Strategic Management
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. Students will analyze internal and external environments, assess strategic positions, and examine competitive advantage through real-world case studies and theoretical frameworks. The course emphasizes strategic thinking, planning processes, and the integration of functional areas such as marketing, finance, and operations to develop cohesive business strategies that drive organizational success in dynamic environments.
Recommended Textbook Management 12th Edition by Robert Kreitner
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Chapter 1: Managers and Entrepreneurs
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Sample Questions
Q1) Union Pacific Railroad uses information technology to track the fuel efficiency of every engineer. This is an example of a company increasing efficiency and productivity while also protecting
A) the train engines
B) the computers on board
C) the conductor
D) the natural environment
E) the freight
Answer: D
Q2) Management is, above all else, a political process.
A)True
B)False
Answer: False
Q3) A challenge for managers is imbedding sustainability into their organizations product design, supply chain management, training, production, and transportation processes.
A)True
B)False
Answer: True
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Chapter 2: The Evolution of Management Thought
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Q1) ____ managers could be called the frontline troops in the battle for productivity growth.
A) Contingency
B) Scientific
C) Operations
D) Upper-level
E) New
Answer: C
Q2) Which of the following is NOT an area that Frederick W. Taylor focused his work on?
A) Standardization
B) Time and task study
C) Human relations study
D) Systematic selection and training
E) Pay incentives
Answer: C
Q3) According to Armand V. Feigenbaum, quality is determined by the customer.
A)True
B)False
Answer: True
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Chapter 3: The Changing Environment of Management:
Diversity, Global Economy, and Technology
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Q1) Why does it take more than a good idea to be innovative?
Answer: A good idea actually is only the first step in the three-step innovation process. The new idea needs to be translated into a working prototype (called product technology) and then produced effectively and efficiently in profitable quantities (called production technology). The time it takes to turn a good idea into satisfied demand (and, hopefully, profits) is called innovation lag. Good ideas without follow-up are practically worthless.
Q2) The creation of a working prototype is "product technology" in the three-step innovation process.
A)True
B)False
Answer: True
Q3) By definition, what is the scope of managing diversity?
A) Nonwhites
B) Foreign-born employees
C) All employees
D) Minority women only
E) Just women and minorities
Answer: C
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Chapter 4: International Management and Cross-Cultural Competence
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Q1) Refer to Simple Touch Footwear. If Simple Touch Footwear buys the Indian company, it would move to the ____ stage of the internationalization process.
A) joint venture
B) exporting
C) direct foreign investment
D) cross-border merger
E) licensing
Q2) People from individualistic cultures, such as the United States and Canada, put loyalty to family, friends, and organizations before self-interests.
A)True
B)False
Q3) People in low-context cultures tend to emphasize ____ when communicating.
A) organizational position
B) wealth and power
C) body language
D) spoken and written words
E) age and social status
Q4) A foreign visitor from a polychronic culture has a 10 a.m. appointment with you. Will the person probably be early or late? To view all questions and flashcards with answers,
Chapter 5: Managements Social and Ethical
Responsibilities
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Sample Questions
Q1) Last year, Ben publicly announced that the pharmaceutical company for which he worked was secretly including additives to certain drugs to make them cheaper to produce. After making the announcement, Ben resigned and found work with another pharmaceutical company. Ben can best be described as a(n)
A) whistle-blower.
B) scapegoat.
C) altruist.
D) reactionist.
E) rationalist.
Q2) ____ managers are the most common, according to ethics researcher Archie B. Carroll.
A) Immoral
B) Situationally ethical
C) Amoral
D) Morally bankrupt
E) Moral
Q3) Firing a whistle-blower for disloyalty to the company is supported by legal rulings.
A)True
B)False
Page 7
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Chapter 6: The Basics of Planning and Project Management
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Sample Questions
Q1) A(n) ____ is a temporary endeavor undertaken to achieve a particular aim.
A) project.
B) objective.
C) mission.
D) critical path.
E) plan.
Q2) According to one field study, ____ tend to be least profitable.
A) Analyzers
B) Innovators
C) Defenders
D) Reactors
E) Prospectors
Q3) ____ planning has the longest horizon.
A) Operational
B) Strategic
C) Tactical
D) Intermediate
E) Budgetary
Q4) What does uncertainty have to do with a manager's understanding of diversity?
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Q5) What sets operational planning apart from strategic and intermediate planning?
Chapter 7: Strategic Management: Planning for Long-Term
Success
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Q1) Research shows that middle managers resist or derail strategies for what reason?
A) Protect co-workers
B) Shortsightedness
C) Lack of trust in top management
D) Protect their self-interests
E) Inability to think strategically
Q2) Porter's model helps managers think strategically by enabling them to see the big picture as it affects the organization and its changing environment.
A)True
B)False
Q3) Refer to Modern Swimwear Inc. Tim needs to know more about farsighted organizations, which of the following is not characteristic of a farsighted company?
A) emphasis on finding solutions to problems.
B) flexible structure encouraging change, adaptability, and speed.
C) emphasis on stopgap hiring and training.
D) a formally written and communicated statement of long-term organizational mission.
E) emphasis on gaining and holding a strategic competitive edge.
Q4) Describe how social media is impacting business managers advertisers today.
Page 9
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Chapter 8: Decision Making and Creative Problem Solving
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Q1) You are likely a victim of ____ if you buy a certain brand of bug spray after hearing a radio commercial claim it is 100 percent effective in killing all bugs.
A) resistance to change
B) short-term thinking
C) framing error
D) sucker trap
E) overconfidence
Q2) In a world filled with uncertainties, certainty is ____ rather than ____.
A) global; domestic
B) objective; subjective
C) tangible; intangible
D) a micro; a macro concept
E) relative; absolute
Q3) Managers must have complete and reliable information to cope with risk.
A)True
B)False
Q4) One of the mental locks on creativity is "Always trying to be logical."
A)True
B)False
Q5) What is a condition of "risk" and how can today's managers deal with it?
Page 10
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Chapter 9: Organizations: Effectiveness, Design, and Cultures
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Sample Questions
Q1) Robert is the owner of a small pizza shop where there are no departments and all of the employees report directly to him. He currently has two employees, one who cooks and one who waits on tables. Robert wants to hire one additional employee to be the delivery person. This new employee will represent which dimension in the organization chart?
A) Closed-system control
B) Diagonal communication
C) Vertical control
D) Lateral command
E) Horizontal specialization
Q2) Refer to Speedy Transport, Inc. You should tell Marcy that measuring organizational effectiveness involves meeting organizational _________ and prevailing societal expectations in the near future, ________and developing in the intermediate future to ultimately thrive and survive in the distant future.
A) measures; profiting
B) needs; reacting
C) expectations; controlling
D) goals; managing
E) objectives; adapting
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Chapter 10: Human Resource Management
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Q1) According to Jeffrey Pfeffer, only about 12 percent of today's organizations qualify as being systematically people-centered.
A)True
B)False
Q2) Doreen believes one of her stock analysts is having problems with alcohol and/or drugs. What should she do?
A) Tell the person's co-workers to fix the situation
B) Document the poor performance and refer the person to professional help
C) Confront the individual and force a confession
D) Tell the person to stop abusing alcohol and drugs or be fired
E) Fire the individual if there has been a documented drop in performance
Q3) Refer to Speed Auto Sports. Herbert should know that ____ interviews are subject to distortion and bias and open to legal attacks.
A) traditional unstructured
B) structured
C) virtual
D) lengthy
E) BARS
Q4) What are Jeffrey Pfeffer's seven people-centered practices.
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Chapter 11: Communicating in the Internet Age
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Q1) Sending an idea from one person to another in a way that will be understood by the receiver is the purpose of the chainlike communication process.
A)True
B)False
Q2) In a study of U.S. government employees, researchers found a positive correlation between suggestions and
A) employee turnover.
B) employee grievances.
C) labor strikes.
D) job satisfaction.
E) productivity.
Q3) A CLEAR e-mail message should be Concise, Logical, Empathetic, Action-oriented and _____.
A) Repetitive
B) Realistic
C) Right
D) Reactionary
E) Reoccurring
Q4) What are some pointers for videoconference participants?
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Chapter 12: Motivating Job Performance
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Q1) Job enrichment programs tend to work well with all employees.
A)True
B)False
Q2) All of the following are theories of motivation discussed in chapter thirteen except
A) Maslow's hierarchy of needs.
B) expectancy theory.
C) goal-setting theory.
D) Taylor's scientific management theory.
E) Herzberg's two-factor theory.
Q3) Successful employee participation programs include all of the following except
A) a short-term employment relationship without job security.
B) a long-term employment relationship with good job security.
C) a concerted effort to build and maintain group cohesiveness.
D) protection of the individual employee's rights.
E) a profit-sharing or gain-sharing plan.
Q4) By definition, open-book management involves stock ownership by every employee, from top to bottom.
A)True
B)False
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Chapter 13: Group Dynamics and Teamwork
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Q1) Bosses in hundreds of occupations can learn from Joel Podolny, former Dean of Yale School of Management and VP at Apple, spend more time showing your employees a little love.
A)True
B)False
Q2) Managers who cannot imagine themselves being victimized by blind conformity are prime candidates for groupthink.
A)True
B)False
Q3) ____ has been called the "outside-looking-in view" of groups.
A) Ostracism
B) Cohesiveness
C) Groupthink
D) Attractiveness
E) Conformity
Q4) According to a recent poll, only 25 percent of adults surveyed respected CEOs.
A)True
B)False
Q5) Explain why group cohesiveness a good thing in today's workplace and share how it creates potential problems.
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Chapter 14: Influence, Power, and Leadership
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Q1) People who accomplish amazing things have will, the drive to take on big challenges, and skill, the capabilities required to turn ambition into accomplishment.
A)True
B)False
Q2) At work, Derek relies on intimidation and threats to gain compliance or support. Which generic influence tactic does he use?
A) Pressure tactic
B) Consultation
C) Coalition tactic
D) Upward appeal
E) Negative reinforcement
Q3) ____ power closely parallels formal authority.
A) Traditional
B) Referent
C) Legitimate
D) Rational
E) Functional
Q4) Compare and contrast the role of manager with the role of leader. Is it possible to be both a manager and a leader?
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Chapter 15: Change, Conflict, and Negotiation
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Q1) The two faces of conflict are
A) social and economic.
B) short-term and long-term.
C) competitive and cooperative.
D) personal and social.
E) static and dynamic.
Q2) A win-at-any-cost attitude is at the heart of effective negotiation.
A)True
B)False
Q3) Refer to Benicio. Conflict between Benicio and Casey can be described as a ________ conflict.
A) competitive
B) cooperative
C) healthy
D) coercive
E) manipulative
Q4) The cycle of competitive conflict involves mistrust and disbelief.
A)True
B)False
Q5) How is added value negotiating (AVN) different from traditional negotiating?
Page 17
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Chapter 16: Organizational Control and Quality Improvement
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Q1) Benchmarking is good for setting challenging organizational standards.
A)True
B)False
Q2) Refer to Organic Preserves. One of the four principles of TQM is
A) technology is the key.
B) inspect everything twice.
C) remove people from quality control.
D) strive for zero defects.
E) build teamwork and empowerment.
Q3) ____, objectives, and an evaluation-reward system are the three basic components of all organizational control systems.
A) Standards
B) Actual results
C) Processes
D) Procedures
E) Operational plans
Q4) "Assurance" was identified by Texas A&M researchers as one of the five service quality dimensions.
A)True
B)False
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