Organizational Leadership
Final Test Solutions
Course Introduction
Organizational Leadership examines the theories, principles, and practices of effective leadership within various organizational settings. The course explores the roles and responsibilities of leaders, leadership styles, ethical decision-making, team dynamics, and strategies for motivating and inspiring others. Students will analyze real-world case studies to understand how leaders drive organizational change, foster innovation, and cultivate a positive organizational culture. Emphasis is placed on developing critical thinking, communication, and problem-solving skills essential for successful leadership in todays complex and diverse work environments.
Recommended Textbook
Crafting and Executing Strategy Concepts and Cases 22nd Edition by Thompson Jr
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12 Chapters
1434 Verified Questions
1434 Flashcards
Source URL: https://quizplus.com/study-set/2279
Page 2
Chapter 1: What Is Strategy and Why Is It Important?
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112 Verified Questions
112 Flashcards
Source URL: https://quizplus.com/quiz/45269
Sample Questions
Q1) In the course of crafting a strategy, managers typically do not
A)abandon certain strategy elements that have grown stale or become obsolete.
B)modify the current strategy when market and competitive conditions take an unexpected turn or some aspects of the company's strategy hit a stone wall.
C)revamp the current strategy in response to the fresh strategic maneuvers of rival firms.
D)take proactive actions to improve this or that piece of the strategy.
E)share the strategy publicly to obtain additional customer and shareholder support. Answer: E
Q2) What factors determine whether a strategy can be called a winning strategy?
Answer: To determine a winning strategy, a company needs to ensure the strategy is well matched to industry and competitive conditions, a company's best market opportunities, and other pertinent aspects of the business environment in which the company operates; it should enable a company to achieve a competitive advantage over key rivals that is long-lasting; finally, the mark of a winning strategy is strong company performance. Two kinds of performance indicators tell the most about the caliber of a company's strategy: (1)competitive strength and market standing and (2)profitability and financial strength.
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Chapter 2: Charting a Companys Direction
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116 Verified Questions
116 Flashcards
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Sample Questions
Q1) When trade-offs have to be made between achieving long-term and achieving short-term objectives
A)long-term objectives should take precedence unless the short-term performance targets have unique importance.
B)long-term objectives should take precedence because of the need for future survival.
C)short-term objectives should take precedence because they focus attention on delivering performance improvement.
D)short-term objectives should take precedence unless the long-term performance targets are not achievable.
E)long-term objectives should never take precedence until the short-term objective is achieved.
Answer: A
Q2) A company's board of directors plays an independent and fiduciary role in corporate governance and the strategy-making, strategy-executing process. True or false? Please explain.
A)True
B)False
Answer: True
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Chapter 3: Evaluating a Companys External Environment
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137 Verified Questions
137 Flashcards
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Sample Questions
Q1) Competitive markets are economic battlefields. True or false? Explain.
A)True
B)False
Answer: True
Q2) Determining how strong the threat of substitutes will be entails
A)identifying the relative price/performance relationship of the substitutes, the switching costs, and the overall buyer demand for the substitute.
B)identifying the attractiveness of other industries.
C)measuring Coke as a substitute for Pepsi and applying dynamic simulation modeling techniques.
D)adopting a substitute product concentration factor to the buyer volume.
E)judging whether industry members are capable of self-manufacturing their products.
Answer: A
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Chapter 4: Evaluating a Companys Resources, Capabilities, and Competitiveness
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127 Verified Questions
127 Flashcards
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Sample Questions
Q1) Calculating competitive strength ratings for a company and comparing them against strength ratings for its key competitors helps indicate
A)which weaknesses and vulnerabilities of competitors the company might be able to attack successfully.
B)which competitors are in profitable strategic groups and which competitors are in unprofitable strategic groups.
C)which competitors are employing offensive strategies and which competitors are employing defensive strategies.
D)which competitors are likely to make money and which are likely to lose money in the years ahead.
E)what the industry's key success factors are.
Q2) Tangible resources do not include
A)physical resources.
B)financial resources.
C)human assets.
D)technological assets.
E)organizational resources.
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6
Chapter 5: The Five Generic Competitive Strategies
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119 Verified Questions
119 Flashcards
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Sample Questions
Q1) A differentiation-based competitive advantage
A)nearly always is attached to the quality and service aspects of a company's product offering.
B)usually is the result of highly effective marketing and advertising to enhance the brand, raise awareness, and build consistent customer experience.
C)requires developing at least one distinctive competence that buyers consider valuable.
D)hinges on a company's success in developing top-of-the-line product features that will command the highest price premium in the industry.
E)often hinges on incorporating features that raise the performance of the product or lower the buyer's overall costs of using the company's product, or enhances buyer satisfaction in intangible or noneconomic ways, or delivers value to customers by differentiating on the basis of competencies and capabilities that rivals can't match.
Q2) Provide two examples of companies pursuing a low-cost strategy and two examples of companies pursuing a best-cost strategy and explain how their strategic targets are similar or different.
Q3) What are the keys to sustaining a focused low-cost strategy?
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Page 7
Chapter 6: Strengthening a Companys Competitive Position
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114 Verified Questions
114 Flashcards
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Sample Questions
Q1) Why might a company not choose to outsource certain value chain activities presently performed in-house?
A)because it streamlines company operations in ways that improve organizational flexibility and cuts the time it takes to get new products into the marketplace
B)because it allows a company to concentrate on its core business, leverage its key resources, and do even better what it already does best
C)because it helps the company assemble diverse kinds of expertise speedily and efficiently
D)because it enables a company to gain better access to end users and better market visibility
E)because it improves a company's ability to innovate
Q2) The purposes of a defensive strategy do not include
A)increasing the risk of having to defend an attack.
B)weakening the impact of any attack that occurs.
C)pressuring challengers to aim their efforts at other rivals.
D)helping protect a competitive advantage.
E)decreasing the risk of being attacked.
Q3) Why do strategic alliances often fail to measure up to expectations?
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Chapter 7: Strategies for Competing in International Markets
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132 Verified Questions
132 Flashcards
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Sample Questions
Q1) What is the best way to achieve the efficiency potential of a global strategy?
A)Managerial attention should be focused on objective-setting, specifically oriented toward production practices.
B)Resources and best practices should be shared, value chain activities should be integrated, and capabilities should be transferred from one location to another as they are developed.
C)The best identified resources and capabilities should be centralized at headquarters.
D)Value chain activities must be dispersed across many countries to elevate cost control management as a primary focus in all countries.
E)Local managers should be given considerable latitude for executing strategies for the country markets they are responsible for.
Q2) Identify and briefly discuss the key reasons why a company may consider expanding outside its domestic market.
Q3) When should a company enter a new country via internal development?
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
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122 Verified Questions
122 Flashcards
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Sample Questions
Q1) Economies of scope
A)are cost reductions that flow from operating in multiple related businesses.
B)arise only from strategic fit relationships in the production portions of the value chains of sister businesses.
C)are more associated with unrelated diversification than related diversification.
D)are present whenever diversification satisfies the attractiveness test and the cost of entry test.
E)arise mainly from strategic fit relationships in the distribution portions of the value chains of unrelated businesses.
Q2) What is meant by the term "resource fit" as it applies to evaluating a diversified company's business lineup?
Q3) An additional, and often very important motivating factor for adding new businesses is to complement and strengthen the market position and competitive capabilities of one or more of its present businesses. Explain and provide three examples.
Q4) Why has corporate restructuring become a popular strategy at many diversified companies over the past decade?
Q5) Discuss the pros and cons of a strategy of unrelated diversification.
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Page 10
Chapter 9: Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy
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115 Verified Questions
115 Flashcards
Source URL: https://quizplus.com/quiz/45277
Sample Questions
Q1) Imagine you are CEO of a multinational company supplying infant care products to emerging economies. Do you and your company have a duty to go beyond legal requirements and conform to the ethical norms of the societies in which it operates?
Q2) The business case behind why companies should act in a socially responsible manner does NOT include
A)increased buyer patronage
B)internal benefits such as improved workforce retention and operational efficiency
C)aggressive pursuit of market share, revenues, and profits
D)reduced risk of reputation-damaging incidents
E)shareholder benefits such as increased stock price and financial performance
Q3) The effect of ethical standards on a company's strategy does NOT
A)always reflect badly on the character of the company personnel involved.
B)encompass what is unethical in whole or in part as morally wrong.
C)automatically result in damage to a company's reputation and have costly consequences.
D)constitute good business and pursue the best interest of shareholders.
E)lead to lower employee morale and higher employee turnover.
Q4) Does a substantial difference exist between ethics and business ethics?
Page 11
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Chapter 10: Building an Organization Capable of Good Strategy Execution
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113 Verified Questions
113 Flashcards
Source URL: https://quizplus.com/quiz/45278
Sample Questions
Q1) Companies engaged in a single line of business most commonly utilize an organizational structure that can be
A)either independent, consolidated, or hybrid profit centers.
B)a functional (departmental)organizational structure.
C)either centralized, principal, or critical-path in nature.
D)highly decentralized matrices.
E)hybrid functional organizations with a combination of decentralized and centralized decision-making.
Q2) Good strategy execution requires which of the following?
A)putting those resources and capabilities into place, strengthening them as needed, and then modifying them as market conditions evolve
B)a universal business model to raise profits and lower costs
C)strengthening the competitive environment arena outside the company's operating territory
D)a planned budget to protect the company's financial condition and eliminate wasteful use of cash
E)passive pressures stemming from the dominance of outside market buyers
Q3) How has Zara gone about building an organization capable of proficient strategy execution?
Page 12
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Chapter 11: Managing Internal Operations
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) Good strategy execution can involve policies and procedures manuals in order to maintain consistency in product quality and service behavior patterns to allow for
A)activities that need to be strictly prescribed and activities to allow room for independent action on the part of company personnel.
B)differences in product range and quality across company outlets.
C)an extremely narrow scope of independent thinking and action of company staff.
D)a written strategy but not the routines for running the business.
E)ample leeway in how staff perform activities at different company outlets.
Q2) 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 elements.
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.
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13
Chapter 12: Corporate Culture and Leadership
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112 Verified Questions
112 Flashcards
Source URL: https://quizplus.com/quiz/45280
Sample Questions
Q1) The task of top executives in making corrective adjustments includes
A)knowing when to continue with the present corporate culture and when to shift to a different and better corporate culture.
B)being good at figuring out whether to arrive at decisions quickly or slowly in choosing among the various alternative adjustments.
C)thoroughly analyzing the situation and exercising good business judgment in deciding what actions to take.
D)deciding whether to try to fix the problems of poor strategy execution or simply shift to a strategy that is easier to execute correctly.
E)deciding how to identify the problems that need fixing.
Q2) The character of a company's culture is a NOT a product of A)core values and beliefs espoused by executives.
B)standards of what is ethically acceptable and what is not.
C)organizational learning from past errant behavior on the part of executives and employees.
D)its traditions and the stories that get told over and over.
E)the "chemistry" and the "personality" that permeate the work environment.
Q3) How can one tell whether a company has a strong or weak corporate culture?
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