Strategic Management Exam
Bank
Course Introduction
Strategic Management explores the formulation, implementation, and evaluation of strategies that organizations use to achieve long-term success and competitive advantage. The course delves into essential concepts such as external and internal analysis, business-level and corporate-level strategy, and the role of leadership and ethics in decision-making. Students will learn to assess complex business environments, identify strategic opportunities and threats, and develop plans that align organizational resources with goals. Real-world case studies and practical frameworks are used to understand the dynamics of industries and the ever-changing global marketplace, equipping students with the skills needed to craft and execute effective strategies in a variety of organizational settings.
Recommended Textbook
Organizational Behavior Improving Performance 4th Edition by Jason Colquitt
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16 Chapters
1871 Verified Questions
1871 Flashcards
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Page 2
Chapter 1: What Is Organizational Behavior
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103 Verified Questions
103 Flashcards
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Sample Questions
Q1) Evidence-based management is a perspective that argues that scientific findings should not form the foundation for management education.
A)True
B)False
Answer: False
Q2) The Container Store, a retailer based out of Texas, is considering a performance based incentive system for its employees. This is an example of motivation.
A)True
B)False
Answer: True
Q3) Analyses are written predictions that specify relationships between variables. A)True
B)False
Answer: False
Q4) Big decisions are visible to competitors and observable by industry experts. A)True
B)False
Answer: True
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Chapter 2: Job Performance
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116 Verified Questions
116 Flashcards
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Sample Questions
Q1) Which of the following is a serious organizational counterproductive behavior?
A)Incivility
B)Wasting resources
C)Gossiping
D)Sabotage
E)Substance abuse
Answer: D
Q2) Managers know what behaviors to emphasize in training programs and to assess when doing performance evaluations by referring to a ______.
A)job analysis
B)performance contract
C)cultural evaluation
D)organizational chart
E)structural analysis
Answer: A
Q3) Interpersonal citizenship behavior is not important when employees work in small groups or teams.
A)True
B)False
Answer: False
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Chapter 3: Organizational Commitment
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111 Verified Questions
111 Flashcards
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Sample Questions
Q1) Missing meetings is a form of _____ withdrawal.
A)psychological
B)physical
C)cultural
D)community
E)social
Answer: B
Q2) Normative commitment from employees can result from all of these EXCEPT:
A)personal work principles of employees.
B)organizational socialization.
C)creating a feeling that the employee is in the organization's debt.
D)increasing the organization's charitable activities.
E)implementing a matrix structure in the organization.
Answer: E
Q3) Embeddedness summarizes a person's links to the organization and the community, his/her sense of fit with that organization and community, and what he/she would have to sacrifice for a job change.
A)True
B)False
Answer: True
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Chapter 4: Job Satisfaction
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114 Verified Questions
114 Flashcards
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Sample Questions
Q1) The Value-Precept Theory utilizes three critical psychological states to measure job satisfaction.
A)True
B)False
Q2) Which of the following combinations is most likely to result in flow?
A)High skills and high challenges
B)Low altruism and low identity
C)High altruism and high identity
D)Low activation and high pleasantness
E)High autonomy and low growth need
Q3) Having prestige, power over others, and fame are examples of work values related to _____.
A)altruism
B)pay
C)status
D)promotion
E)supervision
Q4) What employees actually do is captured by satisfaction with the work itself.
A)True
B)False
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Chapter 5: Stress
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111 Verified Questions
111 Flashcards
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Sample Questions
Q1) One way that organizations provide resources to employees is through training interventions aimed at increasing job-related competencies and skills.
A)True
B)False
Q2) Stressful demands that are perceived as obstructing progress toward personal accomplishments or goal attainment are called challenge stressors.
A)True
B)False
Q3) Tina is a highly ambitious graphic designer.She has a constant sense of urgency, and tends to be impatient with persons who do not live upto her sense of perfection.Her general activity level is very high, and she sets high standards for herself work-wise.She puts in much more effort into her work than other people do.What type of behavior pattern does she have? How would this influence her work? Are there any risks associated with her behavior pattern?
Q4) Stressors can cause gastrointestinal system problems.
A)True
B)False
Q5) What is a stress audit? Explain how to reduce stressors and strains.
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Chapter 6: Motivation
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110 Verified Questions
110 Flashcards
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Sample Questions
Q1) Explain how motivation relates to job performance and organizational commitment.Motivation relates to job performance and organizational commitment in the following ways:
Q2) Expectancy represents the belief that low performance is the outcome of high efforts.
A)True
B)False
Q3) The motivating force with the strongest performance effect is perception of equity.
A)True
B)False
Q4) Equity theory argues that you compare your ratio of outcomes and inputs to the ratio of some 'comparison other'.
A)True B)False
Q5) Merit pay represents the most common element of organizational compensation plans.
A)True B)False
Q6) Identify and explain the mathematical formula for expectancy theory.
Page 8
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Chapter 7: Trust, Justice, and Ethics
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Sample Questions
Q1) Efforts to improve the quality of life in the communities in which organizations work is typically an effort that comes under the citizenship component of corporate social responsibility.
A)True
B)False
Q2) It is argued that _____ represents a sort of "faith in human nature."
A)cognition-based trust
B)trust propensity
C)competence
D)ability
E)rational assessment
Q3) Descriptive ethics evolved with scholars in philosophy debating how people ought to act using various codes and principles.
A)True
B)False
Q4) Disposition-based trust guides us in the absence of data about a particular authority.
A)True
B)False
Q5) What is moral intensity? Briefly explain the factors that drive moral intensity.
Page 9
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Chapter 8: Learning and Decision Making
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Sample Questions
Q1) _____ refers to the process of generating and choosing from a set of alternatives to solve a problem.
A)Decision making
B)Learning
C)Intuition
D)Reinforcement
E)Conditioning
Q2) _____ knowledge is not easily communicated but could very well be the most important aspect of what we learn in organizations.
A)Book-based
B)Direct
C)Explicit
D)Tacit
E)Documented
Q3) To be a rational decision maker, one should do all of these EXCEPT:
A)boiling the problem down to something that is easily understood.
B)evaluating all the alternatives simultaneously.
C)using accurate information to evaluate alternatives.
D)picking the alternative that maximizes value.
E)developing an exhaustive list of alternatives to consider as solutions.
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Chapter 9: Personality and Cultural Values
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112 Flashcards
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Sample Questions
Q1) Neurotic people tend to:
A)strive for status.
B)be communion strivers.
C)hold an external locus of control.
D)exhibit enthusiastic and upbeat mood patterns.
E)be extroverts.
Q2) Agreeable people prioritize _____.
A)status striving
B)communion striving
C)accomplishment striving
D)attainment striving
E)power striving
Q3) In Hofstede's dimensions, a culture low on _____ tolerates ambiguous situations and values unusual ideas and behaviors.
A)collectivism
B)power distance
C)masculinity
D)uncertainty avoidance
E)short-term orientation
Q4) Describe the personality types from Holland's RIASEC model.
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Chapter 10: Ability
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Sample Questions
Q1) Emotional intelligence is a more important determinant of job performance for people with lower levels of cognitive intelligence.
A)True
B)False
Q2) Alice was recently hired by a detective agency at Ohio after rounds of pre-employment testing and interviews.The pre-employment testing showed that she had a high ability to gather information regarding crimes, filter the unwanted information, and finally draw the right conclusions to strengthen her case.From the scenario, we can say that the pre-employment tests have revealed that Alice is good at
A)verbal comprehension
B)spatial reasoning
C)visualization
D)quantitative reasoning
E)inductive reasoning
Q3) Written expression is the ability to understand written words and sentences.
A)True
B)False
Q4) Explain the effects of general cognitive ability on performance and commitment.
Q5) Identify and describe the four types of reasoning abilities.
Page 12
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Chapter 11: Teams: Characteristics and Diversity
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108 Flashcards
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Sample Questions
Q1) Jax loves working on the new product team! Everyone is so friendly, there is never any bitterness or conflict.Jax is sure they will come up with the most creative new product ever! Is Jax right? Why or why not?
A)Not necessarily.The team members may be so focused on creating harmony, they may endanger task accomplishment.
B)No.Absolutely not.Teams must have dissenters, questioners, and confrontational individuals in order to succeed.
C)Yes, of course! The absolute best makeup for a team is to have all members demonstrate high levels of agreeableness.
D)Maybe.As long as there are a majority of narcissists on the team.
E)Yes, but only if all the team members also demonstrate high levels of neuroticism.
Q2) A team consists of two or more people who work independently over some time period to accomplish common goals related to some task-oriented purpose.
A)True
B)False
Q3) Differentiate between surface-level diversity and deep-level diversity.
Q4) Write a short note on value in diversity problem-solving approach.
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Chapter 12: Teams: Processes and Communication
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Sample Questions
Q1) Leaders do a better job considering recommendations and making final decisions when they do it together with the team members.
A)True
B)False
Q2) Team states refer to the effectiveness of teams and the degree to which teams are capable of remaining together as ongoing entities.
A)True
B)False
Q3) Team potency is promoted in teams that have found success in the past.
A)True
B)False
Q4) Tran needs to increase his team's creativity. He calls them in to a meeting and tells them they are to shout out as many ideas as they can think of for a new project. No one is to analyze or criticize any ideas while this exercise is going on. Tran is using the brainstorming technique.
A)True
B)False
Q5) Define team process.Differentiate between process gain and process loss.
Q6) Distinguish between brainstorming and groupthink.
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Chapter 13: Leadership: Power and Negotiation
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149 Verified Questions
149 Flashcards
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Sample Questions
Q1) Which of the following is a suggested guideline for using coercive power?
A)Provide evidence that a proposal will be successful.
B)Avoid rash, careless, or inconsistent statements.
C)Provide ample warnings.
D)Listen seriously to a person's concerns and suggestions.
E)Act confidently and decisively in a crisis.
Q2) Which of the following involves a win-lose negotiation over a "fixed-pie" of resources?
A)Substitutability
B)Ingratiation
C)Distributive bargaining
D)Coalition building
E)Integrative bargaining
Q3) "Providing evidence that a proposal will be successful" is a suggested guideline for using _____ power.
A)coercive
B)legitimate
C)reward
D)referent
E)expert
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Chapter 14: Leadership: Styles and Behaviors
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Sample Questions
Q1) Robert has been newly appointed as the CEO of Textronics Inc.He is still learning how various departments function in the organization.Until he is able to gain sufficient knowledge and can suggest some changes, he relies on the suggestions and opinions of his team members and lets them do the things the way they are used to.He does not generally interfere in the decisions made by the employees but at times shares his past experiences with the employees.It can be said that Robert had adopted a(n) _____ style of decision-making.
A)autocratic
B)participative
C)consultative
D)delegative
E)negotiative
Q2) Describe the leader-member exchange theory.Explain the two types of dyads.
Q3) Participating leader behavior comprises _____ initiating structure and _____ consideration.
A)moderate; low
B)low; high
C)low; low
D)high; high
E)moderate; moderate
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Chapter 15: Organizational Structure
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Sample Questions
Q1) Wide spans of control allow managers to be much more hands-on with employees.
A)True
B)False
Q2) To keep the stress level low and avoid two chains of command issues, Splash Hair Care managers should adopt the matrix structure.
A)True
B)False
Q3) Which of the following is associated with decentralization in decision making?
A)Moderate spans of control
B)Tall spans of control
C)Wide spans of control
D)Narrow spans of control
E)Flat spans of control
Q4) Once a company becomes large, it is impossible to retain a centralized structure. Large companies must use decentralized structures.
A)True
B)False
Q5) What affect do stable and dynamic environments have on organizational structure?
Q6) State at least two advantages and disadvantages of work specialization.
Page 17
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Chapter 16: Organizational Culture
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122 Flashcards
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Sample Questions
Q1) Espoused values can range from published documents, such as a company's vision or mission statement, to verbal statements made to employees by executives and managers.
A)True
B)False
Q2) How does the anticipatory stage of the socialization process differ from the encounter stage?
Q3) Discuss the two common methods by which an organization can change its culture.
Q4) Ceremonies are the daily planned routines that occur in an organization.
A)True
B)False
Q5) Strong cultures are always good cultures as they guide their employees toward the most successful organizational outcomes.
A)True
B)False
Q6) Explain the general culture types based on the dimensions of solidarity and sociability.
Q7) Discuss the qualities of a perfectly socialized employee.
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Q8) Discuss the pros and cons of a strong culture.
Q9) Explain a customer service culture and its advantages.
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Page 19