Organizational Leadership Review Questions
Course Introduction
Organizational Leadership explores the theories, principles, and practices that drive effective leadership within various types of organizations. This course examines the roles of leaders in shaping organizational culture, setting strategic direction, managing change, and fostering innovation. Students will develop an understanding of key leadership styles, motivation techniques, and decision-making processes, while analyzing real-world case studies. Emphasis is placed on ethical leadership, effective communication, team development, and navigating the challenges leaders face in dynamic and diverse workplace environments.
Recommended Textbook
Strategic Management Creating Competitive Advantages 9th Edition by Gregory G Dess Dr
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12 Chapters
1223 Verified Questions
1223 Flashcards
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Page 2
Chapter 1: Strategic Management: Creating Competitive Advantages
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106 Verified Questions
106 Flashcards
Source URL: https://quizplus.com/quiz/7454
Sample Questions
Q1) Corporate level strategy focuses on what businesses to compete in and A) how business can be managed to achieve synergy.
B) how business can be managed to reduce synergy.
C) how the firm can work as a stand-alone entity.
D) how the firm can create more value by operating alone.
Answer: A
Q2) For strategic management to be effective in achieving organizational goals,
A) people throughout the organization must work in isolation.
B) top managers only take an integrative, strategic perspective.
C) leaders alone are responsible for the organizational outcome.
D) people throughout the organization must strive toward overall goals.
Answer: D
Q3) The vision of an organization is at the top level of its hierarchy of organizational goals.The vision statement should be massively inspiring,overarching,and long term.
A)True
B)False
Answer: True
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Page 3
Chapter 2: Analyzing the External Environment of the Firm:
Creating Competitive Advantages
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114 Verified Questions
114 Flashcards
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Sample Questions
Q1) The tenure of Ms.Marchionni as CEO of Lands' End was largely a result of her efforts to re-invent the apparel brand,
A) resulting in an alignment with the company culture.
B) resulting in an alignment with the customer base interests.
C) resulting in conflicts with the customer base and the corporate culture.
D) resulting in an alignment with the wholesome style brand of the company.
Answer: C
Q2) Reintermediation is responsible for an overall reduction in business opportunities. A)True
B)False
Answer: False
Q3) The Porter five-forces model is designed to help us understand how social attitudes and cultural values impact U.S.businesses.
A)True
B)False
Answer: False
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4
Chapter 3: Assessing the Internal Environment of the Firm
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) ________ is/are associated with collecting,storing,and distributing the product or service to buyers.They consist of warehousing,material handling,delivery operation,order processing,and scheduling.
A) Services
B) Inbound logistics
C) Outbound logistics
D) Operations
Answer: C
Q2) For an engineering services firm,________ provides inputs,the transformation process is the engineering itself,and innovative designs and practical solutions are the outputs.
A) experimentation
B) customer support
C) research and development
D) human resource management
Answer: C
Q3) Human resources and reputation resources are examples of intangible resources.
A)True
B)False
Answer: True
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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) Protecting company intellectual property can be difficult because employees become disgruntled and patents
A) are expensive.
B) cannot be protected.
C) expire.
D) roll over.
Q2) The text discusses three areas a firm must be concerned with to keep their best and brightest employees from leaving.These include all the following except
A) hiring/selecting.
B) developing.
C) sorting/absorbing.
D) retaining.
Q3) Social capital is a source of strength to many firms.Firms leverage their social capital in an effort to create competitive advantages.The social capital of a firm is based on the
A) individual abilities of employees.
B) relationships among the employees of the firm.
C) allocation of the financial resources of the firm.
D) knowledge of an individual.
Page 6
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Chapter 5: Business-level Strategy: Creating and Sustaining Competitive Advantages
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105 Verified Questions
105 Flashcards
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Sample Questions
Q1) Aldi,a discount supermarket retailer,has grown from its German base to the rest of Europe,Australia,and the United States by replicating a simple business format.Aldi limits the number of products in each category to ensure product turn,to ease stocking shelves,and to increase its power over supplier.This is an example of an overall cost leadership strategy because it
A) gives them competitive advantage by decreasing productivity.
B) gives them competitive advantage by tight cost and overhead control.
C) eliminates the need to compete based on its products.
D) requires the customer to recognize its efforts.
Q2) Primary value chain activities that involve the effective layout of receiving dock operations (inbound logistics)and support value chain activities that include expertise in process engineering (technology development)characterize which generic strategy?
A) differentiation
B) differentiation focus
C) stuck-in-the-middle
D) overall cost leadership
Q3) What are the pitfalls of the overall cost leadership strategy? Provide an example for each pitfall and explain why it is a pitfall.
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Chapter 6: Corporate-level Strategy: Creating Value Through
Diversification
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102 Verified Questions
102 Flashcards
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Sample Questions
Q1) If a multinational firm paid too high a premium for the common stock of the company,this can lead to
A) divestiture.
B) expansion.
C) cost savings.
D) acquisition.
Q2) ________ is when the corporate office helps subsidiaries make wise choices in their own acquisitions,divestures,and new ventures,thereby creating value within business units.
A) Parenting
B) Restructuring
C) Leveraging core competencies
D) Increasing market power
Q3) Portfolio management should be considered as the primary basis for formulating corporate-level strategies.
A)True
B)False
Q4) 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.
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Chapter 7: International Strategy: Creating Value in Global Markets
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107 Verified Questions
107 Flashcards
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Sample Questions
Q1) In Euromoney magazine's 2017 semi-annual "Country Risk Rating" evaluating political,economic,and other risks that entrants to international markets potentially face,which of the following countries have the next to the highest country economic risk?
A) South Africa and Russia
B) Singapore and China
C) Argentina and Bahrain
D) Kazakhstan and Colombia
Q2) ________ are fees that a multinational receives from a foreign licensee in return for its use of intellectual property (trademark,patent,trade secret,technology).
A) Transfer prices
B) Dividends
C) Royalties
D) Intra-corporate inflows
Q3) Reverse innovation occurs when a company develops a product that meets the needs of a developed country and then adapts it to the needs of the developing country.
A)True
B)False
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Page 9
Chapter 8: Entrepreneurial Strategy and Competitive Dynamics
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94 Verified Questions
94 Flashcards
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Sample Questions
Q1) Discuss the phases of activity involved in the opportunity recognition process that lead to viable new venture opportunities.Explain how this is more than identifying ideas.
Q2) What are competitive dynamics and how does this explain why strategies evolve in response to actions of close competitors?
Q3) ________ is a value required when an opportunity is attractive long enough for it to be successfully developed and deployed.
A) Value creating
B) Durable
C) Achievable
D) Affordable
Q4) The evaluation phase of opportunity recognition occurs when an entrepreneur has an insight about a new business venture,often based on prior knowledge.
A)True
B)False
Q5) The majority of entrepreneurial start-ups are financed with angel financing. A)True
B)False
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Chapter 9: Strategic Control and Corporate Governance
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91 Verified Questions
91 Flashcards
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Sample Questions
Q1) Many institutional investors are aggressive in protecting and enhancing their investments.They are shifting from ________ to owners.They are assuming the role of ________ shareholders and rigorously analyzing issues of corporate governance.In the process,they are reinventing systems of corporate monitoring and accountability.
A) sellers; part-time
B) investors; full-time
C) investors; part-time
D) traders; permanent
Q2) In choosing sides concerning CEO duality,two schools of thought exist.Which of the following would not be a consideration for the Unity of Command school of thought?
A) One person holding both roles will be able to act more efficiently and effectively.
B) CEO duality provides smoother strategic decision making.
C) CEO duality creates unit across the board of directors and managers of a company.
D) CEO duality slows down decision making.
Q3) Explain why control systems are necessary for strategy implementation.
Q4) What is agency theory and what problems is it concerned with resolving?
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Chapter 10: Creating Effective Organizational Designs
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86 Verified Questions
86 Flashcards
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Sample Questions
Q1) Ambidextrous organizational designs are useful for firms that wish to create modest,incremental innovations at the same time as dramatic,breakthrough innovation.This is done by maintaining adaptability and alignment of values and coordination across organizational activities.
A)True
B)False
Q2) A strategy of related diversification requires most firms to organize around geographical areas or product lines.This type of organizational growth leads to a(n)________ structure.
A) divisional
B) functional
C) matrix
D) international
Q3) Explain why firms that achieve both adaptability and alignment are considered ambidextrous organizations.
Q4) Firms that place too strong a priority on either adaptability or alignment can expect short term gains only.
A)True
B)False
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Chapter 11: Strategic Leadership: Creating a Learning
Organization and an Ethical Organization
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104 Verified Questions
104 Flashcards
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Sample Questions
Q1) An ethically sound organization,drawing on the concepts of stakeholder management,can also strengthen its bonds among its ________,________,and
A) policies; procedures; values
B) values; organizational design; employees
C) suppliers; customers; governmental agencies
D) current employees; potential employees; future employees
Q2) Which of the following is not a guideline an organization can use to promote the challenging of the status quo?
A) establishing a culture of dissent
B) forcefully creating a sense of urgency
C) fostering a culture that encourages risk taking
D) creating a results-based reward system
Q3) Which component of emotional intelligence (EI)enables a manager to have a deep understanding of the existence and importance of cultural and ethnic differences?
A) self-awareness
B) empathy
C) social skills
D) self-regulation
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Chapter 12: Managing Innovation and Fostering Corporate Entrepreneurship
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93 Verified Questions
93 Flashcards
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Sample Questions
Q1) ________ are the benefits gained by firms that are the first to enter new markets,establish brand identity,and/or adopt new technologies.
A) Competitive aggressiveness
B) Technological capabilities
C) First-mover advantages
D) Breakthrough innovations
Q2) What is the difference between product innovation and process innovation? How is each used?
Q3) A(n)________ manager's role is to question the viability of corporate venture projects.
A) product champion
B) exit champion
C) rising star
D) mentor
Q4) Radical innovations
A) often result in quick profits.
B) often occur because of technological change.
C) usually apply simultaneously to products and processes.
D) are a form of contentious innovation.
Q5) Explain why the seeds versus weeds dilemma is important.
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