Strategic Management Exam Review
Course Introduction
Strategic Management is a comprehensive course that explores the formulation, implementation, and evaluation of organizational strategies to achieve long-term objectives. Students are introduced to key concepts such as competitive analysis, internal and external environment assessment, value chain management, and strategic decision-making. The course emphasizes practical tools and frameworks including SWOT analysis, Porters Five Forces, and the Balanced Scorecard to analyze business situations, develop sustainable competitive advantages, and lead organizations effectively in dynamic markets. Through the examination of real-world case studies and hands-on projects, learners gain critical thinking and leadership skills essential for guiding organizations toward sustained growth and success.
Recommended Textbook
Organizational Behavior 8th Edition by
Steven McShane
Available Study Resources on Quizplus 15 Chapters
2830 Verified Questions
2830 Flashcards
Source URL: https://quizplus.com/study-set/2646
Page 2
Chapter 1: Introduction to the Field of Organizational Behavior
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161 Verified Questions
161 Flashcards
Source URL: https://quizplus.com/quiz/52789
Sample Questions
Q1) Which of these statements about the field is FALSE?
A)Organizational behaviour scholars study individual,team and structural characteristics that influence behaviour within organizations.
B)The field of OB has adopted concepts and theories from other fields of inquiry.
C)Organizational behaviour emerged as a distinct field around the 1940s.
D)Given the specific utility of the field,OB is useful for the managers in the organizations and not the employees.
E)OB scholars study what people think,feel,and do in and around organizations.
Answer: D
Q2) Almost all organizational behaviour theories share an implicit or explicit objective of making organizations more effective.
A)True
B)False
Answer: True
Q3) Structural capital refers to buildings and other depreciable tangible assets.
A)True
B)False
Answer: False
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Chapter 2: Individual Behavior, Personality, and Values
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193 Verified Questions
193 Flashcards
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Sample Questions
Q1) People with high collectivism:
A)accept unequal distribution of power
B)also have low individualism.
C)value harmonious relationships in the groups to which they belong.
D)value thrift,savings,and persistence.
E)also have low individualism and value harmonious relationships in the groups to which they belong.
Answer: C
Q2) Recent studies have found that counterproductive work behaviours have a very small negative effect on organizational performance.
A)True
B)False
Answer: False
Q3) The five-factor model 'Big Five' personality dimensions represent five clusters that represent most personality traits.
A)True
B)False
Answer: True
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4
Chapter 3: Perceiving Ourselves and Others in Organizations
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197 Verified Questions
197 Flashcards
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Sample Questions
Q1) Stereotyping is partly responsible for prejudice and discrimination.
A)True
B)False Answer: True
Q2) Global mindset occurs as people develop more of a local than global frame of reference about their business and its environment within the context of internationalism.
A)True
B)False Answer: False
Q3) Self-fulfilling prophecy occurs whenever supervisors accurately predict the future performance of recently hired employees.
A)True
B)False Answer: False
Q4) Seeing a trend in a sequence of sales figures involves the process of categorical thinking.
A)True
B)False Answer: True
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Chapter 4: Workplace Emotions, Attitudes, and Stress
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248 Verified Questions
248 Flashcards
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Sample Questions
Q1) Some jobs are considered more stressful than others.Describe what this really means and give two reasons why someone in a 'high-stress' job might experience less stress than another person in a 'low-stress' job.
Q2) Emotional intelligence is a set of abilities.
A)True
B)False
Q3) Job satisfaction represents a person's evaluation of his or her job and work context.
A)True
B)False
Q4) One way people reduce cognitive dissonance is by changing their beliefs and feelings.
A)True B)False
Q5) Attitudes consist of the following three components: emotions,beliefs,and behaviours.
A)True
B)False
Q6) Give two reasons why employee involvement tends to increase organizational commitment.
Page 6
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Chapter 5: Foundations of Employee Motivation
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250 Verified Questions
250 Flashcards
Source URL: https://quizplus.com/quiz/52779
Sample Questions
Q1) Research has found that entrepreneurs are more likely to succeed if they have:
A)a low need for socialized power.
B)a high need for personalized power.
C)a high need for affiliation.
D)a low existence need.
E)a high need for achievement.
Q2) According to needs hierarchy theory,the need for self-actualization continues to develop even when it is fulfilled.
A)True
B)False
Q3) Four-drive theory states that the four drives:
A)counterbalance each other.
B)are arranged in a hierarchy.
C)are learned,not innate.
D)are equivalent to the top four needs in Maslow's needs hierarchy.
E)should not be fulfilled in organizational settings.
Q4) Strength-based coaching is also known as appreciative coaching.
A)True
B)False
Q5) What are the A-B-Cs of behaviour modification?
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Chapter 6: Applied Performance Practices
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180 Verified Questions
180 Flashcards
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Sample Questions
Q1) Job enrichment tends to increase the quality of products or services.
A)True
B)False
Q2) Self-leadership relies on ideas from:
A)sports psychology.
B)social learning theory.
C)goal setting.
D)All of the answers are correct.
E)social learning theory and goal setting.
Q3) When Adam Smith reported on how 10 pin makers working together could produce many times more pins,because they performed specialized tasks,Smith was describing the benefits of job enrichment.
A)True
B)False
Q4) Almost every organization rewards people to some extent for their job status.Discuss three potential problems with rewarding employees for their job status.Your answer should also briefly describe how organizations reward people for job status.
Q5) Compare and contrast gainsharing with employee share ownership plans.
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Chapter 7: Decision Making and Creativity
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173 Verified Questions
173 Flashcards
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Sample Questions
Q1) Incubation and verification are:
A)stages of the creative process
B)elements of bounded rationality
C)elements of the MARS model.
D)problems with team decision making.
E)two forms of influence in organizations.
Q2) The highest level of employee involvement should occur when the problem is structured (i.e.it is a programmed decision).
A)True
B)False
Q3) The benefits of employee involvement increase with:
A)the routineness and similarity of the problem or opportunity.
B)management's knowledge of the situation.
C)the standardization and repetitiveness of the problem or opportunity.
D)the number and similarity of employees involved in the decision.
E)the novelty and complexity of the problem or opportunity.
Q4) Creativity is related to both the characteristics of creative people and the situation in which they work.
A)True
B)False
9
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Chapter 8: Team Dynamics
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257 Verified Questions
257 Flashcards
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Sample Questions
Q1) Team roles are typically negotiated among team members.
A)True
B)False
Q2) Royal Dutch/Shell Group formed a team to improve revenues for its service stations along major highways in Malaysia.This team,which included a service station dealer,a union truck driver and four or five marketing executives,disbanded after it had reviewed the Malaysian service stations and submitted a business plan.The Malaysian group is called:
A)a friendship group.
B)a commuter group.
C)an informal group.
D)a community of practice.
E)a task force.
Q3) Organizational behaviour scholars have concluded that employees always work better in teams than alone.
A)True
B)False
Q4) Forming,storming,and norming are the three main levels of task interdependence.
A)True
B)False
Page 10
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Chapter 9: Communicating in Teams and Organizations
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167 Verified Questions
167 Flashcards
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Sample Questions
Q1) Wikis focus on sharing information or forming communities.
A)True
B)False
Q2) Research has found that women are generally more sensitive than are men to nonverbal communication.
A)True
B)False
Q3) Two important sets of factors to consider when choosing the appropriate communication channel for a given situation are:
A)empathy and speed.
B)social acceptance and media richness.
C)ambiguity and novelty of the problem.
D)gender and culture
E)availability of technology and cost
Q4) Which of the following activities helps us to cope with information overload?
A)Working longer hours
B)Learning to read faster
C)Improving our time management
D)Scanning through documents more efficiently
E)All of these help us to cope with information overload.
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Chapter 10: Power and Influence in the Workplace
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178 Verified Questions
178 Flashcards
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Sample Questions
Q1) Negotiation is an integral part of which influence activity?
A)Silent authority
B)Coercive
C)Exchange
D)All of these influence activities.
E)None of these influence activities.
Q2) Playing the "face time" game potentially increases a lower-level employee's power by increasing:
A)the employee's coercive power.
B)the employee's visibility.
C)how quickly other people are affected by the employee's actions.
D)the employee's ability to cope with organizational uncertainties.
E)the employee's substitutability.
Q3) Legitimate power is an agreement between people that one person has the right to request specific behaviours from the other person.
A)True
B)False
Q4) Social network centrality is dependent on one's "betweenness."
A)True
B)False
Page 12
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Chapter 11: Conflict and Negotiation in the Workplace
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164 Verified Questions
164 Flashcards
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Sample Questions
Q1) Organizational behaviour research is discovering that it is difficult to separate constructive conflict from relationship conflict.However,it is possible to minimize relationship conflict during constructive conflict episodes.Describe two strategies that would help a team of employees to reduce the level of relationship conflict while the team is engaging in constructive conflict.Your answer should also briefly explain why each strategy may be effective.
Q2) Increasing inventories between sequential work units tends to reduce potential conflict by:
A)reducing resource scarcity
B)reducing differentiation
C)increasing the required level of communication between employees in sequential units
D)reducing ambiguity in resource allocation
E)creating a buffer that decouples the relationship between work units
Q3) An important rule in negotiations is to make several major concessions early in the proceedings to communicate your willingness to resolve the conflict.
A)True
B)False
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Chapter 12: Leadership in Organizational Settings
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157 Verified Questions
157 Flashcards
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Sample Questions
Q1) According to Fiedler's contingency model of leadership:
A)everyone has the same capacity to become an effective leader.
B)effective leaders are able to change their style to fit the situation.
C)the best leadership style depends on the availability of leadership substitutes.
D)Fiedler's theory states all of these.
E)Fiedler's theory states none of these.
Q2) Servant leadership emphasizes the notion that:
A)employees are paid to serve their leaders.
B)leaders should have servants to perform the work.
C)employees are servants in the organization,so they should place organizational objectives above their personal needs.
D)that servants can be leaders too.
E)Servant leadership emphasizes none of these.
Q3) Authentic leadership refers to how well leaders are aware of,feel comfortable with,and act consistently fair with their followers.
A)True
B)False
Q4) Are transformational leaders charismatic leaders?
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Page 14
Chapter 13: Designing Organizational Structures
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167 Verified Questions
167 Flashcards
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Sample Questions
Q1) An organizational chart mainly illustrates which type of coordinating mechanism?
A)Formal hierarchy
B)Informal communication
C)Standardization of skills
D)Standardization of output
E)None of these
Q2) Standardizing work through job descriptions and procedures:
A)is a form of coordination.
B)is more common when the work is complex and ambiguous.
C)tends to reduce quality and consistency.
D)is unnecessary in large organizations.
E)is more common in organic rather than mechanistic structures.
Q3) In a typical network structure,several satellite organizations are bee-hived around a core firm.
A)True
B)False
Q4) Span of control can be increased by introducing informal communication and other coordinating mechanisms.
A)True
B)False
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Chapter 14: Organizational Culture
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183 Verified Questions
183 Flashcards
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Sample Questions
Q1) Which of the following is an artifact rather than a cultural content?
A)Values
B)Language
C)Assumptions
D)Beliefs
E)Both language and assumptions are artifacts.
Q2) According to the attraction-selection-attrition (ASA)theory,job applicants:
A)are attracted to coworkers with similar values and assumptions.
B)avoid employment in companies whose values seem incompatible with their own values.
C)do not typically pay much heed to organizational values when applying for work.
D)avoid other applicants if they are competing for the same jobs.
E)are attracted to companies that are likely to provide them with the greatest rewards.
Q3) The integration strategy for combining corporate cultures usually creates conflict as employees from the acquired firm resist the cultural intrusions.
A)True
B)False
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Page 16
Chapter 15: Organizational Change
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155 Verified Questions
155 Flashcards
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Sample Questions
Q1) Increasing the restraining forces and reducing or removing the driving forces would:
A)remove any resistance to change.
B)make the change process more difficult to implement.
C)have no effect on the change process.
D)give the change agent more power in the change process.
E)make the change process easier to implement.
Q2) What key principle of appreciative inquiry states that organizations are open books,so we have choices in how they may be perceived,framed and described?
A)Literal principle
B)Figurative principle
C)Poetic principle
D)Book principle
E)Open page principle
Q3) In some situations,resistance to change occurs when employees are worried about the consequences of change.
A)True
B)False
Q4) Outline the organizational change process based on the action research approach.
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