Organizational Leadership
Final Exam
Course Introduction
Organizational Leadership explores the theories, principles, and practices that guide effective leadership within various types of organizations. This course examines the roles and responsibilities of leaders in shaping organizational culture, driving change, managing teams, and making ethical decisions. Students will analyze leadership styles, develop communication and problem-solving skills, and evaluate real-world case studies to understand the impact of leadership on organizational success. The course also emphasizes the development of personal leadership abilities and effective strategies for leading diverse and dynamic groups.
Recommended Textbook
Crafting and Executing Strategy Concepts and Cases 18th Edition by Arthur Thompson
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12 Chapters
1133 Verified Questions
1133 Flashcards
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Page 2
Chapter 1: What Is Strategy and Why Is It Important
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60 Verified Questions
60 Flashcards
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Sample Questions
Q1) Which of the following is not a frequently used strategic approach to setting a company apart from rivals and achieving a sustainable competitive advantage?
A) Striving to be the industry's low-cost provider, thereby aiming for a cost-based competitive advantage
B) Outcompeting rivals on the basis of such differentiating features as higher quality, wider product selection, added performance, better service, more attractive styling, technological superiority, or unusually good value for the money
C) Striving to be more profitable than rivals and aiming for a competitive edge based on bigger profit margins
D) Focusing on a narrow market niche and winning a competitive edge by doing a better job than rivals of satisfying the needs and tastes of buyers comprising the niche
E) Developing expertise and resource strengths that give the company competitive capabilities that rivals can't easily imitate or trump with capabilities of their own
Answer: C
Q2) Why does a company's strategy tend to evolve over time?
Answer: Answer will vary
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Chapter 2: Charting a Companys Direction: Vision and Mission, Objectives,
and Strategy
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) Which of the following is the result of a well-conceived and communicated strategic vision?
A) Senior executives solidify their own view of the firm's long term direction.
B) The risk of rudderless decision-making is minimized.
C) Organizational members support the changes internally that will help make the vision a reality.
D) Assists the organization prepare for the future.
E) All of these.
Answer: E
Q2) Which of the following is the best example of a well-stated financial objective?
A) Increase earnings per share by 15% annually.
B) Gradually boost market share from 10% to 15% over the next several years.
C) Achieve lower costs than any other industry competitor.
D) Boost revenues by a percentage greater than the industry average.
E) Maximize total company profits and return on investment.
Answer: A
Q3) The task of crafting a company's strategy is typically a job for the company's whole management team,not just a small group of senior executives.True or false? Explain and support your answer.
Answer: Answer will vary
Page 4
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Chapter 3: Evaluating a Companys External Environment
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128 Verified Questions
128 Flashcards
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Sample Questions
Q1) In which one of the following instances is rivalry among competing sellers not more intense?
A) When certain competitors are dissatisfied with their market position and make moves to bolster their standing
B) When strong companies outside the industry acquire weak firms in the industry and launch aggressive moves to transform their newly-acquired competitors into stronger market contenders
C) When competitors are fairly equal in size and capability
D) When the products of rivals are weakly differentiated, buyer switching costs are low, and market demand is growing slowly
E) When there are vast numbers of small rivals so the impact of any one company's actions is spread thinly across all industry members
Answer: E
Q2) In doing driving forces analysis,is it sufficient to simply identify the driving forces that are operating to alter industry and competitive conditions? Why or why not? If not,then explain what else is required for a complete driving forces assessment.
Answer: Answer will vary
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5
Chapter 4: Evaluating a Companys Resources, Capabilities, and Competitiveness
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131 Verified Questions
131 Flashcards
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Sample Questions
Q1) A core competence
A) retracts from a company's arsenal of competitive capabilities and competitive assets and is not a genuine resource strength.
B) is typically results-based, residing in a company's tangible physical assets on the balance sheet.
C) is often grounded in a single departments set of knowledge and expertise.
D) is a competitively relevant activity which a firm performs especially well in comparison to the other activities it performs.
E) All of these.
Q2) Which of the following is not an example of a company's dynamic capability?
A) capacity to improve existing resources and capabilities.
B) upgrades to R&D resources to drive product innovation.
C) capacity to add new resources and capabilities to the competitive asset portfolio.
D) ability to replace degraded resources with acquired capabilities.
E) All of these.
Q3) Why is it important for company managers to develop a "worry list" of strategic issues and problems that they need to address and resolve? What should they consider to develop this list?
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Chapter 5: The Five Generic Competitive Strategies: Which
One to Employ
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86 Verified Questions
86 Flashcards
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Sample Questions
Q1) A focused differentiation strategy aims at securing competitive advantage
A) by providing niche members with a top-of-the-line product at a premium price.
B) by catering to buyers looking for an upscale product at an attractively low price.
C) with a product offering carefully designed to appeal to the unique preferences and needs of a narrow, well-defined group of buyers.
D) by developing product attributes that no other company in the industry has.
E) by convincing a narrow, well-defined group of buyers that the company has a true world class product.
Q2) A focused low-cost strategy can lead to attractive competitive advantage when
A) buyers are looking for the best value at the best price.
B) buyers are looking for a budget-priced product.
C) buyers are price sensitive and are attracted to brands with low switching costs.
D) demand in the target market niche is growing rapidly and a company can achieve a big enough volume to fully capture all the available scale economies.
E) a firm can lower costs significantly by limiting its customer base to a well-defined buyer segment.
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Page 7
Chapter 6: Strengthening a Companys Competitive
Position: Strategic Moves, timing, and Scope of Operation
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79 Verified Questions
79 Flashcards
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Sample Questions
Q1) Which of the following is a purpose of a defensive strategy?
A) To lower the risk of being attacked.
B) To weaken the impact of any attack that occurs.
C) To pressure challengers to aim their efforts at other rivals.
D) To help protect a competitive advantage.
E) All of these.
Q2) What are the three principal advantages of strategic alliances over vertical integration or mergers/acquisitions?
Q3) What are the merits of strategic alliances and collaborative partnerships for companies racing to seize opportunities in an industry of the future? Under what circumstances do they make sense? How do they contribute to competitive advantage?
Q4) Identify and briefly discuss four disadvantages of a vertical integration system.
Q5) Which of the following rivals make the best targets for an offensive attack?
A) Firms that are weak in areas where challenger is strong.
B) Enterprises that are strong with no possibility of going under.
C) Large national firms with vast capabilities.
D) Strong secure market leaders.
E) Small local and regional firms with considerable resources.
Page 8
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Chapter 7: Strategies for Competing in International Markets
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103 Verified Questions
103 Flashcards
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Sample Questions
Q1) Competing in the markets of foreign countries entails dealing with such factors as
A) fluctuating exchange rates, country-to-country variations in host government restrictions and requirements, and country-to-country variations in cultural, demographic, and market conditions.
B) important country-to-country differences in consumer buying habits and buyer tastes and preferences.
C) whether to customize the company's offerings in each different country market or whether to offer a mostly standardized product worldwide.
D) the fact that product designs suitable for one country are sometimes inappropriate in another.
E) All of these.
Q2) Briefly identify the special features of competing in foreign markets.
Q3) Discuss in some detail the difference between a multidomestic strategy and a global strategy and give the pros and cons of each.
Q4) Compare and contrast the advantages for entering and competing in foreign markets for the strategic options of exporting,licensing,and franchising.
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Page 9
Chapter 8: Corporate Strategy: Diversification and the Multibusiness Company
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129 Verified Questions
129 Flashcards
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Sample Questions
Q1) Diversification ought to be considered when
A) a company's profits are being squeezed and it needs to increase its net profit margins and return on investment.
B) a company lacks sustainable competitive advantage in its present business.
C) a company begins to encounter diminishing growth prospects in its mainstay business.
D) a company has run out of ways to achieve a distinctive competence in its present business.
E) a company is under the gun to create a more attractive and cost-efficient value chain.
Q2) What does the industry attractiveness test involve in evaluating a diversified company's business lineup? Why is it relevant?
Q3) Explain the difference between a cash cow business and a cash hog business.
Q4) What is meant by the term strategic fit? What are the advantages of pursuing strategic fit in choosing which industries to diversify into?
Q5) What are the advantages and benefits of using an industry attractive-business strength matrix to evaluate a diversified company's lineup of businesses?
Page 10
Q6) Discuss the pros and cons of a strategy of unrelated diversification.
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Chapter 9: Ethics, Corporate Social Responsibility,
Environmental Sustainability, and Strategy
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72 Verified Questions
72 Flashcards
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Sample Questions
Q1) The strength of the beliefs underlying ethical universalism is that A) ethical universalism recognizes the obvious-basic moral standards vary significantly according to local cultural beliefs, local religious beliefs, and social mores. B) ethical standards are objectively-determined by religious and moral experts. C) what is deemed right or wrong, fair or unfair, moral or immoral, ethical or unethical is (or should be) grounded in religious doctrine and applied strictly to all business situations.
D) it draws upon the collective views of multiple societies and cultures to put some clear boundaries on what constitutes ethical business behavior and what constitutes unethical business behavior no matter what country market or culture a company is operating in.
E) it leaves no room for thinking that concepts of right and wrong can be varying shades of gray-they are always absolute and unambiguous.
Q2) Explain how environmental sustainability strategies go about improving a company's "Triple-P" performance-people,planet,and profit.Why is it important for strategy-makers to find points of intersection between society and the company's ability to execute value chain activities or better serve customer needs?
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Page 11
Chapter 10: Building an Organization Capable of Good
Strategy Execution: People, Capabilities, and Structure
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Which one of the following statements about recruiting and retaining capable employees is false?
A) The quality of an organization's people is always an essential ingredient of successful strategy execution.
B) Recruiting and retaining capable employees is a particularly important organization-building task in enterprises where superior intellectual capital is a key resource and also a basis for competitive advantage.
C) Recruiting and retaining capable employees is usually much more important to good strategy execution and the achievement of true operating excellence than is assembling a capable top management team.
D) It is very difficult for a company to competently execute its strategy and achieve operating excellence without a large band of capable employees who are actively engaged in the process of making ongoing operating improvements.
E) In many industries, adding to a company's talent base and building intellectual capital is more important to good strategy execution than additional investments in plants, equipment, and capital projects.
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Page 12
Chapter 11: Managing Internal Operations: Actions That Promote
Good Strategy Execution
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71 Verified Questions
71 Flashcards
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Sample Questions
Q1) A motivation and incentive system that is aimed at spurring stronger employee commitment to good strategy execution
A) should focus on incorporating more positive than negative motivational incentives. B) should be tied first and foremost to whether employees satisfactorily perform their assigned duties in an ethical and honorable manner.
C) must involve deliberately assigning employees heavy workloads and tight deadlines. D) needs to put top priority on making employees happy and secure in their jobs. E) must avoid the potential for negative consequences if performance is subpar.
Q2) While Six Sigma programs often improve the efficiency of many operating activities and processes,there is evidence that innovation can be stifled by Six Sigma programs.True or false? Explain.
Q3) In creating a strategy-supportive reward structure,it is important to define jobs and assignments in terms of the results to be accomplished not just in terms of the duties to be performed.True or false? Explain and justify your answer.
Q4) What is the difference between Six Sigma DMAIC programs and Six Sigma DMADV programs?
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Page 13
Chapter 12: Corporate Culture and Leadership: Keys to Good Strategy Execution
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94 Verified Questions
94 Flashcards
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Sample Questions
Q1) Which of the following is not one of the leadership roles that senior managers have to play in pushing for good strategy execution and operating excellence?
A) Learning the obstacles in the path of good execution and clearing the way for progress.
B) Being out in the field, seeing how well operations are going.
C) Being out front personally leading the execution process and driving the pace of progress.
D) Weeding out managers who are consistently in the ranks of the lowest performers (the bottom 10%) and who are not enthusiastic about the strategy or how it is being executed.
E) Delegating authority to middle and lower-level managers and creating a sense of empowerment among employees to move the implementation process forward.
Q2) What is meant by the term corporate culture? Why is corporate culture an important factor in implementing and executing strategy?
Q3) What are the roles of a company's CEO in leading the effort to operate the company's business in an ethically principled fashion?
Q4) What are the distinctive features of adaptive corporate cultures?
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