Organizational Strategy Pre-Test
Questions
Course Introduction
Organizational Strategy is a course that explores the foundational concepts, frameworks, and processes used by organizations to formulate, implement, and evaluate strategies in a dynamic business environment. Students will analyze internal and external factors influencing organizational decision-making, including competitive forces, market trends, core competencies, and stakeholder interests. The course emphasizes strategic planning, resource allocation, and the alignment of business activities with long-term goals. Through case studies and practical applications, participants will develop the skills necessary to anticipate challenges, sustain competitive advantage, and drive organizational success in both local and global contexts.
Recommended Textbook
Strategic Management Creating Competitive Advantages 4th Edition by Gregory Dess
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12 Chapters
745 Verified Questions
745 Flashcards
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Chapter 1: Strategic Management: Creating Competitive Advantages
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56 Verified Questions
56 Flashcards
Source URL: https://quizplus.com/quiz/60690
Sample Questions
Q1) It is important for organizations to primarily focus on financial objectives and be less concerned about other objectives and goals.
A)True
B)False
Answer: False
Q2) Leadership is a necessary (but not sufficient)condition for organizational success.Leaders should emerge at which level(s)of an organization?
A) Only at the top
B) In the middle
C) Throughout the organization
D) Only during times of change
Answer: C
Q3) Although vision statements vary from organization to organization,vision statements are intended to motivate and inspire employees to work toward a general goal.
A)True
B)False
Answer: True
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Page 3
Chapter 2: Analyzing the External Environment of the Firm
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70 Verified Questions
70 Flashcards
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Sample Questions
Q1) Rivalry between the firms Air Canada and WestJet
A) is characterized as distractive.
B) includes allegations that Air Canada set up a screen-scraper program to automatically lift data.
C) includes allegations that Westjet sent investigators to pilfer an Air Canada Executive's garbage looking for data.
D) is an example of a low level of competitive rivalry.
Answer: A
Q2) A supplier group would be most powerful when there is/are
A) many suppliers.
B) few substitute products.
C) low differentiation of products supplied.
D) high threat of backward integration by the buyers.
Answer: B
Q3) Discuss and provide examples of factors that would lead to greater buyer power.
Answer: Buyer power is high when,the buyer is the main customer of the supplier,the product is standard or undifferentiated,there are high switching costs for the seller there is a credible threat of backward integration.
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4
Chapter 3: Assessing the Internal Environment of the Firm
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67 Verified Questions
67 Flashcards
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Sample Questions
Q1) A primary benefit of the "balanced scorecard" is that it complements financial indicators with operational measures of customer satisfaction,internal processes,and the organization's innovation and improvement activities.
A)True
B)False Answer: True
Q2) Establishing a customer service hotline to handle customer complaints would be considered a primary activity in value chain analysis.
A)True
B)False Answer: True
Q3) Customer service would include
A) product promotion.
B) product distribution.
C) parts supply.
D) procurement of critical supplies. Answer: C
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Chapter 4: Recognizing a Firms Intellectual Assets: Moving
Beyond a Firms Tangible Resources
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Sample Questions
Q1) Attracting and retaining human capital is a challenge for many firms today.Firms experiencing high turnover should A) focus on increased recruiting.
B) decrease money spent on human capital.
C) make their work environment less stimulating.
D) adopt effective retention strategies.
Q2) Discuss the attributes of human capital.Give examples of how firms work to develop and retain it.
Q3) Attracting top talent is a challenge for many organizations.In today's economy,knowledge workers typically have multiple possible employment opportunities. A)True
B)False
Q4) One possible negative outcome of building social capital in an organization is "groupthink"-a tendency not to question shared beliefs. A)True
B)False
Q5) Describe the process of "hiring via personal networks".
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Chapter 5: Business-Level Strategy: Creating and Sustaining Competitive Advantages
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54 Verified Questions
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Sample Questions
Q1) An important pitfall of an integrated overall cost leadership and differentiation strategy is that firms may fail to implement either one and become "stuck-in-the-middle."
A)True
B)False
Q2) Creating a niche by differentiating one's product or service often allows small firms to compete successfully with market leaders.
A)True
B)False
Q3) High product differentiation is generally accompanied by A) higher market share.
B) decreased emphasis on competition based on price.
C) higher profit margins and lower costs.
D) significant economies of scale.
Q4) The case of Cott beverages explains how this company
A) employed a poor strategy.
B) failed to secure a long-term agreement with RC Cola.
C) faced high marketing and distribution costs by adopting the retailer's brand.
D) built success from selling private label products to Loblaw.
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Chapter 6: Corporate-Level Strategy: Creating Value Through Diversification
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60 Verified Questions
60 Flashcards
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Sample Questions
Q1) When Rogers acquired Microcell,the clients of Fido,Microcell's brand name
A) costs and associated expenses increased with expanded overhead and capital expenditures.
B) instantly gained broader market coverage and better reception for their phones.
C) problems developed with unbalanced capacities along the value chain.
D) additional administrative costs associated with managing a more complex set of activities increased.
Q2) When using the BCG matrix,a business that currently holds a large market share in a rapidly growing market and that has minimal or negative cash flow would be known as a
A) cow.
B) dog.
C) problem child.
D) star.
Q3) Summarize the disadvantages of mergers and acquisitions as a means of diversification.
Q4) Upon the acquisition of Microcell,Rogers was able to immediately obtain savings. A)True B)False
8
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Chapter 7: International Strategy: Creating Value in Global Markets
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64 Verified Questions
64 Flashcards
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Sample Questions
Q1) With regard to "factor conditions," the pool of resources that a firm (or nation)has is much more important than the speed and efficiency with which these resources are deployed.
A)True
B)False
Q2) Explain Michael Porter's "diamond of national advantage."
Q3) An advantage of international expansion is that it can enable a firm to optimize the location of every activity in its value chain.
A)True
B)False
Q4) The need to attain economies of scale encourages multinational firms to operate under a multidomestic strategy.
A)True
B)False
Q5) Prior to Molson's investment in Brazil,they had merged with Carling O'Keefe-this merger did not yield significant accomplishments.
A)True
B)False
Q6) What are some of the primary benefits of transnational strategies?
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Chapter 8: Entrepreneurial Strategy and Competitive Dynamics
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59 Verified Questions
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Sample Questions
Q1) During the introductory stage of an industry's life cycle research and development is a key activity.
A)True
B)False
Q2) Which of the following is not a tactic that falls within the piecemeal productivity improvements turnaround strategy?
A) speeding up collection of receivables.
B) improving business processes by re-engineering them.
C) reducing R&D and marketing expenses.
D) increasing capacity utilization.
Q3) In general,the industry lifecycle implies an evolutionary change and gradual progression from one stage to the next.
A)True
B)False
Q4) The least potent forces for industry change are technology and innovation.
A)True
B)False
Q5) Explain the "action-response" processes that create competitive dynamics within an industry.
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Chapter 9: Strategic Control and Corporate Governance
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Sample Questions
Q1) The strategic business unit (SBU)and holding company structure are variants of the functional form of structure.
A)True
B)False
Q2) A simple organizational structure may lead to problems such as unclear boundaries of authority and few career advancement options.
A)True
B)False
Q3) Which of the following is not a strategic risk of outsourcing?
A) loss of critical skills
B) loss of cross-functional skills
C) loss of control over a supplier
D) loss of non-vital functions
Q4) Describe the attributes of a simple organizational structure.What are the advantages and disadvantages associated with using the simple organizational form?
Q5) An ambidextrous organization achieves both adaptability and alignment.
A)True
B)False
Q6) Explain why there is no "one best way" to design strategic rewards systems.
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Chapter 10: Creating Effective Organizational Designs
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Sample Questions
Q1) Sales quotas,operating budgets,and production schedules are examples of "traditional" controls.
A)True
B)False
Q2) Feedback-based control systems measure outcomes and serve as a guide to corrective action.
A)True B)False
Q3) What are the three key means to align the interests of owners (shareholders)and managers in a corporation?
Q4) For firms competing in highly unstable and turbulent industries,"traditional" strategic controls are most appropriate.
A)True
B)False
Q5) Different functional areas within an organization often have different reward systems.
A)True B)False
Q6) What are the four characteristics of effective contemporary control systems?
Page 12
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Chapter 11: Strategic Leadership: Creating a Learning
Organization and an Ethical Organization
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64 Verified Questions
64 Flashcards
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Sample Questions
Q1) Coercive power is the power exercised by use of fear of punishment for errors of either omission or commission by employees.
A)True
B)False
Q2) Discuss why corporate social responsibility ought to influence managerial thinking and strategic decision making.
Q3) Vancouver City Savings and Credit Union is Canada's largest credit union.
A)True
B)False
Q4) The bottom-up perspective of empowerment
A) clarifies the organization's values and mission.
B) builds teams to encourage cooperative behaviour.
C) communicates specific plans.
D) encourages employees to ask permission rather than forgiveness.
Q5) All of the following statements about ethical organizations are true except
A) the potential benefits of an ethical organization are few but direct.
B) ethical values shape the search for opportunities.
C) organizational ethics define what a company is and what it stands for.
D) ethics provide a common frame of reference that serves as a unifying force.
Q6) What is the leader's role in establishing an ethical organization? Page 13
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Page 14
Chapter 12: Managing Innovation and Fostering Corporate Entrepreneurship
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55 Verified Questions
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Sample Questions
Q1) Outline the opportunity process and discuss the qualities necessary for an opportunity to become viable.
Q2) Which of the following is not one of the characteristics of good opportunities?
A) Attractive
B) Achievable
C) Value creating
D) Opportunism
Q3) What is meant by the terms "radical" innovation and "incremental" innovation? Provide example of each.
Q4) A venture opportunity may be justified regardless of whether or not it is attractive in the marketplace.
A)True
B)False
Q5) According to the text,firms that want to enhance their entrepreneurial position by being competitively aggressive should A) enter markets with drastically lower prices. B) foster creativity and experimentation.
C) continuously seek out new products or services.
D) research risk factors to minimize uncertainty.
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