Strategic Management
Exam Answer Key
Course Introduction
Strategic Management focuses on the formulation, implementation, and evaluation of organizational strategies to achieve long-term goals and maintain competitive advantage. This course explores fundamental concepts such as environmental analysis, strategic planning, resource allocation, and performance measurement. Students will analyze real-world case studies to develop critical thinking and decision-making skills, learning how to assess both internal capabilities and external market conditions. Emphasis is placed on strategic leadership, innovation, and the ethical implications of strategic choices in a rapidly changing global environment.
Recommended Textbook
Organizational Behavior Managing People and Organizations 11th Edition by Ricky
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Page 2
W. Griffin
Chapter 1: An Overview of Organizational Behavior
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Sample Questions
Q1) Even though humans behave in organizations, such conduct occurs independently of the environment.
A)True
B)False
Answer: False
Q2) Figurehead, leader, and liaison are all decision-making roles that a manager can perform in an organization.
A)True
B)False
Answer: False
Q3) Which of the following is NOT a basic managerial function?
A)Organizing
B)Planning
C)Controlling
D)Leading
E)Informing
Answer: E
Q4) Resolving a dispute between employees would be part of the __________ role.
Answer: disturbance handler
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Chapter 2: The Changing Environment of Organizations
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Sample Questions
Q1) Kenyatta lives in a society where the focus is on the future, and where persistence and thrift are valued. Kenyatta's culture has a(n) _________ orientation.
Answer: long-term
Q2) Communication and transportation advances are responsible for some of the growth of international business.
A)True
B)False
Answer: True
Q3) Which of the following represent the most significant source of change impacting many organizations today?
A)Increasing cultural change
B)Declining corporate governance
C)Increasing globalization
D)Stronger drive for a consistent business ethics across organizations
E)Declining legislative power
Answer: C
Q4) Orientation to authority is the extent to which people accept as normal an unequal distribution of ________.
Answer: power
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Chapter 3: Foundations of Individual Behavior
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Sample Questions
Q1) Person-job fit is the extent to which the contributions made by the individual match the inducements offered by the organization.
A)True
B)False
Answer: True
Q2) ____ usually requires an organization to hire a substitute to perform work for an employee.
A)Absenteeism
B)Perceptual attitude
C)Turnover
D)Performance behavior
E)Workplace behavior
Answer: A
Q3) __________ is the degree to which a person believes that he or she can perform a specific task effectively.
Answer: Self-efficacy
Q4) Because Mike is overqualified for his current job, his _______ fit is not ideal. Answer: person-job
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Page 5
Chapter 4: Motivation in Organizations
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Sample Questions
Q1) One ethical criticism of OB modification is that it involves _________.
Q2) Define, discuss, and provide examples of the needs for achievement, affiliation, and power. Be specific with the examples provided.
Q3) The highest need in Maslow's hierarchy is the need for __________.
Q4) According to the dual-structure theory of motivation, all of these are hygiene factors EXCEPT:
A)working conditions.
B)supervision.
C)company policies.
D)the work itself.
E)interpersonal relationships.
Q5) In a(n) ___________ schedule, behavior is reinforced according to some predetermined, constant schedule based on time.
Q6) According to Maslow, esteem needs involve realizing our full potential. A)True B)False
Q7) Discuss the four types of reinforcement, giving examples of each.
Q8) In order for social learning to work, an employee must possess the physical _________ to imitate the behavior.
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Chapter 5: Motivating Employee Performance Through Work
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Sample Questions
Q1) Job enlargement involves the process of horizontal job loading, meaning that A)the employee is assigned more tasks to perform.
B)the jobs are broken into small, component parts.
C)each employee is given a specialized task to perform.
D)the employee is assigned less monotonous and routine tasks.
E)the employee is assigned tasks with more responsibility.
Q2) Hackman and Oldham indicate that three critical psychological states are triggered by the characteristics of the job known as core ________.
Q3) Research has generally provided consistent support for the job characteristics theory, although performance has seldom been correlated with job characteristics. A)True
B)False
Q4) Research finds that Douglas McGregor was the chief proponent of job specialization. A)True B)False
Q5) Describe, discuss, and give examples of and the pros and cons of job rotation.
Q6) ________ gives employees more personal control over the hours they work each day.
Page 7
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Chapter 6: Motivating Employee Performance Through Rewards
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Sample Questions
Q1) The courts and Equal Employment Opportunity guidelines have mandated that performance measurements be based on
A)age and sex.
B)race and national origin.
C)industry standards.
D)job-related criteria.
E)competitive benchmarks.
Q2) Goal difficulty is the clarity and precision of a goal.
A)True
B)False
Q3) Comparing people's _____________ performances with their goals can be an effective way to monitor the organization's long-run goals.
Q4) A performance management system in which people receive performance feedback from those on all sides of them in the organization refers to A)360-degree feedback.
B)traditional evaluations systems.
C)single rater objective performance feedback.
D)personal comments system.
E)rolling feedback system.
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Chapter 7: Managing Stress and the Work-Life Balance
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Sample Questions
Q1) People with hardy personalities are more likely to suffer illness under high levels of stress because they accept too much responsibility at work.
A)True
B)False
Q2) Trade-offs between extreme demands are usually needed when balancing work-life linkages.
A)True
B)False
Q3) Which of these defines stressors?
A)Stress on the job
B)The result of mismanagement
C)Stress that accompanies negative events
D)Anything that induce stress
E)Situations that should be avoided
Q4) A desirable objective is to achieve a(n) ______ degree of workload-related stress.
Q5) The first stage, when a person first encounters a stressor, is called alarm.
A)True
B)False
Q6) Life change and life trauma are the two categories of life ______.
Page 9
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Chapter 8: Decision Making and Problem Solving
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Sample Questions
Q1) Contingency plans are alternative actions that can be taken if the primary course of action is disrupted or rendered inappropriate.
A)True
B)False
Q2) Under a condition of ______, little information about the outcomes is available, but the decision maker is able to estimate the probability of occurrence of each alternative.
A)certainty
B)estimation
C)risk
D)uncertainty
E)rationalization
Q3) Research finds that decision rules are used to make programmed decisions.
A)True
B)False
Q4) In general, ______ for managers may center on direct personal gain, indirect personal gain, or simple personal preferences.
Q5) The ______ of decision recurrence can help determine whether the decision is programmed or nonprogrammed.
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Chapter 9: Foundations of Interpersonal and Group Behavior
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Sample Questions
Q1) A group is homogeneous if
A)members are similar in one or several ways that are critical to the work of the group.
B)the group is highly productive.
C)two or more people interact with and influence each other.
D)men and women are represented equally in the group.
E)the organization allows the group a high degree of autonomy.
Q2) A(n) _________ group is created to solve a particular problem and is relatively temporary.
Q3) The size or number of people that constitute a group is
A)ten or more.
B)limited to fifteen.
C)fewer than two people.
D)limited to ten.
E)two or more.
Q4) Describe, discuss, and give examples of the four purposes that group norms serve in an organization.
Q5) Cohesiveness, leadership promotion of their preferred solution, and insulation of the group from experts' opinions are all symptoms of _________.
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Chapter 10: Using Teams in Organizations
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Sample Questions
Q1) Tightly formed teams may become overconfident and reduce their communication with other teams in the organization.
A)True
B)False
Q2) Which of these are small groups of employees from the same work area who meet regularly to discuss and recommend solutions to workplace problems?
A)Quality circle
B)Product development team
C)Management team
D)Skills team
E)Work team
Q3) Which of these is NOT a benefit of teams in organizations?
A)Enhanced performance
B)Employee benefits
C)Organizational enhancements
D)Reduced costs
E)Enhanced competition
Q4) Describe the process by which organizations can move from leader-centered teams to self-managing teams.
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Chapter 11: Communication in Organizations
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Sample
Questions
Q1) International communication is closely related to issues of coordination. One key coordination factor is
A)time differences across the two countries.
B)informal lines of communication.
C)organizational standards.
D)the source credibility.
E)the intentions of the receiver.
Q2) Which of these is the feedback portion of communication that enables a receiver to indicate receipt and understanding of a message?
A)Tele-simplex
B)Response key
C)Grapevine
D)Transmission
E)Verification
Q3) Which of these defines communication?
A)A technical process that involves the transmission of data
B)A social process that involves information exchange
C)One person talking to another
D)Organizational memos
E)Gathering meaning to gain a strategic advantage
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Chapter 12: Traditional Models for Understanding Leadership
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Sample Questions
Q1) The LPC theory attempts to explain and reconcile both the leader's _______ and the complexities of the _______.
Q2) According to your text, what was the failure of the behavioral approach to studying leadership?
A)It did not move the field beyond the traditional trait theory approach.
B)It was too complicated for practical use.
C)The results of related studies were inconsistent.
D)It tended to specify a set of leader behaviors that would lead to effectiveness in all situations.
E)It only identified important leader behaviors.
Q3) According to path-goal theory, ____ leadership involves setting challenging goals, expecting subordinates to perform at their highest level, and showing strong confidence that subordinates will put forth effort and accomplish the goals.
A)participative
B)achievement-oriented
C)supportive
D)directive
E)cooperative
Q4) Although related, ______ and leadership are not identical.
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Chapter 13: Contemporary Views of Leadership in Organizations
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Sample Questions
Q1) _______ is a form of interpersonal attraction that inspires support and acceptance.
Q2) When a charismatic leader steps down, which of the following challenges will his or her successor likely face?
A)Raising profit levels from an all-time low
B)Recruiting workers who left under the prior leader
C)Measuring up to the legacy of the prior leader
D)Setting a vision for the organization
E)Eliminating the "loose" management culture left behind
Q3) Leadership attributions hold that
A)our own behavior with regard to that person.
B)the actual capacity of the person to behave like a leader.
C)the ethical culture of the organization.
D)when behaviors are observed in a context associated with leadership, others may attribute varying levels of leadership ability or power to the person displaying those behaviors.
E)the actual capacity of the person to behave like a leader and the ethical culture of the organization.
Q4) _______ leadership is most similar to management.
Q5) ______ seem to be more autocratic when they make decisions.
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Chapter 14: Power, Politics, and Organizational Justice
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Sample Questions
Q1) In most cases expert power tends to follow exact lines of authority.
A)True
B)False
Q2) Reward power is limited to material rewards such as pay or work assignments.
A)True
B)False
Q3) ____ power exists when a person has the ability to punish or harm someone else.
A)Legitimate
B)Reward
C)Coercive
D)Expert
E)Referent
Q4) Informational justice relates to the degree of fairness people see in how they are treated by others in their organization.
A)True
B)False
Q5) The threat to transfer someone to a branch office in an undesirable location can be interpreted as a form of ________ power.
Q6) Describe, discuss and give examples of the effective use of personal power.
Page 16
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Chapter 15: Conflict and Negotiation in Organizations
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Sample Questions
Q1) Task conflict in organizations is based on differing goals and the content of work.
A)True
B)False
Q2) ______ is the process in which two or more parties reach agreement on an issue even though they have different preferences regarding that issue.
Q3) Excessively competitive employees will not generally continue to have conflict after the "competition" is over.
A)True
B)False
Q4) _______ is a process resulting in the perceptions of two parties that they are working in opposition to each other in ways that result in feelings of discomfort or animosity.
Q5) Describe a situation in which manager would need to resolve conflict in their organizations. Outline some structural techniques managers can use to do this.
Q6) Conflict between a manufacturer and the Occupational Safety and Health Administration (OSHA) is an example of conflict between and organization and _______.
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Page 17
Chapter 17: Organization Design
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Sample Questions
Q1) The benefits of a matrix organization include all of the following EXCEPT:
A)it is flexible.
B)it can provide coordinated responses to pressures.
C)power struggles may occur.
D)it improves project coordination.
E)it improves communication.
Q2) People in an organization's task environment includes all of these EXCEPT
A)employees.
B)suppliers.
C)customers.
D)donors.
E)shareholders.
Q3) In contrast to universal approaches to organization design, contingency approaches
A)are dependent on the skills of employees.
B)have eliminated the debate about organizational strategy and structure.
C)prescribe "one best way" to structure the organization.
D)are less applicable to modern organizations.
E)suggest that organizational outcomes can be achieved in several ways.
Q4) Large-batch production is also known as _______ production.
Page 18
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Chapter 18: Organization Culture
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Sample Questions
Q1) Like Ouchi, Peters and Waterman believe successful firms recognize that their most important assets are their A)strategies.
B)products.
C)people.
D)services.
E)competitive weapons.
Q2) Anthropologists frequently adopt the "native's point of view" when studying culture.
A)True
B)False
Q3) _______ are the values that employees need to have and act on for the organization to act on the strategic values.
Q4) There is significant agreement about how to define organization culture. A)True
B)False
Q5) Research on organization culture exploded onto the OB scene in the early _____.
Q6) Research suggests that organization culture is understood and communicated through the use of ______ and other ______ means.
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Chapter 19: Organization Change and Development
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Sample Questions
Q1) Problems related to resistance, control, and power can be overcome by broad participation in planning the change.
A)True
B)False
Q2) All of the following statements about change are true EXCEPT:
A)an organization may resist change.
B)change is inevitable.
C)an organization may promote change.
D)resistance to change is inevitable.
E)resistance to change should be eliminated.
Q3) Groups that are satisfied with current resource allocation methods may resist any change they believe will threaten future allocations.
A)True
B)False
Q4) A change in the organization may threaten the specialized expertise that individuals and groups have developed over the years.
A)True
B)False
Q5) Resistance to change may arise from several ______ and organizational sources.
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