Organizational Management Practice Exam
Course Introduction
Organizational Management is a comprehensive course that explores the fundamental concepts, structures, and processes that underpin effective management within organizations. Students will examine a range of topics including organizational theory, leadership styles, strategic planning, decision-making, motivation, team dynamics, and communication in diverse workplace settings. Through case studies, real-world examples, and interactive exercises, the course equips learners with critical skills to analyze organizational challenges, develop solutions, and lead teams successfully in a rapidly changing business environment.
Recommended Textbook
The Management of Strategy Concepts and Cases International Edition 10th Edition by Michael
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13 Chapters
2023 Verified Questions
2023 Flashcards
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Page 2
Chapter 1: Strategic Management and Competitiveness
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135 Verified Questions
135 Flashcards
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Sample Questions
Q1) Product market stakeholders include
A) suppliers.
B) shareholders.
C) employees.
D) the firm's chief executive officer.
Answer: A
Q2) Organizational culture refers to the core values shared by the firm's top-level managers but not necessarily accepted by lower-level employees who are often transitory and not committed to the organization.
A)True
B)False
Answer: False
Q3) In order to cope with hypercompetition, firms need to develop ____ through continuous learning.
A) competitive resilience
B) strategic flexibility
C) strategic power
D) competitive dominance
Answer: B
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Page 3
Chapter 2: The External Environment: Opportunities,
Threats, Competition, and Competitor Analysis
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164 Verified Questions
164 Flashcards
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Sample Questions
Q1) Exit barriers to a firm include all of the following EXCEPT
A) generic assets.
B) loyalty to employees.
C) governmental concern about job loss.
D) restrictive labor agreements.
Answer: A
Q2) The five forces model expands the arena of competitive analysis beyond direct competitors (i.e., rivals) to include buyers and suppliers who may also be a source of competition.
A)True
B)False
Answer: True
Q3) The industry environment directly influences the firm and its competitive actions and responses.
A)True
B)False
Answer: True
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Page 4
Chapter 3: The Internal Environment: Resources,
Capabilities, Competencies, and Competitive Advantages
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153 Verified Questions
153 Flashcards
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Sample Questions
Q1) The three conditions that characterize difficult managerial decisions concerning resources, capabilities, and core competencies are
A) complexity, rarity, and human intellectual capital.
B) uncertainty, complexity, and intraorganizational conflicts.
C) imitability, complexity, and interorganizational conflicts.
D) imitability, comparability, and human intellectual capital.
Answer: B
Q2) Compared to tangible resources, intangible resources are ____ and ____.
A) less visible; more difficult to copy.
B) less visible; less difficult to copy.
C) more visible; more difficult to copy.
D) more visible; less difficult to copy.
Answer: A
Q3) Costly-to-imitate capabilities are those which other firms cannot easily develop as they have no strategic equivalent.
A)True
B)False
Answer: False
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Chapter 4: Business Level Strategy
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147 Flashcards
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Sample Questions
Q1) The products or services that are differentiated from others have qualities that are
A) perceived by the customer to add value for which they will pay a premium.
B) valued by the typical industry customer.
C) perceived as standardized by the customer.
D) seen as classic attributes rather than passing fads.
Q2) When the costs of supplies increase in an industry, the low-cost leader
A) may continue competing with rivals on the basis of product features.
B) will lose customers as a result of price increases.
C) will be unable to absorb higher costs because cost-leaders operate on very narrow profit margins.
D) may be the only firm able to pay the higher prices and continue to earn average or above- average returns.
Q3) All of the following are considered generic business-level strategies EXCEPT A) product diversification.
B) cost leadership.
C) focused differentiation.
D) integrated cost leadership/differentiation.
Q4) Describe the advantages of integrating cost leadership and differentiation strategies.
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Chapter 5: Competitive Rivalry and Dynamics
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150 Verified Questions
150 Flashcards
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Sample Questions
Q1) The flat-panel television market where prices have come down and competition has become more stable is best characterized as
A) standard-cycle.
B) fast-cycle.
C) slow-cycle.
D) competitive rivalry.
Q2) (Refer to Case Scenario 3) The pet food industry provides an example of
A) market commonality.
B) resource similarity.
C) multimarket competition.
D) market commonality, resource similarity, and multimarket competition.
Q3) The competitive actions and responses in __________ markets are designed to seek large market shares, to gain customer loyalty through brand names, and to carefully control the firm's operations in order to consistently provide the same positive experience for customers.
A) standard-cycle
B) fast-cycle
C) slow-cycle
D) intermediate-cycle
Q4) (Refer to Case Scenario 2) Is Wal-Mart a competitor or a customer of Plasco?
Page 7
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Chapter 6: Corporate Level Strategy
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162 Verified Questions
162 Flashcards
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Sample Questions
Q1) Firms that have selected a related diversification corporate-level strategy seek to exploit
A) control shared among business-unit managers.
B) economies of scope between business units.
C) the favorable demand of buyers.
D) market power.
Q2) Economies of scope are cost savings resulting from a firm successfully leveraging, either through sharing or transferring, some of its capabilities and competencies developed in one business to another business.
A)True
B)False
Q3) The "conglomerate discount" occurs in large, highly diversified businesses and results from analysts not knowing how to value the vast array of large businesses with complex financial reports.
A)True
B)False
Q4) (Refer to Case Scenario 2) What difficulties might you expect JC to encounter related to its acquisition of Plastico?
Q5) What are the five categories of businesses based on level of diversification?
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Chapter 7: Strategic Acquisition and Restructuring
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174 Verified Questions
174 Flashcards
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Sample Questions
Q1) Transaction costs resulting from an acquisition refer to the direct and indirect costs resulting from the use of acquisition strategies to create synergies.
A)True
B)False
Q2) Magma, Inc., acquired Vulcan, Inc., three years ago. Effective integration of the two companies' culture was never achieved, and the two firms' assets were not complementary. It is very likely that Magma will
A) go public through an IPO.
B) review the due diligence information collected before the acquisition.
C) restructure.
D) review its tactical-level strategies.
Q3) Compared to internal product development, acquisitions allow
A) immediate access to innovations in mature product markets.
B) more accurate prediction of return on investment.
C) slower market entry.
D) more effective use of company core competencies.
Q4) Describe the seven problems in achieving a successful acquisition.
Q5) What is restructuring and what are its common forms?
Q6) What is an LBO and what have been the results of such activities?
Page 9
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Chapter 8: Global Strategy
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167 Verified Questions
167 Flashcards
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Sample Questions
Q1) Discuss the three international corporate-level strategies. On what factors are these strategies based?
Q2) South Korea's success in international markets is primarily a result of its abundant natural resources.
A)True
B)False
Q3) International diversification is a strategy through which a firm expands the sale of its goods and services across borders of global regions and countries into a potentially large number of geographic locations of markets. Instead of entering one or a few markets, international diversification means that the firm enters multiple markets.
A)True
B)False
Q4) Part of Japan's success in the video game industry is derived from two related and support industries: cartoons and animation, and electronics.
A)True
B)False
Q5) Discuss the effect of international diversification on a firm's returns.
Q6) Identify and describe the major risks of international diversification.
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Chapter 9: Cooperative Implications for Strategy
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148 Verified Questions
148 Flashcards
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Sample Questions
Q1) Fujitsu Siemens Computers is a legally independent company of which Fujitsu and Siemens each own 50%. (Chapter 9 Strategic Focus). This collaboration is an example of a ________ which is effective at transferring ___________.
A) nonequity strategic alliance; explicit knowledge
B) joint venture; tacit knowledge
C) joint venture; explicit knowledge
D) equity strategic alliance; tacit knowledge
Q2) Franchising is an alternative to pursuing growth through mergers and acquisitions.
A)True
B)False
Q3) Franchising is most attractive in concentrated industries.
A)True
B)False
Q4) (Refer to Case Scenario 1) NI appears to be managing a large number of alliances. What criteria should it use to exit particular alliances?
Q5) Identify the four types of business-level cooperative strategies and the advantages and disadvantages of each.
Q6) Identify the three types of corporate-level cooperative strategies.
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Chapter 10: Corporate Governance and Ethics
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171 Verified Questions
171 Flashcards
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Sample Questions
Q1) The use of executive compensation as a governance mechanism is more challenging to firms implementing international strategies than those strictly operating domestically.
A)True
B)False
Q2) Japanese keiretsu are
A) management structures related to total quality management systems.
B) company unions, which are a type of governance system.
C) the banks owing the largest shares of stock in the firm.
D) a system of cross-shareholding among firms.
Q3) Broadly, the Dodd-Frank Wall Street Reform and Consumer Protection Act seeks to A) align financial institutions' actions with society's interests.
B) increase the number of foreign firms listing on US stock exchanges.
C) require CEOs to attest to the accuracy of their companies' financial reports.
D) increase consumer protection in pharmaceutical products.
Q4) (Refer to Case Scenario 2) Develop arguments as to why and why not Lex Luthor should be appointed as chairperson of the new board.
Q5) Define the three internal corporate governance mechanisms and how they may be used to control and monitor managerial decisions.
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Chapter 11: Structure and Controls with Organizations
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157 Verified Questions
157 Flashcards
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Sample Questions
Q1) Alfred Chandler found that firms grow in a predictable pattern, and that the firm's growth patterns determine its structural form. Which form corresponds to the FINAL stage in Chandler's theory?
A) functional
B) simple
C) vertically integrated
D) multidivisional
Q2) High levels of formalization of rules and procedures which often emanate from the centralized staff are a characteristic of the structure used to implement the cost leadership strategy.
A)True
B)False
Q3) In the Chapter 11 Strategic Focus, Cisco went too far in trying to achieve cooperation among its various units resulting in managers attending several meetings and an overall slowed decision making process.
A)True
B)False
Q4) Describe the organizational structures used to implement the three international strategies.
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Chapter 12: Leadership Implications for Strategy
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148 Verified Questions
148 Flashcards
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Sample Questions
Q1) As noted in the Chapter 12 Strategic Focus, IBM is an example of a company with a succession plan as there are at least three candidates for the CEO position soon to be vacated by Sam Palmisano.
A)True
B)False
Q2) The goal of investing in human capital is to
A) increase the number of employees in the firm.
B) reduce organizational slack.
C) maximize current productivity per employee.
D) develop a workforce capable of continuous learning.
Q3) A firm's ability to act in a variety of competitively relevant ways is termed competitive agility.
A)True B)False
Q4) Normally, the more involved a board of directors is in shaping the firm's strategic direction, the
A) more balanced the organization is.
B) higher the corporation's performance is.
C) more rapidly executive decisions can be make.
D) more difficult it becomes to make effective executive decisions.
14
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Chapter 13: Entrepreneurial Implications for Strategy
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147 Verified Questions
147 Flashcards
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Sample Questions
Q1) The use or application of entrepreneurship within an established firm is called
A) corporate emergence.
B) transformational leadership.
C) exceptional R&D.
D) corporate entrepreneurship.
Q2) (Refer to Case Scenario 1) What should FearNot focus on in its first months of operation?
Q3) Joseph Schumpeter suggested that firms engage in three types of innovative activity when managing the innovation process: imitation, invention, and innovation.
A)True
B)False
Q4) ____ involves internally developed incremental and radical innovations that result from deliberate efforts.
A) Internal corporate venturing
B) Autonomous strategic behaviors
C) Bottom-up strategic behaviors
D) Product championing
Q5) What is the importance of international entrepreneurship?
Q6) (Refer to Case Scenario 1) What resources appear to be missing?
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