Organizational Management Question
Bank
Course Introduction
Organizational Management offers students a comprehensive understanding of the principles, processes, and practices involved in effectively leading and managing organizations. The course explores key concepts such as organizational structure, leadership styles, strategic planning, decision-making, change management, and team dynamics. Through case studies, real-world examples, and interactive discussions, students will develop analytical and practical skills necessary to address common managerial challenges, foster positive workplace environments, and drive organizational success in a dynamic and competitive business landscape.
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
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Sample Questions
Q1) Two types of strategic control that firms must exercise for good strategy implementation are
A) informational and confrontational.
B) confrontational and behavioral.
C) behavioral and financial.
D) informational and behavioral.
Answer: D
Q2) Management innovations such as total quality,just-in-time,benchmarking,business process reengineering,and outsourcing are important but not enough for building sustainable competitive advantage.
A)True
B)False
Answer: True
Q3) The organizational versus the individual rationality perspective suggests that objectives that are
A) good for a functional area are always good for the overall organization.
B) good for the overall organization are always best for a functional area.
C) best for a functional area may not be best for the overall organization.
D) best for one functional area will never be best for all functional areas.
Answer: C
Page 3
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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) PPG Industries,the Pittsburgh-based manufacturer of paints,coatings,optical products,specialty materials,chemicals,glass,and fiber glass suffered serious failures in 1986 and 1987 when it attempted to diversify its offers.It used a technique to help it identify possible future strategies.What was it?
A) crowdsourcing
B) competitive intelligence
C) scenario analysis
D) monitoring
Answer: C
Q2) In some industries,low switching costs can act as an important barrier to entry.
A)True
B)False
Answer: False
Q3) In the value net analysis,complementors are
A) firms that produce substitute products.
B) firms that produce products that have a positive impact on company product value.
C) customers who compliment the company for their good products and services.
D) firms that supply critical inputs to a company.
Answer: B
4
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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) Many firms are finding that high-tech,computerized training has dual benefits.It develops employees who are more effective and reduces costs at the same time.Employees at FedEx take computer-based job competency tests every 6 to 12 months.This is an example of a(n)________ ________ tangible resource.
A) financial
B) organizational
C) physical
D) technological
Answer: B
Q2) Apple Inc.reported revenues of 234 billion USD and net income of 53 billion USD in 2015.These figures represent a stunning annual growth in revenue and net income of 28 percent and 33 percent,respectively,for 2014.This information indicates the importance of using ________ to evaluate company financial performance.
A) financial ratios
B) industry norms
C) historical comparisons
D) competitor analysis
Answer: C
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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) In a 360-degree evaluation and feedback system,which of these does not rate the skills and performance of an individual?
A) superiors
B) family
C) direct reports
D) colleagues
Q2) Knowledge workers are more loyal to their companies than traditional workers.
A)True
B)False
Q3) There are multiple advantages of e-teams.Which of the following is not an advantage?
A) E-teams are less restricted by the geographic constraints that are placed on face-to-face teams.
B) E-teams can be more flexible in responding to unanticipated work challenges and opportunities.
C) Process losses result from identification and combination activities.
D) E-teams can be effective in generating social capital.
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Page 6
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) Which of the following is not a potential pitfall of a focus strategy?
A) Erosion of cost advantages can arise within the narrow segment.
B) Product/service offerings that are highly focused are subject to competition from new entrants.
C) Focusers can become too focused to satisfy buyer needs.
D) All rivals share a common input or raw material.
Q2) One aspect of using a cost leadership strategy is that experience effects may lead to lower costs.Experience effects are achieved by
A) spreading out a given expense or investment over a greater volume.
B) hiring more experienced personnel.
C) repeating a process until a task becomes easier.
D) competing in an industry for a long time.
Q3) Zulily,an online retailer,competes with Amazon and other online retailers by
A) maintaining a large inventory of products.
B) running a labor-intensive distribution system.
C) ordering products from vendors to keep in stock until a customer order comes in.
D) keeping little inventory and ordering only when customers purchase a product.
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Page 7
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) The potential advantages of strategic alliances and joint ventures include entering new markets as well as developing and diffusing new technologies.
A)True
B)False
Q2) In the BCG Matrix,a ________ is a business that has a low market share in an industry characterized by high market growth.
A) star
B) cash cow
C) question mark
D) dog
Q3) For a core competency to create value and provide a viable basis for synergy among the businesses in a corporation,it must at least create superior customer value and it must be difficult to imitate.
A)True
B)False
Q4) The Hewlett-Packard and Autonomy merger in 2011 is an example of a successful merger.
A)True
B)False
Page 8
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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) Discuss the role of market size in motivating a company to pursue international expansion.Use statistics to illustrate your explanation.
Q2) In the Porter diamond-of-national-advantage framework,which of the following factors does not affect competitiveness of a nation?
A) the position of the nation in factors of production necessary to compete in a given industry
B) the presence or absence in the nation of internationally competitive supplier industries
C) the conditions in the nation governing the nature of foreign rivalry
D) the nature of home-market demand of the products or services of the industry
Q3) A franchise generally expires after a few years,whereas a license is designed to last into perpetuity.
A)True
B)False
Q4) According to studies by Rugman and Verbeke,most of the 500 largest companies in the world are global.
A)True
B)False
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Chapter 8: Entrepreneurial Strategy and Competitive Dynamics
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94 Verified Questions
94 Flashcards
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Sample Questions
Q1) ________ is the process of identifying,selecting,and developing new venture opportunities.
A) Innovativeness
B) Bootstrapping
C) Opportunity recognition
D) Brainstorming
Q2) If similar competitors vie for the same customers in a marketplace,they are likely to escalate their competitive strategy through a reactive series of actions and responses.
A)True
B)False
Q3) The best example of a tactical action that a company might use in response to a competitive attack is to
A) acquire the competitor.
B) offer price discounts and rebates.
C) expand into new geographical areas.
D) target the markets of the rival.
Q4) Small businesses create the majority of new jobs in the U.S.economy.
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) Which of the following approaches to behavioral strategic control would be the least appropriate for an organization in which there is a great need for innovation and a high degree of autonomy?
A) culture
B) rewards
C) rules
D) incentives
Q2) Contemporary approaches to strategic control rely primarily on
A) feedback controls.
B) single-loop learning.
C) double-loop learning.
D) comparative learning.
Q3) In the contemporary approach to strategic control,adapting to and anticipating both internal and external environmental change is an integral part.The relationships between ________,________,and ________ are highly interactive.
A) change; leadership; control
B) strategy formulation; leadership; control
C) strategy formulation; implementation; control
D) strategic information; organizational behavior; implementation
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Page 11
Chapter 10: Creating Effective Organizational Designs
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86 Verified Questions
86 Flashcards
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Sample Questions
Q1) A matrix organizational structure is characterized by a combination of the ________ structure and ________ structure.
A) functional; divisional
B) simple; functional
C) simple; divisional
D) holding-company; divisional
Q2) What is the name of the practice that many modular organization use to grow?
A) operational effectiveness
B) outsourcing
C) strategic leveraging
D) strategic enabling
Q3) As illustrated in the opening case for Chapter 10,Boeing lost a lot of control and,therefore,incurred high operating costs for its build out of the 787 Dreamliner because it ________ design and manufacturing.
A) on-shored
B) internalized
C) outsourced
D) internationalized
Q4) What is organizational structure and why is it important?
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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) There can be a high-integrity organization without high-integrity individuals.
A)True
B)False
Q2) Which of the following are used to evaluate whether a manager is acting in an ethical manner?
A) bonuses and penalties
B) job descriptions
C) assessment and penalties
D) reward and evaluation systems
Q3) Choose the best answer: Leaders play a key role in developing and sustaining organization
A) the status quo.
B) culture.
C) reporting relationships.
D) rules and regulations.
Q4) If leaders do not believe in the ethical standards that they are trying to inspire,they will not be effective as good role models.
A)True
B)False
Q5) What is the difference between individual ethics and organizational ethics?
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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) What are new venture groups? What purpose do they serve? Are they more than a typical R&D department? Explain.
Q2) 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
Q3) For innovation team members to work enthusiastically on innovation projects,it is important to separate the performance of individual team members from the performance of the innovation itself.
A)True
B)False
Q4) Which of the following do corporate business incubators typically not provide?
A) physical space
B) mentoring
C) funding
D) student interns
Page 14
Q5) Explain why the seeds versus weeds dilemma is important.
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