Strategic Management
Chapter Exam Questions
Course Introduction
Strategic Management is a comprehensive course that explores the formulation, implementation, and evaluation of cross-functional decisions that enable organizations to achieve their long-term objectives. The course covers key concepts such as competitive analysis, strategy formulation, industry dynamics, corporate governance, and sustainable advantage. Through the integration of case studies, theoretical frameworks, and practical tools, students learn to assess internal and external environments, develop strategic plans, and manage change. The course prepares students to think critically and act decisively in dynamic business landscapes, equipping them with the skills necessary for effective strategic leadership and organizational success.
Recommended Textbook
Fundamentals of Management 8th Edition by
Ricky Griffin
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Page 2
Chapter 1: Understanding the Managers Job
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Q1) Improving the quality of products and services tends to increase _____.
A) inertia
B) entropy
C) latency
D) productivity
E) divestment
Answer: D
Q2) Which of the following statements is true in the context of contemporary management trends?
A) More and more organizations are using quality as a basis for competition.
B) The service sector of the economy has steadily declined.
C) Younger people entering the workforce over the past 20 to 30 years are more devoted to work and more willing to adapt.
D) The emphasis on business ethics has declined.
E) The emphasis on management of diversity has declined.
Answer: A
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Page 3
Chapter 2: The Environment of Organizations and Managers
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Q1) Which of the following actions represents an attempt to manage social responsibility through ethical compliance?
A) Requiring top financial managers to ensure compliance with securities and banking regulations
B) Donating money to fund the performing arts
C) Creating a committee to review proposals concerning selection and promotion
D) Consulting the legal department regarding the requirements of a particular law
E) Making human resource managers responsible for complying with the Equal Employment Opportunity Commission (EEOC) standards
Answer: C
Q2) Competitors
A)General environment
B)Internal environment
C)Task environment
Answer: C
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Page 4
Chapter 3: Planning and Strategic Management
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Q1) A(n) _____ is a single-use plan for a large set of activities. It might consist of identifying procedures for introducing a new product line, opening a new facility, or changing the organization's mission.
A) policy
B) entropy
C) regulation
D) project
E) program
Answer: E
Q2) The top managers of Dietizza, a large low-fat pizza chain, plan to increase the profitability of all its outlets by 15 percent in a period of two years. This is a(n) _____ goal.
A) tactical
B) operational
C) nonspecific
D) divestiture
E) strategic
Answer: E
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Page 5
Chapter 4: Managing Decision Making
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Q1) Bounded rationality is assumed in the _____ model of decision making.
A) administrative
B) rational
C) classical
D) groupthink
E) irrational
Q2) The Delphi group technique is a group decision-making technique in which:
A) the members are involved in extensive discussions with each other.
B) the opinions of group member are combined and averaged.
C) the daily operational problems of an organization are addressed.
D) the members are most likely to indulge in groupthink.
E) the members are most likely to be first-line employees belonging to the same department.
Q3) According to the administrative model, decision makers:
A) use incomplete and imperfect information.
B) are never constrained by bounded rationality.
C) tend to avoid satisficing when making decisions.
D) are not limited by their values and unconscious reflexes while making decisions.
E) always act in the best interests of their organizations.
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Page 6
Chapter 5: Entrepreneurship and New Venture Management
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Q1) Jason has started a restaurant of his own. He makes all the major operational decisions and is completely liable for the profits and losses the restaurant makes. Jason is most likely to be a(n):
A) SCORE volunteer.
B) first-line manager.
C) angel investor.
D) venture capitalist.
E) entrepreneur.
Q2) A wholesale business buys products from producers and then sells them to _____.
A) other manufacturers
B) retailers
C) end-users
D) customers
E) government regulators
Q3) Which of the following is an advantage of buying an existing business?
A) Established supplier relationships
B) Increased customer loyalty
C) Freedom to choose locations
D) Opportunity to develop new inventories
E) Minimal production costs
Page 7
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Chapter 6: Organization Structure and Design
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Q1) A(n) _____ is a model of organization design based on a legitimate and formal system of authority.
A) adhocracy
B) bureaucracy
C) entropy
D) autocracy
E) theocracy
Q2) Which of the following statements is true about organic organizations?
A) They are similar to bureaucracies.
B) They are formal and rigid.
C) They have centralized authority.
D) They operate in unstable environments.
E) They have an inflexible organizational design.
Q3) _____ represents the lowest level of interdependence.
A) Pooled interdependence
B) Reciprocal interdependence
C) Sequential interdependence
D) Synergetic interdependence
E) Structural interdependence
Q4) _____ is the extent to which an organization is broken down into subunits.
Page 8
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Chapter 7: Organization Change and Innovation
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Q1) Which of the following forces for change is present in the task environment of an organization?
A) Prices at which suppliers sell raw materials
B) The number of employees in the organization
C) Political changes in the country in which the organization operates
D) Overhead production costs of the organization
E) Availability of resources in the organization
Q2) Focuses on improving interdependent group relationships
A)Diagnostic activities
B)Intergroup activities
C)Process consultation
D)Team building
E)Survey feedback
Q3) _____ is a common platform for changing business processes.
A) Enterprise resource planning
B) Entropy
C) Reverse engineering
D) Contingency planning
E) Synergy
Q4) The first stage in the organizational innovation process is _____.
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Chapter 8: Managing Human Resources in Organizations
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Q1) A performance appraisal system in which managers are evaluated by everyone around them-their boss, their peers, and their subordinates is known as _____.
A) employment at will
B) 360-degree feedback
C) source monitoring
D) job evaluation
E) job specialization
Q2) Ken is a newly hired police officer. He has been asked to spend a workday with a more experienced officer to learn about paperwork, how to handle accident scenes, how to interact with people, and other duties that he will be expected to perform. Which of the following concepts is illustrated in the scenario?
A) Performance appraisal
B) The assessment center method
C) Training manuals
D) On-the-job training
E) The lecture method
Q3) _____ are employees whose contributions to an organization are based on what they know.
Q4) Define recruiting. Discuss internal and external recruiting.
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Chapter 9: Basic Elements of Individual Behavior in Organizations
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Q1) Fred has seen some movies depicting wars that took place in Iraq-all directed by women-which were so inaccurate that he refuses to see another war movie. Fred assumes that women are incapable of creating war movies. Fred's assumptions are an example of _____.
A) stereotyping
B) conscientiousness
C) extraversion
D) introversion
E) authoritarianism
Q2) Martha Sizemore, a senior analyst at BigWorks Inc., remains calm and poised in spite of being scrutinized for the errors made by her subordinates. Her ways of handling stress portray that Martha has _____.
A) the ability to think divergently
B) a Type B personality
C) an authoritarian personality
D) a personality low in neuroticism
E) a highly conscientious personality
Q3) _____ refers to a person's ability to manage multiple tasks and to consistently meet deadlines.
Q4) Explain the process of selective perception with an example.
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Chapter 10: Managing Employee Motivation and Performance
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Sample Questions
Q1) _____ are consequences of behaviors in an organizational setting, usually rewards.
A) Performance
B) Valences
C) Outcomes
D) Need deficiencies
E) Commitments
Q2) Working a full forty-hour week in fewer than the traditional five days is called as _____.
A) job sharing
B) flexitime
C) nine-eighty schedule
D) compressed work schedule
E) flexible work schedule
Q3) Discuss the basic assumptions of expectancy theory.
Q4) Mark, the CEO of Transwire Inc., rewards his employees every year with a year-end bonus paycheck. This is an example of a(n) _____ reinforcement schedule.
Q5) According to the _____ theory, people view their outcomes and inputs as a ratio and then compare it to someone else's ratio.
Page 12
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Chapter 11: Leadership and Influence Processes
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Q1) _____ power is primarily based on identification, imitation, loyalty, or charisma.
A) Referent
B) Legitimate
C) Coercive
D) Reward
E) Expert
Q2) Going along with someone to build bargaining power for yourself later
A)Coercion
B)Creating an obligation
C)Inducement
D)Persuasion
Q3) The Ohio State researchers found that employees of supervisors who ranked high on _____ were high performers but expressed low levels of satisfaction and had a higher absence rate.
A) concern for people
B) consideration
C) initiating structure
D) employee-centered leader behavior
E) task-oriented leadership behavior
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Page 13
Chapter 12: Communication in Organizations
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Sample Questions
Q1) A marketer for a motion picture company is determining when to release a movie to gain maximum exposure and viewers. The marketer needs to use a(n) _____ system which has detailed information about the seasons during which theaters receive the most number of viewers.
A) transaction-processing
B) decision support
C) artificial intelligence
D) management information
E) intranet
Q2) When is a cluster chain likely to occur?
A) When one person gathers information from many sources
B) When many people spread a message to few people using the formal network
C) When many people tell a message to a few people
D) When one person sends a message through the formal network of communication
E) When one person spreads a message to many other people
Q3) Discuss the organizational barriers to communication.
Q4) Compare and contrast oral and written communication.
Q5) A drawback to _____ communication is that the receiver might forget part of the message.
Page 14
Q6) Wi-Fi technology is further extending the impact of _____ technology.
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Chapter 13: Managing Work Groups and Teams
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Q1) In the last quarter, Michael's group has achieved higher sales than any other sales group in the corporation.
A)Group cohesiveness will increase
B)Group cohesiveness will decrease
C)Group cohesiveness will remain unchanged
Q2) Which of the following is a characteristic of a functional group in an organization?
A) It is a permanent group.
B) It has purposes that are not aligned to organizational goals.
C) It exists for a specified time horizon.
D) It is composed of people from remote work sites.
E) It consists solely of knowledge workers.
Q3) Which of the following is true of group or team cohesiveness?
A) Cohesiveness tends to decline as a group increases in size.
B) As a team becomes more cohesive, its members stop conforming to norms.
C) Intragroup competition increases cohesiveness.
D) Intergroup competition reduces cohesiveness.
E) Team performance is independent of cohesiveness.
Q4) Discuss the cognitive approach to negotiation.
Q5) _____ is the last stage of group or team development.
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Chapter 14: Basic Elements of Control
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Q1) _____ control is the form of operations control that tends to be used most often.
A) Human resources
B) Financial
C) Screening
D) Postaction
E) Preliminary
Q2) Which of the following ratios assesses the ease with which an organization's assets can be converted into cash?
A) Liquidity ratio
B) Profitability ratio
C) Debt ratio
D) Operating ratio
E) Coverage ratio
Q3) Southwest Airlines encourages attendants to make up a pre-flight routine that is humorous, personalized, and non-routine. This approach suggests that Southwest uses a(n) _____ structural control system.
Q4) A control system that provides information as often as is necessary is said to possess _____.
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Chapter 15: Managing Operations, Quality, and Productivity
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Q1) Performance is the dimension of quality that refers to:
A) a product's primary operating characteristic.
B) the degree to which a product's design and operating characteristics meet established standards.
C) a probability of not malfunctioning during a specified period.
D) a measure of product life.
E) the speed and ease of repair.
Q2) During the 1970s in the United States, manufacturing entered a long period of decline. Which of the following is the primary reason for this decline?
A) Modernization of plants
B) Rise in unemployment
C) Growth in the service sector
D) Foreign competition
E) Recession
Q3) Differentiate between product, process, and fixed-position layouts. Give an example of each layout.
Q4) _____ is the set of managerial activities used by an organization to transform resource inputs into products and services.
Q5) _____ relies on feedback, information, sensors, and a control mechanism.
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