culture that effective learning organization firms need to develop as they redistribute information, knowledge and rewards?
A) encourage employees to offer ideas, ask questions, and express concerns
B) encourage widespread sharing of information from various sources
C) utilize technology that fosters tighter controls
D) encourage collaborative decision-making and the sharing of best practices
Q2) The central key to empowerment is effective leadership. Leading-edge organizations recognize the need for ________, ________, and ________ at all levels instead of the extensive and cumbersome rules and regulations inherent in hierarchical control.
A) trust; cultural control; expertise
B) training; finances; expertise
C) respect; finances; trust
D) control, order, finances
Q3) The chance of ethical crises occurring is enhanced if
A) the leader defines the corporate culture.
B) the organization has a weak ethical culture.
C) the shareholders have no confidence in the CEO.
D) employees follow the direction of the leader.
Page 13
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Chapter 12: Managing Innovation and Fostering Corporate Entrepreneurship
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93 Verified Questions
93 Flashcards
Source URL: https://quizplus.com/quiz/3032
Sample Questions
Q1) Strategic reasons for undertaking a corporate venture do not include
A) entering into new markets.
B) expanding capabilities by acquiring new knowledge.
C) building the base of corporation resources.
D) reinforcing stakeholder commitment.
Q2) A manager might insist that separating a decision into multiple parts will guarantee that the decisions made will turn out well. This allows for an assessment of the project at each stage,lessening the likelihood the project will fall prey to which of the following?
A) incremental investment
B) illusion of control
C) escalation of commitment
D) paralysis by analysis
Q3) If a company regularly imitates rivals by copying new products, marketing messages, or other aspects of their strategy, this is an example of A) innovativeness.
B) proactiveness.
C) competitive aggressiveness.
D) autonomy.
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