Strategic Management
Final 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 examine the processes of strategic analysis, including internal and external environmental assessment, competitive positioning, and the development of sustainable competitive advantages. Through case studies and real-world examples, the course emphasizes decision-making, strategic thinking, and the integration of key business disciplines such as marketing, finance, operations, and leadership to craft and execute effective business strategies in dynamic environments.
Recommended Textbook
Organizational Behavior An Evidence Based Approach 12th Edition by Fred Luthans
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Chapter 1: Introduction to Organizational Behavior: an
Evidence-Based Approach
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Q1) A paradigm establishes only written rules.
A)True
B)False
Answer: False
Q2) Ruth has recently completed her first project as a project manager.She analyses her project to understand how well it went,to perceptually determine how well she can handle projects in the future.According to Bandura's Social Cognitive Theory,which human capability is Ruth concentrating on?
A) Forethought
B) Symbolizing
C) Self-regulatory
D) Self-reflective
Answer: D
Q3) What is paradigm effect? What are its consequences?
Answer: Paradigm effect is a situation in which those in the existing paradigm do not even see the changes that are occurring,let alone reason and draw logical inferences and perceptions about the changes.This results in considerable resistance to change and difficulty to move from the old management paradigm to the new.
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Chapter 2: Environmental Context: Globalization, diversity, and Ethics
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Q1) Most tests traditionally used in selection and evaluation are not suited or valid for a diverse workforce.
A)True
B)False
Answer: True
Q2) Which of the following organizations directly violate discrimination laws?
A) Club organization
B) Redefining organization
C) Compliance organization
D) Exclusionary organization
Answer: D
Q3) Cultural diversity is a natural by-product for firms going international.
A)True
B)False
Answer: True
Q4) Club organizations get around the laws by hiring and promoting women and minorities with an unbiased attitude.
A)True
B)False
Answer: False
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Chapter 3: Organizational Context: Design and Culture
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Q1) Which of the following changes are organization's making when implementing programs such as the Six Sigma,total quality management,etc.?
A) Competency
B) Technical
C) Generative
D) Adaptive
Answer: D
Q2) The clash between two cultures in a merger and acquisition environment can be focused into all of the following areas EXCEPT:
A) structure.
B) politics.
C) emotions.
D) finances.
Answer: D
Q3) Greenfield redesign means breaking completely from the classical structure and establishing a totally different design.
A)True
B)False
Answer: True
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Chapter 4: Organizational Context: Reward Systems
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Sample Questions
Q1) Which of the following are designed to share with the group or team the net gains from productivity improvements?
A) Gain-sharing
B) ESOPs
C) Spot bonus awards
D) Group sales commissions
Q2) Which of the following is NOT a disadvantage associated with merit pay?
A) The criteria for determining merit are often nebulous.
B) It is difficult to quantify merit pay criteria.
C) It can end up being "catch-up" pay.
D) It allows the employer to differentiate pay given to high performers.
Q3) Groups such as the National Association for Employee Recognition have concluded that human resource professionals and managers have realized the importance of recognition in motivating employees to achieve goals.
A)True
B)False
Q4) Summarize the reasons why recognition may be as important as,or even more important than,money as a reward for today's employees.
Q5) Describe private pension plans.
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Chapter 5: Personality,perception,and Employee Attitudes
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Q1) Employees often see _____ as a reflection of how management views their contribution to the organization.
A) benefits
B) promotions
C) increased responsibilities
D) pay
Q2) Which of the following is NOT a characteristic of people with positive affectivity (PA)?
A) Less absent from work
B) Better performance
C) Experiencing more stress
D) More satisfied
Q3) Evolutionary psychologists are suggesting that humans may be 'hardwired' from distant previous generations.
A)True
B)False
Q4) Briefly explain the subprocesses of perception.
Q5) How is stereotyping different from the halo effect?
Q6) List the definitions of organizational commitment as an attitude.
Q7) Briefly describe the positive impact of conscientiousness.
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Chapter 6: Motivational Needs,processes,and Applications
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Q1) Intrinsic motives include the drive to avoid punishment,such as termination or being transferred.
A)True
B)False
Q2) How are dispositional attributions different from situational attributions? Give an example for each.
Q3) List and describe the attribution errors discussed in the text.
Q4) According to the text,which among the following could result in short-range thinking,dishonesty,or cheating?
A) Ambition
B) Perceptions
C) Advancement
D) Goals
Q5) Which of the following theory is based mainly on the cognitive concept of expectancy?
A) Human relations movement
B) Content theories
C) Equity theory
D) Process theories
Q6) Differentiate between intrinsic and extrinsic motives.
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Chapter 7: Positive Organizational Behavior and Psychological Capital
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Q1) According to Diener and Biswas-Diener,happiness is linearly related to health and longevity,relationships,and effectiveness at work.
A)True
B)False
Q2) Personality traits and mood states have separate influences or emotional processing.
A)True
B)False
Q3) Bandura categorized his approach to training and development into three areas.Which of the following areas includes instructive modeling,guided skill perfection,and transfer of training back to the job to ensure self-directed success?
A) Development of self-regulatory competencies
B) Cognitive mastery modeling
C) Guided mastery
D) Learned behavior
Q4) What are the criteria for a construct to be included in positive organizational behavior (POB)?
Q5) Briefly explain the three areas of Bandura's approach to training and development.
Page 9
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Chapter 8: Communication and Decision Making
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Sample Questions
Q1) In the ____ form of participative decision-making,there is total participation,and the group makes the final decision by consensus or majority vote.
A) shared
B) complementary
C) consultative
D) democratic
Q2) According to Herbert A.Simon,inventing,developing,and analyzing possible courses of action takes place in the _____ phase of decision-making.
A) intelligence activity
B) design activity
C) choice activity
D) identification activity
Q3) A person with the director style of communication likes to know the whole picture and thrives on details.
A)True
B)False
Q4) Paralanguage includes yawning and laughing.
A)True
B)False
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Chapter 9: Stress and Conflict
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Sample Questions
Q1) The approach-approach form of goal conflict is most relevant to the analysis of conflict.
A)True
B)False
Q2) Reorganization initiatives provided by an organization for its employees to combat stress or help prevent it include:
A) on-site child care.
B) paid family and medical leave.
C) telecommuting.
D) release time for personal events.
Q3) Frustration occurs when a motivated drive is blocked before a person reaches a desired goal.
A)True
B)False
Q4) How does networking help an individual cope with stress?
Q5) Which among the following examples can be considered as a form of eustress?
A) A college student being placed under scholastic probation
B) A seriously ill loved one
C) A reprimand received by the boss for poor performance
D) A college student making it to the dean's list
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Chapter 10: Power and Politics
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Q1) The contingency model for power states that people will identify in order to obtain a favorable reaction from the agent and not because of self-satisfying reasons to do so.
A)True
B)False
Q2) Dave is an administrator at a small law firm.As a part of his job description,Dave has to manage employee records which contain important data such as employment histories,contact information,and the like.What sort of power does Dave have?
A) Expert power
B) Referent power
C) Information power
D) Reward power
Q3) What are the characteristics that are important to the influence ability of targets?
Q4) Organizational infidelity means the terms of the psychological tract that has been built between employees and employers have been ignored.
A)True
B)False
Q5) What are the sources of expert power?
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Chapter 11: Groups and Teams
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Q1) What are some informal roles found in work groups?
Q2) A comprehensive study has found that self-managed teams have had a positive impact on absenteeism and turnover.
A)True
B)False
Q3) Identify the primary cause of social loafing.
A) Excessive performance feedback within the group
B) The "sucker effect" of not wanting to do more than the perception of effort being given by others
C) Tasks that are inherently motivating
D) Situations in which the performances of others will not cover for the reduced effort given by some member
Q4) The propinquity theory is analytical and explains some of the complexities of group formation and the modern development of globalization and electronic,online networking and telecommunicating.
A)True
B)False
Q5) Compare and contrast between work groups and teams.
Q6) Briefly discuss the practicalities of group formation.
Page 13
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Chapter 12: Behavioral Performance Management
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Q1) Which of the following is included in the "job design" category of nonfinancial rewards?
A) Self-managed teams
B) Redecoration of work environment
C) Use of company facilities for personal projects
D) Self-information from performance or problem solutions
Q2) Some of the training programs designed starting after World War II,were designed to strengthen the relationship between cognitive cues and worker expectations.The worker expectations consisted of:
A) supervisory procedures.
B) job procedural procedures.
C) organizational procedures.
D) incentive payment mode.
Q3) Explain the social learning theory.
Q4) Social cognitive theory extends learning and/or modifying behavior by giving more attention to the self-motivating mechanisms.
A)True
B)False
Q5) Define the terms "rewards" and "reinforcers."
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Chapter 13: Effective Leadership Processes
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Q1) According to Fiedler's contingency model of leadership,when the situation is moderately favorable or unfavorable,the authoritarian leader was most effective.
A)True
B)False
Q2) According to Fiedler's contingency model of leadership effectiveness,what are the three dimensions of situational favorableness?
Q3) Which of the following is an example for tasks that are highly structured and automatically provide feedback substitute for instrumental/task leadership,and those that are intrinsically satisfying and do not need supportive/relationship leadership?
A) Software engineers
B) Professors
C) Teachers
D) Musicians
Q4) Studies have found that leader directiveness is negatively related to satisfactions and expectancies of associates engaged in ambiguous tasks.
A)True
B)False
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Chapter 14: Great Leaders: an Evidenced-Based Approach
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Q1) Developing new procedures,scheduling employees,walking around inspecting work,are all included under the human resource management activity.
A)True
B)False
Q2) As disturbance handler,the manager is proactive to the problems and pressures of the situation.
A)True
B)False
Q3) According to research by Mintzberg,this role recognizes that managers often spend more time interacting with others outside their unit than they do working with their own leaders and subordinates.
A) Disseminator role
B) Disturbance handler role
C) Liaison role
D) Spokesperson role
Q4) Besides training,job redesign is another important technique leaders can use effectively.
A)True B)False
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