Strategic Management Exam Review
Course Introduction
Strategic Management explores the formulation and implementation of the major goals and initiatives taken by an organization's top management on behalf of owners. The course integrates concepts from economics, marketing, finance, and organizational behavior to provide students with analytical tools and frameworks for evaluating business environments, identifying strategic options, and gaining competitive advantage. Through case studies and real-world applications, students will learn to assess external opportunities and threats, analyze internal strengths and weaknesses, and develop strategies that drive long-term organizational success.
Recommended Textbook
Organizational Behavior 6th Edition by Steven
McShane
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15 Chapters
1662 Verified Questions
1662 Flashcards
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Page 2
Chapter 1: Introduction to the Field of Organizational Behavior
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114 Verified Questions
114 Flashcards
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Sample Questions
Q1) Which of the following is true according to the systematic research anchor?
A) OB topics typically relate to the individual, team and organizational levels of analysis.
B) OB should import knowledge from other disciplines, not just create its own knowledge.
C) OB theory should recognize that the effects of actions often vary with the situation.
D) A particular action may have different consequences in different situations.
E) OB should study organizations by forming questions, collecting data, and testing hypotheses against those data.
Answer: E
Q2) Most organizational behavior theories have been developed by OB scholars rather than from other disciplines.
A)True
B)False
Answer: False
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Chapter 2: Individual Behavior, Personality, and Values
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119 Verified Questions
119 Flashcards
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Sample Questions
Q1) One of the limitations of the individual rights principle is that:
A) it really is not an ethical principle at all.
B) some individual rights conflict with other individual rights.
C) it does not protect the right to physical security and freedom of speech of the employees.
D) it is almost impossible to evaluate the benefits or costs of decisions when many stakeholders are affected.
E) it can degenerate into unjust favoritism.
Answer: B
Q2) According to the MARS model of individual behavior and performance,employee performance will remain high even if one of the four factors is low in a given situation. A)True
B)False
Answer: False
Q3) People with high power distance expect relatively equal power sharing.
A)True
B)False
Answer: False
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4
Chapter 3: Perceiving Ourselves and Others in Organizations
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103 Verified Questions
103 Flashcards
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Sample Questions
Q1) Which of the following concepts is most closely linked to discriminatory attitudes and behaviors?
A) Halo effect
B) Primacy effect
C) Attribution theory
D) Recency effect
E) Stereotyping
Answer: E
Q2) _____ refers to understanding and being sensitive to the feelings,thoughts,and situations of others.
A) Apathy
B) Contact hypothesis
C) Empathy
D) Recency effect
E) Primacy effect
Answer: C
Q3) According to the Johari Window,the hidden area is reduced through disclosure.
A)True
B)False
Answer: True
Page 5
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Chapter 4: Workplace Emotions, Attitudes, and Stress
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131 Verified Questions
131 Flashcards
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Sample Questions
Q1) Self-awareness is the lowest level of _____.
A) emotional intelligence
B) emotional labor
C) emotional dissonance
D) continuance commitment
E) affective commitment
Q2) Employees with high levels of affective commitment tend to engage in more organizational citizenship behaviors.
A)True
B)False
Q3) Which of the following determine whether intentions translate into behavior?
A) External dimensions of your value system.
B) All four elements of the MARS model.
C) Internal or external locus of control.
D) Self-efficacy and self-esteem.
E) Tendency for self-enhancement.
Q4) The emotional intelligence of an individual tends to increase with age.
A)True
B)False
Q5) What is emotional labor? What types of jobs involve emotional labor?
Page 6
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Chapter 5: Foundations of Employee Motivation
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113 Verified Questions
113 Flashcards
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Sample Questions
Q1) Which of the following statements is true about the equity situation?
A) People avoid having a comparison other.
B) People tend to be tolerant of situations where they are under-rewarded.
C) People have a low E-to-P expectancy.
D) People feel more comfortable in situations where they receive proportionately more than others.
E) People believe that their outcome/input ratio is similar to the outcome/input ratio of the comparison other.
Q2) Goal setting influences employee behavior and performance mainly by improving:
A) situational contingencies and learned abilities.
B) aptitudes and learned abilities.
C) motivation and role perceptions.
D) role perceptions and learned abilities.
E) self-confidence and aptitudes.
Q3) Procedural justice is higher when the decision maker is perceived as unbiased.
A)True
B)False
Q4) Briefly describe four-drive theory and explain how drives influence employee motivation.
Q5) Why is it difficult to maintain feelings of equity among employees?
Page 7
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Chapter 6: Foundations of Employee Motivation
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) Scientific management is the process of systematically dividing work into its smallest possible elements and standardizing work activities to achieve maximum efficiency.
A)True
B)False
Q2) A large retail organization previously divided work among its four employee benefits staff into distinct specializations.One person answered all questions about superannuation (pension plans),another answered all questions about various forms of paid time off (e.g.vacations),and so on.These jobs were recently restructured so that each employee benefits person answers all questions for people in a particular geographic area.For example,one staff member is responsible for all employee benefits inquiries from anyone in a particular geographic region.This job restructuring is an example of:
A) self-leadership.
B) job enrichment.
C) job rotation.
D) scientific management.
E) self-monitoring.
Q3) Compare and contrast gainsharing with employee stock ownership plans.
Q4) Briefly explain the benefits and problems of job specialization.
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Chapter 7: Decision Making and Creativity
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104 Verified Questions
104 Flashcards
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Sample Questions
Q1) Post-decisional justification gives people an excessively optimistic evaluation of their decisions,until they receive very clear and undeniable information to the contrary.
A)True
B)False
Q2) Decision making is a nonconscious process of moving toward a desirable state of affairs.
A)True
B)False
Q3) Escalation of commitment occurs when employees increase their support for a decision because most of their colleagues also support that decision.
A)True
B)False
Q4) Perceptual defense causes us to:
A) defend the solutions we propose.
B) defend those who agree with us when we identify a problem.
C) defend the perception we have after making a decision.
D) block out bad news or information that threatens our self-concept.
E) justify our actions to defend our position.
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Page 9
Chapter 8: Team Dynamics
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116 Verified Questions
116 Flashcards
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Sample Questions
Q1) Having plenty of structure is a success factor for virtual teams.
A)True
B)False
Q2) An organizational team is highly interdependent,but the members have different goals.Here,the organization should try to reduce the level of interdependence.
A)True
B)False
Q3) Self-directed teams:
A) are informal groups that exist in an organization.
B) usually exist as communities of practice.
C) consist of a group of employees who are subject to methodical supervision.
D) have substantial autonomy over the execution of a complete task.
E) have reduced member-interdependence compared to other teams.
Q4) Social loafing is most common in teams that are very small.
A)True
B)False
Q5) The nominal group technique is not applied in real-world settings. A)True
B)False
Q6) Explain the "five C's" of member behavior in effective teams.
Page 10
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Chapter 9: Communicating in Teams and Organizations
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104 Verified Questions
104 Flashcards
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Sample Questions
Q1) Codebooks are symbols used to convey message content,whereas mental models are knowledge structures of the communication topic setting.
A)True
B)False
Q2) One reason that people communicate with each other is to fulfill their drive to bond.
A)True
B)False
Q3) Which of the following conditions would necessitate the use of non-verbal communication instead of verbal communication?
A) Low physical distance
B) Need for immediate feedback
C) Personal nature of communication
D) Familiarity with the listener
E) Increased noise
Q4) Information overload occurs when an individual's information-processing capacity exceeds the job's information load.
A)True
B)False
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Chapter 10: Power and Influence in the Workplace
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) Countervailing power is the capacity of a person,team,or organization to keep a more powerful person or group in the exchange relationship.
A)True
B)False
Q2) Ingratiation is part of a larger influence tactic known as _____.
A) upward influence
B) impression management
C) persuasion
D) risk management
E) upward appeal
Q3) Power is the _____ to change someone's behavior.
A) need
B) act
C) potential
D) duty
E) hidden agenda
Q4) The four contingencies of power are prevention,forecasting,coercion,and distribution.
A)True
B)False
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Chapter 11: Conflict and Negotiation in the Workplace
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105 Verified Questions
105 Flashcards
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Sample Questions
Q1) The current perspective on organizational conflict is that:
A) conflict should be minimized across all departments.
B) conflicts could be promoted in some functions and discouraged in some others.
C) conflict is an inevitable result of increased technology and globalization.
D) use of technology and virtual teams could minimize organizational conflicts.
E) moderate levels of conflict are necessary and produce favorable outcomes.
Q2) Constructive conflict:
A) is the opposite of task-related conflict and often involves verbal attacks.
B) encourages employees to reexamine their basic assumptions about a problem and its possible solutions.
C) is apparent when the conflict is explained in terms of interpersonal incompatibilities.
D) is more likely to trigger defense mechanisms and a competitive orientation among team members.
E) sometimes replaces manifest conflict in the conflict escalation process.
Q3) Write a short note on choosing the best conflict handling style.
Q4) Negotiators tend to avoid "hard-line" behaviors when they know an audience is watching them.
A)True
B)False
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Chapter 12: Leadership in Organizational Settings
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115 Verified Questions
115 Flashcards
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Sample Questions
Q1) Unlike the traditional view of leadership,shared leadership lacks formal authority.
A)True
B)False
Q2) The competency perspective of leadership identifies drive,integrity,and emotional intelligence as the:
A) substitutes for leadership.
B) main elements of situational leadership theory.
C) competencies of effective leaders.
D) contingencies in path-goal theory.
E) essential traits of engaging in transactional leadership.
Q3) Which of the following is a leadership style identified in path-goal theory?
A) Achievement-oriented leadership
B) Selling leadership
C) Transformational leadership
D) Emotional intelligence
E) Transactional leadership
Q4) Path-goal theory has its roots in the expectancy theory of motivation.
A)True
B)False
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Chapter 13: Designing Organizational Structures
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) In organizational structures,integrator roles serve mainly as:
A) a form of standardization.
B) an informal communication coordinating mechanism.
C) a form of direct supervision.
D) technological contingency.
E) main element in divisionalized structures.
Q2) Candoo Ltd.will soon flatten its hierarchy by removing two of the five layers of management.If the number of employees in the organization remains constant,which of the following must also occur?
A) It must adopt a matrix form of departmentalization.
B) It must widen the span of control.
C) It must rely more on direct supervision than on standardization to coordinate the resulting structure.
D) It must centralize decision making.
E) It must discourage employee empowerment.
Q3) The primary source of environmental diversity or uncertainty mainly determines the best form of divisional structure an organization should adopt.
A)True
B)False
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Chapter 14: Organizational Culture
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104 Verified Questions
104 Flashcards
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Sample Questions
Q1) Which of the following is a characteristic of an adaptive corporate culture?
A) Employees hold a common mental model that the organization's success depends on their personal wellbeing.
B) Employees seek out opportunities rather than wait for them to arrive.
C) Employees tend to be more reactive.
D) Employees tend to take the view that any activity beyond their job description is not their job.
E) Employees are more individualistic and do not experiment with new ideas outside their work profiles.
Q2) Which of the following is a verbal symbol of cultural values?
A) Speech at ceremonies
B) Expression of anger
C) Shared assumptions
D) Beliefs
E) Rituals
Q3) What are artifacts? Explain the four broad categories of artifacts:
Q4) Explain the important contingencies of organizational culture and effectiveness.
Q5) Reality shock occurs on or before the first day of work then quickly subsides.
A)True
B)False
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Chapter 15: Organizational Change
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101 Verified Questions
101 Flashcards
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Sample Questions
Q1) ABC Corp selected employees from across the organization to find new ways to serve its customers.The team operated independently of the main organization and experimented with new service delivery approaches.This team is most similar to:
A) the sequential approach to organizational change.
B) a parallel learning structure.
C) the appreciative inquiry approach to organizational change.
D) the process of diffusing organizational change.
E) the process of creating an urgency to change.
Q2) One reason the CEO's idea of using an appreciative inquiry approach might be successful is that this approach takes the organization from "what is" to ultimately:
A) "what will be."
B) "what should be."
C) "what could be."
D) "what might be."
E) "what cannot be."
Q3) Identify and briefly describe the three stages of Lewin's force field analysis model.
Q4) Employee resistance can be seen as a resource for change.Comment.
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