Strategic Management
Final Test Solutions
Course Introduction
Strategic Management is an advanced course that explores the formulation, implementation, and evaluation of strategies that drive organizational success in dynamic and competitive environments. Students will analyze the external and internal factors that influence strategic decision-making, apply key frameworks and tools for assessing competitive advantage, and engage with real-world cases to develop practical skills in strategy development. The course emphasizes the integration of functional business areas, ethical considerations, and the role of leadership in guiding organizations toward long-term goals, fostering critical thinking and problem-solving abilities essential for effective strategy execution.
Recommended Textbook MGMT 10th Edition by Chuck Williams
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18 Chapters
1983 Verified Questions
1983 Flashcards
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Page 2
Chapter 1: Management
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Sample Questions
Q1) Arrivers are managers who started out strong in their careers but were knocked off the fast track by the time they reached the middle to upper levels of management.
A)True
B)False
Answer: False
Q2) The__________is the decisional role that managers play when they decide who gets what supplies and in what amounts.
A) disturbance handler role
B) resource allocator role
C) disseminator role
D) monitor role
Answer: B
Q3) Whether a person begins his or her career at the entry level or as a supervisor, his or her job as a manager is to do the work.
A)True
B)False
Answer: False
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Page 3
Chapter 2: The History of Management
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Sample Questions
Q1) Which of the following is true of bureaucratic organizations?
A) Tasks, responsibilities, and authority are not divided clearly.
B) Promotion within a company is based on who one knows.
C) The owners of an organization manage or supervise the organization.
D) Employees are hired on the basis of their technical training.
Answer: D
Q2) According to Chester Bernard, people will be indifferent to managerial directives or orders if they _____.
A) come from a peer rather than a senior
B) are consistent with the purpose of an organization
C) are incompatible with the people's personal interests
D) cannot be carried out by those people
Answer: B
Q3) Lenny finishes his work 30 percent faster than his coworkers. In the context of scientific management, Lenny is a(n) _____.
A) rate buster
B) soldier
C) bureaucrat
D) opinion leader
Answer: A
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Chapter 3: Organizational Environments and Cultures
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Sample Questions
Q1) Instead of taking a smoke break every two hours, employees at a local company were asked to take an extra 30 minutes for lunch. This is an example of behavioral substitution.
A)True
B)False
Answer: True
Q2) Mintribes, a silver jewelry shop that specializes in tribal jewelry, wants to move its store to a location near tourist attractions. To decide on the location, Mintribes's store manager went to some tourist spots to analyze buyer behavior, learn about the products of the existing jewelry shops in those areas, and study the spending pattern of tourists and locals in those areas. Which of the following concepts does this scenario best illustrate?
A) Punctuated equilibrium
B) Media advocacy
C) Environmental scanning
D) Transfer pricing
Answer: C
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Chapter 4: Ethics and Social Responsibility
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Sample Questions
Q1) Which of the following is an objective of ethics training programs for employees?
A) To achieve credibility with employees
B) To enforce flexible ethical standards
C) To discourage employees from reporting violations
D) To delegate the decision-making authority to all employees
Q2) Javien Inc., a large building and development company, refused to merge with Ivereil Corp. as Ivereil had numerous lawsuits filed against it. This scenario illustrates that Javien fulfilled its _____.
A) discretionary responsibility
B) legal responsibility
C) ethical responsibility
D) economic responsibility
Q3) __________are persons or groups with a legitimate interest in a company.
A) Lobbyists
B) Trade unions
C) Stakeholders
D) Advocacy groups
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Chapter 5: Planning and Decision Making
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Sample Questions
Q1) Chester, the operations manager at a chemical manufacturing company, finds that the air pollutants released by the company have become very high. To arrive at a decision to resolve the issue, he defines the problem and then identifies decision criteria. In the context of rational decision making, which of the following is the next step that Chester should ideally take?
A) Computing the optimal decision
B) Weighing the decision criteria
C) Generating alternative courses of action
D) Making absolute comparisons
Q2) Shoerls, a footwear manufacturing company, had been purchasing its raw materials from Douglem. When Douglem increased the prices of its products, the production managers at Shoerls decided to purchase the raw materials from a different supplier that they believed would be a good-enough alternative. This scenario best illustrates the concept of _____.
A) counterconditioning
B) overregularizing
C) maximizing
D) satisficing
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Chapter 6: Organizational Strategy
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Sample Questions
Q1) Which of the following is the last step of a strategy-making process?
A) Conducting situational analysis
B) Assessing the need for strategic change
C) Choosing strategic alternatives
D) Evaluating strategic alternatives
Q2) Cardwire Inc. has decided to lower the price of all its products to keep up with its competitors. To achieve this, the company needed to lower its overall costs. However, the procurement department at Cardwire has been spending twice its allotted budget to buy raw materials. Which of the following best illustrates the situation at Cardwire?
A) Competitive inertia
B) Job deskilling
C) Strategic dissonance
D) Price fixing
Q3) The threat of new entrants is a measure of the degree to which barriers to entry make it easy or difficult for new companies to get started in an industry.
A)True
B)False
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Chapter 7: Innovation and Change
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) _____ are forces that produce differences in the form, quality, or condition of an organization over time.
A) Change forces
B) Resistance forces
C) Effort forces
D) Defiance forces
Q2) In the__________of organizational decline, as organizational performance problems become more visible, management may recognize the need to change but still take no action.
A) blinded stage
B) inaction stage
C) faulty action stage
D) crisis stage
Q3) Technological substitution occurs when:
A) customers establish a new technological standard or dominant design.
B) customers purchase new products to replace older technologies.
C) a new dominant design prevents a company from competitively selling its products.
D) a new technological design or process becomes the accepted market standard.
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9
Chapter 8: Global Management
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Sample Questions
Q1) Pancken Corp. has never operated outside the country it is based in and wants to open a branch in a different country. It plans on sending some of its employees to the new country. Before doing so, it trains all its employees by showing them videos about the new country. It also guides them in taking part in roleplays where they are presented with real-world situations related to the new country. In the context of preparing for an international assignment, when would this type of training be given to employees?
A) During documentary training
B) During cultural simulation
C) During field simulation
D) During adaptive screening
Q2) _____ are foreign offices, facilities, and manufacturing plants that are 100 percent possessed by the parent company.
A) Joint ventures
B) Wholly owned affiliates
C) Strategic alliances
D) Business acquisitions
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Chapter 9: Designing Adaptive Organizations
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Sample Questions
Q1) Which of the following statements is true of functional departmentalization?
A) It allows work to be done by highly qualified specialists.
B) It focuses an organization on customer needs rather than on products.
C) It leads to duplication of resources, which often results in higher costs.
D) It is a hybrid structure in which two or more forms of departmentalization are used together.
Q2) _____ is the location of most authority at the upper levels of an organization.
A) Line authority
B) Staff authority
C) Centralization of authority
D) Delegation of authority
Q3) _____ is solving problems by consistently applying the same rules, procedures, and processes.
A) Standardization
B) Decentralization
C) Specialization
D) Departmentalization
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Chapter 10: Managing Teams
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Sample Questions
Q1) To effectively cater to the needs of its customers, Yankin, a retail company, believes that it is important to train its employees on speaking and listening skills. Yankin can enhance its employees' communication skills by providing training on _____.
A) decision-making skills
B) managing skills
C) problem-solving skills
D) interpersonal skills
Q2) Which of the following signs indicates that a team's size needs to be changed?
A) If the team members have varied functional expertise
B) If employee turnover is low
C) If a few members dominate the team
D) If the team members have diverse perspectives
Q3) Cross-training is less appropriate for teams of highly skilled workers.
A)True
B)False
Q4) Gainsharing works best in unstable environments where employees are required to learn additional skills or knowledge.
A)True
B)False
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Chapter 11: Managing Human Resource Systems
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Sample Questions
Q1) Fatimah has been hired for the post of a secretary at Mauve Corp. The company conducts a routine background check based on information provided by Fatimah. Unfortunately, her previous employer declines to provide meaningful references or details about her job history. However, Mauve Corp. ignores this lack of data and assumes that she is a credible employee. Mauve is at the risk of _____ lawsuits.
A) disparate treatment
B) class action
C) negligent hiring
D) adverse impact
Q2) At Bapostsyl, a telecommunications company, marketing managers are hired after testing their strategic thinking capabilities through a job simulation exercise. This scenario illustrates that Bapostsyl uses _____ for the selection of marketing managers.
A) specific ability quizzes
B) assessment centers
C) personality quizzes
D) biographical data surveys
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13
Chapter 12: Managing Individuals and a Diverse Workforce
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100 Verified Questions
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Sample Questions
Q1) Clampt Inc. is a global clothing company. The company has a multinational presence, and its employees and customers belong to different ethnicities. The company celebrates diversity within the workforce. It also features models from different ethnic backgrounds in its advertisements. In the context of diversity paradigms, the management of Clampt Inc. uses the _____.
A) discrimination and fairness paradigm
B) access and legitimacy paradigm
C) learning and effectiveness paradigm
D) access and effectiveness paradigm
Q2) Emma is a marketing manager at a multinational corporation. She gets anxious when her job gets stressful, and she tends to get annoyed with her subordinates for the smallest of reasons. In the context of personalities, Emma can be described as being
A) an introvert
B) an extrovert
C) emotionally stable
D) emotionally unstable
Q3) There is no federal law or agency to oversee diversity in organizations.
A)True
B)False
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Chapter 13: Motivation
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Sample Questions
Q1) __________says that people will be motivated at work when they perceive that they are being treated fairly.
A) Contingency theory
B) Goal-setting theory
C) Equity theory
D) Reinforcement theory
Q2) Which of the following defines motivation?
A) It is the abundance or shortage of critical organizational resources in an organization's external environment.
B) It is the attractiveness or desirability of a reward or outcome.
C) It is the set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal.
D) It is the examination of one's own conscious thoughts and feelings.
Q3) Which of the following exemplifies an intrinsic reward?
A) Richard enjoys his job and sees it as a chance to learn something new.
B) Samantha receives a cash reward for good job performance.
C) Dorothy gets promoted at work.
D) Rani receives an annual bonus.
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Chapter 14: Leadership
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Sample Questions
Q1) Sonia is a manager at a small marketing firm. She expects an adequate level of performance from her employees without pressurizing them to perform better. Hence, her employees have a good work-life balance and feel motivated to work. In the context of the Blake/Mouton leadership grid, which of the following leadership styles is Sonia using in this scenario?
A) The team management style
B) The country club style
C) The authority-compliance style
D) The impoverished style
Q2) Trait theory holds that leaders are taller and more confident and have greater physical stamina (that is, higher energy levels) than nonleaders.
A)True
B)False
Q3) Which of the following is a function of leaders?
A) Leaders solve the problems that employees face.
B) Leaders inspire people and take a long-term view.
C) Leaders try to control and limit choices of others.
D) Leaders focus on the means of getting things done.
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Chapter 15: Managing Communication
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99 Verified Questions
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Sample Questions
Q1) _____ is the process by which individuals attend to, organize, interpret, and retain information from their environments.
A) Operant conditioning
B) Selective listening
C) Perception
D) Regularization
Q2) Frequent informal meetings, surprise visits, and blogs contribute to organizational silence.
A)True
B)False
Q3) In the context of formal communication channels,__________is used to encourage lower-level managers and employees to participate in organizational decision making.
A) downward communication
B) upward communication
C) horizontal communication
D) incongruent communication
Q4) Nonverbal communication is not informative.
A)True
B)False
Page 17
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Chapter 16: Control
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Sample Questions
Q1) Gary is the founder of an animal shelter; he shares a special bond with animals. Hence, he prefers to employ people who care for animals. The caretakers at his shelter are hardworking, trustworthy, and sensitive to the needs of the rescued animals. This is an example of _____.
A) concertive control
B) objective control
C) bureaucratic control
D) normative control
Q2) Harrison runs a bicycle manufacturing company. Owing to increasing competition, his company starts losing its customer base. To regain its position in the market, Harrison keenly observes his competitors' business plans and strategies. Subsequently, he incorporates a change in his company's marketing strategy. Eventually, his company starts making profits. This is an example of _____.
A) delegation
B) suboptimization
C) benchmarking
D) brainstorming
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Chapter 17: Managing Information
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Sample Questions
Q1) Skoot, an e-commerce startup company, recently paid $300,000 to Widget Corp., a company that provides Internet services and products including cloud computing and online searches, to gain access to the data regarding online product searches. In the context of the costs of useful information, it can be concluded that Skoot incurred _____.
A) processing cost
B) retrieval cost
C) storage cost
D) acquisition cost
Q2) Unidice, an information technology firm, recently installed a new data system that provides seamless access to data. This data system has a higher storage capacity and processing speed than other data systems available in the market. Although the data system can be acquired in the future by other companies, it has presently enabled Unidice to process its data faster and in a more economical manner than its competitors. It is evident that Unidice has achieved _____.
A) competitive inertia
B) first-mover advantage
C) vertical integration
D) quality assurance
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Page 19
Chapter 18: Managing Service and Manufacturing Operations
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Sample Questions
Q1) The extent to which service providers give individual attention and care to customers' concerns and problems is called _____.
A) reliability
B) responsiveness
C) assurance
D) empathy
Q2) Which of the following statements is true of multifactor productivity?
A) It indicates a company's overall level of productivity relative to its competitors.
B) It assesses how efficiently companies use only one input, such as labor, when creating outputs.
C) It indicates the specific contributions that labor, capital, materials, or energy make to overall productivity.
D) It helps managers in analyzing the contributions of individual components that determine productivity.
Q3) Economic order quantity (EOQ) formulas are intended for use with dependent demand systems.
A)True
B)False
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