Strategic Management
Exam Practice Tests
Course Introduction
Strategic Management explores the formulation, implementation, and evaluation of cross-functional decisions that enable an organization to achieve its long-term objectives. The course provides students with a comprehensive understanding of external industry environments, internal capabilities, and competitive dynamics, guiding them through analytical frameworks such as SWOT analysis, Porters Five Forces, and the Value Chain. Emphasizing real-world application, students learn how to integrate strategy concepts into decision-making processes, address ethical challenges, and respond to rapidly changing global business landscapes. Through case studies, teamwork, and simulations, participants develop critical thinking and leadership skills essential for driving sustainable organizational growth and gaining competitive advantage.
Recommended Textbook
Organizational Behavior 12th Edition by John R. Schermerhorn
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16 Chapters
2425 Verified Questions
2425 Flashcards
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Chapter 1: Introducing Organizational Behavior
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145 Verified Questions
145 Flashcards
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Sample Questions
Q1) When organizational behavior researchers collect data in real-life organizational settings,what research method is being used?
Answer: Field studies
Q2) When managers are instilling enthusiasm by communicating with others,motivating them to work hard,and maintaining good interpersonal skills,they are engaged in the managerial function of leading.
A)True
B)False
Answer: True
Q3) The realities of the contemporary business world include all of the following trends EXCEPT:
A)the demise of "command-and-control" organizational structures.
B)the importance of human capital.
C)a commitment to ethical behavior.
D)an emphasis on individuals working independently of one another.
E)a changing definition of jobs and career.
Answer: D
Q4) As job satisfaction increases,absenteeism tends to do what?
Answer: Decrease
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Chapter 2: Individual Differences,Values,and Diversity
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145 Verified Questions
145 Flashcards
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Sample Questions
Q1) Which of the following personality traits is NOT included in the "Big Five"?
A)Extraversion
B)Agreeableness
C)Conscientiousness
D)Self-concept
E)Emotional stability
Answer: D
Q2) When using the Hofstede framework of national culture,it is important to remember that the five dimensions are independent.
A)True
B)False
Answer: False
Q3) A person high in dogmatism tends to adhere rigidly to conventional values and to obey recognized authority.
A)True
B)False
Answer: False
Q4) __________ reflect a person's preferences concerning the "ends" to be achieved. Answer: Terminal values
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Chapter 3: Emotions,Attitudes,and Job Satisfaction
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163 Verified Questions
163 Flashcards
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Sample Questions
Q1) When considering the major categories of emotions identified by researchers,which of the following statements is incorrect?
A)The "sadness" category may contain disappointment,neglect,and shame.
B)The "anger" category may contain disgust and envy.
C)The "fear" category may contain alarm and anxiety.
D)The "love" category may contain affection,longing,and lust.
E)The "happiness" category may contain pride and self-worth.
Answer: E
Q2) According to EI,the ability to think before acting and to control disruptive impulses is __________.
A)social awareness
B)self-awareness
C)emotional contagion
D)self-management
E)relationship management
Answer: D
Q3) Job satisfaction alone is a consistent predictor of individual work performance.
A)True
B)False
Answer: False
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Chapter 4: Perception,Attribution,and Learning
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157 Verified Questions
157 Flashcards
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Sample Questions
Q1) The fundamental attribution error is the tendency to underestimate the influence of situational factors and to overestimate the influence of personal factors in evaluating someone else's behavior.
A)True
B)False
Q2) At the __________ stage of information processing,managers should be sensitive to the fallibility of memory in order to control distortions.
Q3) Projection can be controlled through a high degree of self-awareness and empathy.
A)True
B)False
Q4) Different people may perceive the same situation quite differently.
A)True
B)False
Q5) Schemas are cognitive frameworks that represent organized knowledge about a given concept or stimulus developed through experience.
A)True
B)False
Q6) Piece rate pay is an example of a(n)__________ reinforcement schedule.
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Chapter 6: Motivation and Performance
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155 Verified Questions
155 Flashcards
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Sample Questions
Q1) In the core job characteristics model,the motivating potential score describes the extent to which the core characteristics of a job are capable of motivating people.
A)True B)False
Q2) Merit pay should clearly differentiate between high and low performers in the amount of pay received.
A)True B)False
Q3) A current trend in business today is __________.
A)an attempt to give bonus opportunities to both managerial and non-managerial jobs.
B)to eliminate global opportunities for advancement.
C)only give fixed pay to employees.
D)phase out the use of cash bonuses for management levels.
E)to only give cash bonuses to employees based in the United States.
Q4) The classic automobile assembly line is an example of the job design strategy of
Q5) Changes in a job that are designed to increase job breadth are sometimes called
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Chapter 7: Teams in Organizations
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155 Verified Questions
155 Flashcards
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Sample Questions
Q1) What is the FIRO-B theory? What are its implications for teams? Suggested
Q2) Key team inputs include all of the following EXCEPT:
A)the nature of the task.
B)goals,rewards,and resources.
C)team composition.
D)member satisfaction.
E)team size.
Q3) Informal teams have the potential to speed up the workflow by enabling people to assist each other in ways that formal lines of authority fail to provide.
A)True
B)False
Q4) In the norming stage of team development,holding the team together may become more important to some members than working on the team's tasks.
A)True
B)False
Q5) A(n)__________ is set up to deal with a specific problem or opportunity.
Q6) __________ occurs when team members are trained to perform more than one job on the team.
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Chapter 8: Teamwork and Team Performance
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157 Verified Questions
157 Flashcards
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Sample Questions
Q1) Organizations and their managers can discourage the negative aspects and encourage the positive aspects of inter-team dynamics by doing all of the following EXCEPT:
A)refocusing the teams on a common enemy or a common goal.
B)training members to work more cooperatively.
C)promoting direct negotiations between teams.
D)using win-lose reward systems.
E)focusing reward distribution on contributions to the total organization.
Q2) __________ occurs when the expectations of two or more roles held by the same individual become incompatible,such as the conflict between work and family demands.
A)Interrole conflict
B)Person-role conflict
C)Correspondent role conflict
D)Divergent role conflict
E)Intersender role conflict
Q3) When President Kennedy chose to absent himself from strategy discussions by his Cabinet during the Cuban Missile Crisis,he avoided the tendency for his Cabinet members to figure out what he wanted and give it to him,thereby avoiding
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Page 9
Chapter 9: Decision-Making and Creativity
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132 Verified Questions
132 Flashcards
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Sample Questions
Q1) __________ are routine problems that arise on a regular basis and which can be addressed through standard responses.
A)Arbitrary decisions
B)Nonprogrammed decisions
C)Fixed decisions
D)Programmed decisions
E)Standardized decisions
Q2) Certainty is the norm in decision situations.
A)True
B)False
Q3) Behavioral decision theory models view the manager as acting in a world of complete certainty.
A)True
B)False
Q4) The availability heuristic involves assessing a current event based on past occurrences that are easily available in one's memory.
A)True
B)False
Q5) __________ is the philosophical study of morality.
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Chapter 10: Conflict and Negotiation
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153 Verified Questions
153 Flashcards
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Sample Questions
Q1) __________ involves a fundamental disagreement over ends or goals to be pursued and the means for their accomplishment.
Q2) Conflict can be created by the power or value asymmetries that exist when interdependent people or groups differ substantially from one another in status and influence or in values.
A)True
B)False
Q3) In the context of direct conflict management approaches,what are assertiveness and cooperativeness? How are assertiveness and cooperativeness related to each of the five basic direct conflict management approaches? Suggested
Q4) The negotiating pitfall of __________ occurs when people become committed to their demands and are reluctant to back down once the demands have been stated.
A)the myth of the fixed pie
B)escalating commitment
C)overconfidence
D)the telling problem
E)the selling problem
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11
Chapter 11: Communication and Collaboration
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149 Verified Questions
149 Flashcards
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Sample Questions
Q1) For lateral communication to be effective,people must be willing and able to communicate across departmental or functional boundaries.
A)True
B)False
Q2) Given the authority of their positions,managers may be inclined to do a lot of __________,but not much __________.
A)screaming; talking
B)intuitively deciding; sound evaluating.
C)decision making; listening
D)answering; creating
E)telling; listening
Q3) __________ occurs when an individual feels his self-worth is being questioned.
A)Transparency
B)Defensiveness
C)Flaming
D)Proxemics
E)Disconfirmation
Q4) When verbal and nonverbal messages do not match,receivers will pay more attention to the __________.
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Chapter 12: Power and Politics
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153 Verified Questions
153 Flashcards
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Sample Questions
Q1) A __________ is the range of authoritative requests to which a subordinate is willing to respond without subjecting the directives to critical evaluation or judgment.
A)territory of unconcern
B)region of inattention
C)region of insensibility
D)section of apathy
E)zone of indifference
Q2) Milgram designed experiments to determine the extent to which people
A)learn from personal failures
B)obey the commands of an authority figure
C)are willing to use coercive power to gain influence
D)are motivated by financial rewards
E)are willing to learn new things as a means of gaining expert power
Q3) The key to empowering all employees is to change the concept of power within the organization from a view that stresses power over others to one that emphasizes the use of power to get things done.
A)True
B)False
Q4) __________ reflects the notion that managers are "agents" of company owners.
Page 13
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Chapter 13: Leadership Essentials
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151 Verified Questions
151 Flashcards
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Sample Questions
Q1) According to the Ohio State leadership studies,a leader high in __________ is sensitive to people's feelings and tries to make things pleasant for the followers.
A)initiating structure
B)attention to detail
C)task orientation
D)consideration
E)human relations orientation
Q2) The __________ assumes that leadership is central to performance and other outcomes.
A)behavioral perspective
B)trait perspective
C)contingency perspective
D)contemporary perspective
E)psychological perspective
Q3) The behavioral perspective of leadership assumes that leadership is central to performance and other outcomes.
A)True
B)False
Q4) __________ leadership is a more general term for employee-centered supervision.
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Chapter 14: Leadership Challenges and Organizational Change
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137 Verified Questions
137 Flashcards
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Sample Questions
Q1) In dealing with resistance to change,the method of __________ seems to work best when people lack information or have inaccurate information.
A)facilitation and support
B)negotiation and agreement
C)education and communication
D)explicit or implicit coercion
E)participation and involvement
Q2) The humane-oriented dimensions of the GLOBE theoretical model refer to the degree to which the leader stresses support,consideration,compassion,and generosity.
A)True
B)False
Q3) Identify six methods for dealing with resistance to change.Indicate when each method should be used and describe the potential advantages and disadvantages that are associated with using each method.
Suggested
Q4) __________ can be viewed as feedback that a change agent can use to facilitate achieving change objectives.
Q5) Another name for radical change is __________.
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Chapter 15: Organizational Culture and Innovation
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155 Verified Questions
155 Flashcards
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Sample Questions
Q1) __________ are important because they are used to tell new members the real mission of the organization,how the organization operates,and how individuals can fit into the company.
A)Legends
B)Epics
C)Rituals
D)Rites
E)Sagas
Q2) Which of the following statements is NOT accurate with respect to organizational myths?
A)Myths allow managers to govern.
B)Organizations should discourage the use of managerial myths.
C)Myths allow executives to redefine impossible problems into more manageable components.
D)Myths can facilitate experimentation and creativity.
E)In many firms,the management philosophy is supported by a series of organizational myths.
Q3) A new study has indicated that __________ rather than national policy makes the biggest difference with radical product innovation.
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Page 16
Chapter 16: Organizational Goals and Structures
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162 Verified Questions
162 Flashcards
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Sample Questions
Q1) One of the foremost trends in management involves using information technology to streamline operations and reduce staff in order to lower costs and raise productivity.
A)True
B)False
Q2) Most modern organizations use __________ controls as part of an overall method of managing by exception.
A)methods
B)turnout
C)process
D)output.
E)production
Q3) In a very practical sense,systems goals represent short-term organizational characteristics that higher-level managers wish to promote.
A)True
B)False
Q4) A typical __________ shows the various positions,the position holders,and the lines of authority that link them together.
Q5) The number of individuals reporting to a supervisor is called the __________.
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Chapter 17: Strategy,Technology,and Organizational Design
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156 Verified Questions
156 Flashcards
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Sample Questions
Q1) In a recent poll of some 750 CEOs,two-thirds of the respondents reported being inundated with change and new competitors.
A)True
B)False
Q2) __________ is both (a)a positioning of the firm in its environment to provide it with the capability to succeed and (b)a pattern in the stream of the firm's decisions.
A)Vision
B)Mission
C)Strategy
D)Structure
E)Technology
Q3) Briefly describe the different technologies that were identified by James D.Thompson and Joan Woodward.
Suggested
Q4) A(n)__________ is a series of well-known routines for problem identification and alternative generation and analysis common to managers with a firm.
Q5) __________ is the ability to learn.
Q6) __________ is leadership of a quasi-independent unit,department,or organization.
18
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