Strategic Management Exam Review
Course Introduction
Strategic Management explores the formulation, implementation, and evaluation of cross-functional decisions that enable organizations to achieve their objectives and sustain competitive advantage. The course examines external and internal environments, industry analysis, strategy development, resource allocation, and the integration of ethical considerations in decision-making. Through case studies, applied projects, and frameworks such as SWOT, Porters Five Forces, and the Value Chain, students develop analytical skills and practical insights for steering organizations in complex and dynamic markets. The course prepares students to think critically about business strategy and understand the processes that shape long-term organizational success.
Recommended Textbook
Management 10th Edition by Warren R. Plunkett
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Page 2
Chapter 1: Management: An Overview
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89 Verified Questions
89 Flashcards
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Sample Questions
Q1) Middle managers:
A)plan primarily for the short term.
B)determine long-term human resource needs.
C)plan for the entire organization.
D)develop objectives to implement top-management goals.
Answer: D
Q2) First-line managers use conceptual skills more often than technical skills.
A)True
B)False
Answer: False
Q3) Planning,organizing,monitoring,negotiating,and controlling are the five management functions.
A)True
B)False
Answer: False
Q4) An example of a decisional role held by managers is a resource allocator.
A)True
B)False
Answer: True
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Chapter 2: Management Thought: Past and Present
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Sample Questions
Q1) Time and motion studies sprang from the contingency management school of theory.
A)True
B)False
Answer: False
Q2) The flow of information and how organizations should efficiently be operated was emphasized by the ____________ school of thought.
A)classical administrative
B)systems
C)behavioral
D)contingency
Answer: A
Q3) Unity of direction means the right to give orders,according to Henri Fayol.
A)True
B)False
Answer: False
Q4) Synergy is the decreased effectiveness that results from combined action or cooperation.
A)True
B)False
Answer: False
Page 4
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Chapter 3: The Managers Environment
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Sample Questions
Q1) Sociocultural forces include discoveries resulting from research and development activities.
A)True
B)False
Answer: True
Q2) Domestic and foreign economic,legal/political,sociocultural,technological,and natural forces are called:
A)non-threatening consideration.
B)directly interactive forces.
C)insignificant closed systems.
D)indirectly interactive forces.
Answer: D
Q3) Monitoring events and trends outside a manager's specific area of influence is called boundary splitting.
A)True
B)False
Answer: False
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Chapter 4: Planning and Strategy
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Sample Questions
Q1) (BCG)Matrix cash cow
A)a type of business with large market share in a rapidly growing industry
B)a type of business with a large market share in a stable, slow-growth industry
C)managers use this strategy to stabilize supply lines, reduce costs, or consolidate competition
D)responding to environmental threats in a somewhat haphazard way
E)a strategy for holding your own ground in the market
F)an autonomous business division within a corporation that has its own product, market, and competitors
G)a corporate-level strategy for moving into new products or markets
H)the size or position of the business in the environment
I)the overall or total plan of action
J)a plan that focuses on how each product line or business unit competes within an organization
Q2) Marketing,finance,and R&D are associated directly with differentiation strategy.
A)True
B)False
Q3) Policies,procedures,and rules are known as single-use plans.
A)True
B)False
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Chapter 5: Managements Commitments to Quality and Productivity
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Sample Questions
Q1) The more efficient the tools and methods,the more quality and productivity will benefit.
A)True
B)False
Q2) research & development (R&D)
A)projects that uncover information useful to create a variety of new materials, processes and products
B)the use of statistical tools and methods to determine quality
C)How are we doing? and What are the problems?
D)employees think and act like owners
E)a total strategy for continually improving throughout the entire organization
F)their purpose is to make a process better
G)a cross-functional team to assess the progress toward goals
H)determines if a process is predictable or unpredictable
Q3) Nonhuman resources and how they are processed are the primary concerns of management when analyzing:
A)internal influences.
B)externalities.
C)scientific management.
D)bureaucratic management.
Page 7
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Chapter 6: Making Decisions
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Sample Questions
Q1) alternatives
A)signals something is wrong
B)a chance, occasion, event, or break-through that requires a decision to be made
C)group members becoming so committed to the group that they become reluctant to disagree
D)having a narrow viewpoint
E)a method to analyze the long patron lines at amusement parks
F)potential solutions to the problem
G)the difference between the current and desired performance or situation
H)making the best of what you've got
I)a series of questions that guide the manager to the appropriate option
J)a decision based upon unique or uncertain consequences
K)a determination, judgment, or choice made after consideration of alternatives
Q2) Good timing plays an important part in successfully implementing a decision.
A)True
B)False
Q3) Complex,high uncertainty problems should be addressed informally.
A)True
B)False
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Page 8
Chapter 7: Organizing Principles
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Sample Questions
Q1) authority
A)direct authority between managers and subordinates
B)an obligation to accomplish assigned tasks
C)a graphic illustration of the formal positions and functional work areas of the company
D)the authority to serve in an advisory capacity
E)the degree to which group members bond together
F)the formal right to make decisions
G)the produce or meat department in a grocery store
H)the marketing, shipping & receiving, and accounting departments
I)granting decision-making authority to subordinates
J)the spontaneous and natural network of relationships in an organization
Q2) Reorganization does not require significant attention to assigning work and delegating authority.
A)True
B)False
Q3) Determining work activities should follow both the assignment of work activities and the delegation of authority.
A)True
B)False
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Chapter 8: Organizational Design, Culture, and Change
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Sample Questions
Q1) organizational culture
A)a plan focusing upon anticipation of potential changes
B)comprised of opposing forces
C)a thorough analysis of problems followed by long-term solutions
D)I can rely on you...and you can rely on me!
E)an organization subset of shared values, norms, and beliefs
F)crisis, spontaneous management
G)the actuator of change
H)melt it down, change it, and refreeze it
I)an alteration in the work environment
J)the ability to blend the new into the old in attempt to improve
K)the total system of shared beliefs, values, and norms that make up the socialization of employees
L)happens overnight
M)it takes a long time to occur
N)small batch technology
O)a set of online technologies enabling collaboration
Q2) Structure is subsequent to strategy.
A)True
B)False
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Page 10
Chapter 9: Management Ethics and Social Responsibility
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Sample Questions
Q1) Consequential ethics focus on the concept of duty.
A)True
B)False
Q2) Today,the collective pressures of society demand that businesses:
A)turn a profit.
B)pay substantial stock dividends.
C)solve many societal problems.
D)disregard private interest groups.
Q3) By helping someone think through moral mazes,a manager may be trying to develop the subordinates ability for ________________.
A)managing decision making
B)cognitive thinking
C)moral reasoning
D)ethical discovery
Q4) Codes of ethics must be reinforced by the examples set by key corporate figures to be effective.
A)True
B)False
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Chapter 10: Staffing the Workforce
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Sample Questions
Q1) collective bargaining
A)a thorough investigation of a job that leads to a job description and job specification
B)a reduction of pay, status, and responsibilities
C)negatively singling out a demographic group by using employment criteria
D)a goal-oriented and timely plan to give priority to hiring or promoting specific groups
E)a personnel manager
F)negotiations between employer and union
G)the use of illegal criteria in making employment decisions against members of specific groups
H)where employment applicants are screened and tested
I)efforts to acquire knowledge, skills, etc., to improve employee performance
J)various types of financial pay to employees
K)a study to determine job worth and level of compensation
L)legislation to protect against discrimination
M)compensation above and beyond pay
Q2) Employment reference checks are an outdated managerial hiring technique.
A)True
B)False
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Chapter 11: Communication: Interpersonal and Organizational
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Sample Questions
Q1) The means by which a sender transmits a message is called the:
A)information.
B)communication.
C)feedback.
D)medium
Q2) The organization grapevine is not consistently predictable.
A)True
B)False
Q3) stereotype
A)an excessively loud air conditioning unit operating within a telephone switchboard office
B)the study of word meanings
C)the person starting a conversation
D)the intended information of the sender
E)transmitting messages without words
F)the means to carry messages
G)interpretation of personal experiences
H)the goal of communication
I)the responsibility for feedback lies with this person
J)predetermined belief about a group of people
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Chapter 12: Human Motivation
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Sample Questions
Q1) flextime
A)employees set their own work hours, within reason
B)an element of job redesign that allows employees to use discretion in altering work
C)a job design that provides an employee with more job authority, challenge, opportunity, and decision making
D)motivation theories that emphasize a person's needs
E)four, 10-hour work days between Monday and Friday
F)horizontal loading
G)Herzberg's dissatisfiers
H)entrepreneurship within organizations
I)existence and relatedness and growth
J)goals influence motivation
K)"Hey, how come my pay is not the same as yours?" applies to this theory
L)the "anticipation" theory of motivation
Q2) Feedback is part of satisfying a need.
A)True
B)False
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Page 14
Chapter 13: Leadership
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Sample Questions
Q1) Meaningful leadership behavior should be measurable.
A)True
B)False
Q2) To influence through leadership actually means to ____________ another person's behavior.
A)pressure
B)dominate
C)change
D)inhibit
Q3) The principles governing communication,decision making,and motivation form the foundation of:
A)organizations.
B)planning.
C)coordinating.
D)leading.
Q4) The active ingredient or catalyst to "igniting" leadership is:
A)responsibility.
B)decision making.
C)education.
D)power.
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Chapter 14: Team Management and Conflict
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Sample Questions
Q1) Cross-functional teams have a very high degree of decision-making independence and authority.
A)True
B)False
Q2) Product development teams improve existing products.
A)True
B)False
Q3) A conflict strategy in which the manager diplomatically acknowledges that conflict exists but downplays its importance is called:
A)smoothing.
B)compromising.
C)collaborating.
D)confronting.
Q4) One advantage of using teams is free riders.
A)True
B)False
Q5) The continuous focus of all teams must be toward the team's objective(s).
A)True
B)False
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Chapter 15: Information Management Systems
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Sample Questions
Q1) database
A)an MIS built upon computer hardware and software
B)unprocessed facts and figures
C)the use of IT by people who are free from control by top management
D)a unit within a decentralized CIS that operates to serve its unit's members with their own sets of hardware, software, and specialists
E)the mechanical machine capability to learn, sense, and think
F)software programs designed to execute specific sets of tasks
G)an analytical model that couples the manager's experience, judgment, and intuition with the computer's data access, display, and calculation processes.
H)also known as a data bank
I)a computer procedure in which data are received about a company's ongoing operations and entered into data banks as each transaction occurs.
Q2) Complete information contains all the facts that a manager needs to make decisions and solve problems.
A)True
B)False
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Chapter 16: Control: Purpose, Process, and Techniques
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Sample Questions
Q1) ____________ is a process quality goal that helps companies deliver near perfect.
A)Six Sigma
B)Management productivity monitor
C)Quality management
D)Motorola-Quality-Service
Q2) Assessing the investment worth of employees is called human asset accounting.
A)True
B)False
Q3) The accounting balance sheet "equation" is ____________.
A)assets = liabilities + short-term debts
B)assets - liabilities = expenses
C)assets = liabilities + stockholders' equity
D)income - expenses = profit or loss
Q4) Demographic data relate to cultural origin,religion,political philosophy,and personal interests.
A)True
B)False
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