Strategic Management
Final Test Solutions
Course Introduction
Strategic Management is a comprehensive course that explores the formulation, implementation, and evaluation of strategies that enable organizations to achieve long-term objectives and maintain a competitive advantage. The course covers core concepts such as industry analysis, internal resource assessment, business-level and corporate-level strategies, and the role of leadership in strategic decision-making. Through the use of case studies, simulations, and practical frameworks, students learn to assess complex business environments, anticipate market trends, and design effective strategies for a diverse range of organizations. Emphasis is placed on critical thinking, analytical skills, and the integration of functional knowledge to address real-world strategic challenges.
Recommended Textbook
Managing Organizational Change A Multiple Perspectives Approach 3rd Edition by
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12 Chapters
486 Verified Questions
486 Flashcards
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Ian Palmer
Chapter 1: Managing Change: Stories and Paradoxes
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38 Verified Questions
38 Flashcards
Source URL: https://quizplus.com/quiz/49907
Sample Questions
Q1) Which of the following is most likely an advantage of adopting a multiple perspectives approach to the management of organizational change?
A) It results in the easy access to the change literature.
B) It encourages the search for creative solutions.
C) It overcomes the issue of fragmented advice.
D) It provides solutions that are agreed upon by all the experts.
Answer: B
Q2) Which of the following was a step taken by Ron Johnson when he was appointed as the chief executive officer of J.C. Penney Company, Inc.?
A) He reinforced the existing corporate culture.
B) He implemented a centralized organizational structure.
C) He developed a "store within a store" strategy.
D) He increased promotions in the company's stores.
Answer: C
Q3) It is best to use shallow changes to address strategic challenges.
A)True
B)False
Answer: False
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3
Chapter 2: Images of Change Management
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43 Verified Questions
43 Flashcards
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Sample Questions
Q1) Maturity is the final stage of the natural development cycle of an organization according to life-cycle theory.
A)True
B)False
Answer: False
Q2) In _____ change outcomes, it is assumed that some, but not all, change intentions are achievable.
A) intended
B) partially intended
C) unintended
D) partially completed
Answer: B
Q3) According to population ecology theory, organizational variation occurs as the result of random chance.
A)True
B)False
Answer: True
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Page 4
Chapter 3: Why Change Contemporary Pressures and Drivers
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42 Verified Questions
42 Flashcards
Source URL: https://quizplus.com/quiz/49917
Sample Questions
Q1) During the 1990s, which of the following was cited by BusinessWeek as having one of the worst corporate boards in the United States?
A) Home Depot Inc.
B) Walt Disney Co.
C) Campbell Soup Co.
D) General Electric Co.
Answer: B
Q2) Reputational pressures always develop slowly over time.
A)True
B)False
Answer: False
Q3) Which of the following is NOT a force for stability?
A) Predictability and uncertainty reduction
B) Organizational social capital
C) Sustained advantage
D) Competitive advantage
Answer: D
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Page 5
Chapter 4: What to Change a Diagnostic Approach
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41 Verified Questions
41 Flashcards
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Sample Questions
Q1) Unlike traditional organization designs, built-to-change organization designs _____.
A) include employment contracts based on expectations set out in the job description
B) hire people with the capabilities for the job for which they have applied
C) pay for the job and what it involves
D) include ongoing training in skills to support change
Q2) Which of the following dimensions of absorptive capacity is defined as the ability to find and to prioritize new knowledge and ideas quickly and efficiently?
A) Acquisition
B) Assimilation
C) Transformation
D) Exploitation
Q3) According to the four-frame model, the _____ frame concerns how power and conflict are dealt with, and how coalitions are formed.
A) structural
B) human resource
C) political
D) symbolic
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Chapter 5: What Changesand What Doesnt
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40 Verified Questions
40 Flashcards
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Sample Questions
Q1) According to Everett Rogers, who among the following are skeptical and risk averse and wait for most of their colleagues to adopt new ideas first?
A) Early majority
B) Innovators
C) Late majority
D) Early adopters
Q2) TrebleTip Corp., a producer of musical instruments, decides to start manufacturing personal computers that are compatible with its amplifiers and effects processors. This change by TrebleTip is a(n) _____.
A) shallow change
B) incremental change
C) first-order change
D) second-order change
Q3) Disruptive innovations are introduced more often by large, dominant incumbents rather than by smaller new entrants.
A)True
B)False
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Chapter 6: Vision and the Direction of Change
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40 Verified Questions
40 Flashcards
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Sample Questions
Q1) According to Nutt and Backoff's assessment of organizational contexts in terms of their abilities to produce visionary strategic change, bold organizations:
A) have low acceptance of the need for change.
B) have unlimited resources.
C) are less rule-bound.
D) are more inorganic.
Q2) According to Nutt and Backoff's assessment of organizational contexts in terms of their abilities to produce visionary strategic change, rigid organizations:
A) are very flexible.
B) are hierarchical.
C) have high acceptance of the need for change.
D) have high resource availability.
Q3) Which of the following statements is True of goals?
A) They identify the desired results for an organization.
B) They articulate the actions necessary to produce favorable outcomes.
C) They address the role of organizational values in achieving a desired result.
D) They refrain from setting specific targets such as a bigger market share.
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Chapter 7: Change Communication Strategies
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40 Verified Questions
40 Flashcards
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Sample Questions
Q1) According to Joseph Daly, which of the following will NOT make managers more trusted by staff during times of change?
A) Providing accurate information about the change
B) Providing accurate feedback about the process
C) Adequately explaining the basis for decisions during the process
D) Leaking information regarding the change using the informal communication process
Q2) Which of the following is most likely to reduce the communication problem of message overloading?
A) Reducing the reliance on feedback in change-related communications
B) Reducing employee involvement in the change process
C) Using specialist staff to monitor the change process
D) Using several different languages at every level of the change process
Q3) According to the Kathleen and Kevin Reardon, in the _____ style of leadership, leaders explore strategic options through analysis and reasoning.
A) commanding
B) logical
C) inspirational
D) supportive
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Chapter 8: Resistance to Change
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42 Verified Questions
42 Flashcards
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Sample Questions
Q1) Different people interpret change, and therefore respond to change, in different ways, at different times, depending on their current role and past experience.
A)True
B)False
Q2) In the context of resistance to change in an organization, which of the following is the difference between employee resistance and management resistance?
A) Management resistance is overt, whereas employee resistance is always covert.
B) Management resistance is more likely to occur at the conceptualization and planning stage, whereas employee resistance is more likely to arise at the point of implementation.
C) Management resistance is most likely to occur when the change is perceived as unnecessary, whereas employee resistance is most likely to occur when the change is perceived as necessary.
D) Management resistance is passive, whereas employee resistance is always active in nature.
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10
Chapter 9: Organization Development and Sense-Making Approaches
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40 Verified Questions
40 Flashcards
Source URL: https://quizplus.com/quiz/49911
Sample Questions
Q1) One of the biggest strengths of the traditional organization development (OD) field was that it was well suited to handle large-scale organizational change.
A)True
B)False
Q2) According to Lewinian/OD views of organizational change, organization development (OD) is linear in that it:
A) has a constant ebb and flow.
B) has movement from past to present to future.
C) is heavily reliant on mathematics.
D) is based on symmetrical change and equilibrium.
Q3) The introduction of and transition to new techniques and behaviors occur during the _________ phase of action research.
A) problem identification
B) joint problem diagnosis
C) joint action planning
D) change actions
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11
Chapter 10: Change Management, Processual, and Contingency Approaches
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40 Verified Questions
40 Flashcards
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Sample Questions
Q1) Andrew Pettigrew cautioned against looking for single causes and for simple explanations for change; he instead pointed to the individual, group, organizational, social, and political factors that can affect the nature and outcomes of change.
A)True
B)False
Q2) In the context of Kurt Lewin's stage model of change management, embedding or institutionalizing the new behaviors to prevent people from drifting back to previous ways of doing things is called:
A) moving.
B) approaching.
C) unfreezing.
D) refreezing.
Q3) What is the final step in Kotter's eight-stage model of transformational change?
A) Empowering staff to act on a vision
B) Ensuring there are short-term wins
C) Consolidating gains and producing more change
D) Institutionalizing new approaches
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Page 12
Chapter 11: Sustaining Change Versus Initiative Decay
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40 Verified Questions
40 Flashcards
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Sample Questions
Q1) Which of the following is NOT one of Barry Staw and Jerry Ross's factors that lead to escalation?
A) Project determinants
B) Psychological determinants
C) Economic determinants
D) Social determinants
Q2) Gordon Bethune, the chief executive officer of Continental Airlines, changed the core metric used by the airline to _____.
A) off-time performance
B) fuel costs
C) amount of beverage consumed
D) on-time performance
Q3) According to the _____ image of managing change, with respect to sustaining change, it is the responsibility of the change manager to design the change process and direct others to comply to ensure that planned objectives are achieved.
A) director
B) navigator
C) caretaker
D) coach
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Page 13
Chapter 12: The Effective Change Manager: What Does It
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40 Verified Questions
40 Flashcards
Source URL: https://quizplus.com/quiz/49908
Sample Questions
Q1) The statement "I pay close attention to people's facial expressions" is a sample inventory item that shows apparent sincerity.
A)True
B)False
Q2) _____ refers to switching and choosing roles where one is successful and visible.
A) Scapegoating
B) Networking
C) Issue selling
D) Positioning
Q3) In the context of the Buchanan-Boddy change manager competency model, which of the following refers to standing back from the immediate project and taking a broader view of priorities?
A) Influencing skills
B) Team building
C) Negotiating
D) Helicopter perspective
Q4) Interpersonal influence can be developed by imposing one's ideas on others.
A)True
B)False
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