Strategic Management
Mock Exam
Course Introduction
Strategic Management explores the formulation and implementation of major goals and initiatives taken by an organization's top management on behalf of owners. This course analyzes internal and external environments, competitive advantage, and the role of organizational vision, mission, and objectives. Emphasis is placed on industry analysis, resource-based strategies, value chain management, and global strategic issues. Through case studies and real-world scenarios, students develop skills in decision-making, strategic analysis, and the execution of strategies to drive organizational performance and long-term sustainability.
Recommended Textbook
Essentials of Contemporary Management 7th Edition by Gareth JonesS
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14 Chapters
1392 Verified Questions
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Page 2
Chapter 1: The Management Process Today
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Sample Questions
Q1) Organizations appoint turnaround CEOs when the organizations become more efficient and effective.
A)True
B)False
Answer: False
Q2) Innovation takes place when management centralizes control of work activities and creates an organizational culture that precludes risk taking.
A)True
B)False
Answer: False
Q3) Turnaround management is the creation of a new vision for a struggling company based on a new approach to planning and organizing to make better use of a company's resources and allow it to survive and prosper.
A)True
B)False
Answer: True
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Page 3
Chapter 2: Values, Attitudes, Emotions, and Culture: the
Manager As a Person
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Sample Questions
Q1) What is organizational culture?
Answer: Organizational culture comprises the shared set of beliefs, expectations, values, norms, and work routines that influence how members of an organization relate to one another and work together to achieve organizational goals. In essence, organizational culture reflects the distinctive ways in which organizational members perform their jobs and relate to others inside and outside the organization. When organizational members share an intense commitment to cultural values, beliefs, and routines and use them to achieve their goals, a strong organizational culture exists. When organizational members are not strongly committed to a shared system of values, beliefs, and routines, organizational culture is weak.
Q2) Which term refers to the ability to understand and manage one's own moods and emotions and those of other people?
A) Emotional intelligence
B) Critical thinking
C) Decision making
D) Cultural intelligence
E) Devil's advocacy
Answer: A
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Chapter 3: Managing Ethics and Diversity
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Sample Questions
Q1) Write a brief note on the two basic forms of sexual harassment.
Answer: The two basic forms of sexual harassment are quid pro quo sexual harassment and hostile work environment sexual harassment.
Quid pro quo sexual harassment occurs when a harasser asks or forces an employee to perform sexual favors to keep a job, receive a promotion, receive a raise, obtain some other work-related opportunity, or avoid receiving negative consequences such as demotion or dismissal.
Hostile work environment sexual harassment is more subtle. It occurs when organizational members face an intimidating, hostile, or offensive work environment because of their sex. Lewd jokes, sexually oriented comments or innuendos, vulgar language, displays of pornography, displays or distribution of sexually oriented objects, and sexually oriented remarks about one's physical appearance are examples of hostile work environment sexual harassment.
Q2) The practical rule states that an ethical decision ________.
A) best protects the rights of people affected
B) produces the greatest good for the greatest number of people
C) distributes benefits and harms in a fair way
D) is one that can be communicated with no reluctance
Answer: D
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Page 5
Chapter 4: Managing in the Global Environment
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Sample Questions
Q1) Factors that make it difficult and costly for a company to enter a particular task environment or industry are ________.
A) political forces
B) barriers to entry
C) barriers to exit
D) free trade agreements
Q2) In the context of the global general environment, which of the following accurately defines economic forces?
A) Laws ensuring fair distribution of resources among the people
B) Pressures from the social structure of a society or from the national culture
C) Skills impacting the process of designing and producing goods and services
D) Factors such as interest rates, inflation, unemployment, and economic growth
Q3) Most profit-oriented organizations are threatened during economic downturns, but not-for-profit organizations tend to flourish.
A)True
B)False
Q4) List the objectives of NAFTA, CAFTA, and FTAA.
Q5) The barriers to entry result from three sources. Explain in brief the three sources.
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Chapter 5: Decision Making, Learning, Creativity, and Entrepreneurship
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Sample Questions
Q1) When managers cannot assign probabilities of future occurrence to possible alternatives with a decision, this is known as ________.
A) certainty
B) risk
C) bounded rationality
D) uncertainty
Q2) Esteban, a manager, performs a financial analysis of several investment alternatives in order to determine which alternative is most likely to impact the organization's profitability. Esteban is focusing on ______.
A) bounded rationality
B) ethicalness
C) economic feasibility
D) dialectical inquiry
Q3) Product champions are a group of intrapreneurs who are deliberately separated from the normal operation of an organization to encourage them to devote all their attention to developing new products.
A)True
B)False
Q4) Explain the different ways by which organizations can promote intrapreneurship.
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Chapter 6: Planning, Strategy, and Competitive Advantage
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Sample Questions
Q1) To determine an organization's mission, managers must first define its ________.
A) vision
B) strategy
C) tactics
D) business
Q2) Explain a SWOT analysis. Describe briefly the steps involved in a SWOT analysis.
Q3) Two divisions of a company decide to use the same manufacturing facilities to capitalize on the organization's excess capacity and to reduce the fixed costs assigned by corporate headquarters. This is an example of ________.
A) concentration on a single business
B) international expansion
C) focused differentiation strategy
D) synergy
Q4) When an organization enters a new type of industry, which is not similar in any way to the current businesses of the organization, it is engaged in ________.
A) concentration on a single business
B) unrelated diversification
C) international expansion
D) related diversification
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Chapter 7: Designing Organizational Structure
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Sample Questions
Q1) Explain the forms of divisional structure and the organization of divisions under it.
Q2) A differentiation strategy aimed at increasing the customer's perception of an organization services usually succeeds even with an inflexible structure.
A)True
B)False
Q3) Allocating authority in an organization, which gives lower-level managers and nonmanagerial employees the right to make important decisions about how to use organizational resources, is an example of ________.
A) decentralization of authority
B) a high span of control
C) centralization of authority
D) maximum chain of command
Q4) An organization's hierarchy of authority is also known as its ________.
A) chain of command
B) span of control
C) corporate ladder
D) unity of command
Q5) Define strategic alliance and network structure. Also, discuss their usage.
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Page 9
Chapter 8: Control, Change, and Entrepreneurship
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Sample Questions
Q1) Rules and SOPs are used to regulate the behavior of workers within the organization with a ________ control system.
A) bureaucratic
B) feedback
C) feedforward
D) concurrent
Q2) Describe evaluation, the fourth and final step in establishing organizational control.
Q3) Output control procedures are used at every management level of an organization.
A)True
B)False
Q4) Standard operating procedures are mechanisms for clan control.
A)True
B)False
Q5) Organizational change can affect practically all aspects of organizational functioning, ________.
A) including organizational culture and strategies
B) including response to opportunities but not threats
C) excluding the human resource management system
D) excluding communication, motivation, and leadership
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Chapter 9: Motivation
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Sample Questions
Q1) Vicarious learning is one of the most important concepts in social learning theory. Discuss the steps to be taken by managers to promote vicarious learning.
Q2) Discuss the concepts of Herzberg's motivator-hygiene theory. How does it differentiate between motivation needs and hygiene needs of workers?
Q3) Punishment involves removing a negative consequence when dysfunctional behaviors occur.
A)True
B)False
Q4) The theory that distinguishes needs related to the work itself from those related to the context of the work is ________.
A) Maslow's hierarchy theory
B) inequity theory
C) Herzberg's motivator-hygiene theory
D) McClelland's needs theory
Q5) Leo Motors bases a worker's pay on the number of units of output of the worker. This is called a piece-rate pay program.
A)True B)False
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Chapter 10: Leaders and Leadership
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Sample Questions
Q1) Differentiate between intellectual stimulation and developmental consideration.
Q2) According to Robert House, the path-goal theory focuses on what a leader can do to motivate subordinates to achieve organizational goals.
A)True
B)False
Q3) The contingency model that focuses on how managers motivate subordinates by identifying their desired outcomes, rewarding them for high performance, and the attainment of work goals with these desired outcomes is ________.
A) the transformational leadership theory
B) House's path-goal theory
C) the leader substitutes model
D) Fiedler's model
Q4) Effective leaders and managers perform both initiating structure and consideration leader behaviors.
A)True
B)False
Q5) List any three types of power that are available to a manager and explain what they mean.
Q6) Do men and women differ in their personal leadership styles? Explain.
Page 12
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Chapter 11: Effective Team Management
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Sample Questions
Q1) To ensure that the group can control their members' behavior and channel them in the direction of high performance and group goal accomplishment, the group should require ________.
A) groupthink
B) conformity
C) deviance
D) dispositional attribution
Q2) Who takes part in cross-functional teams?
A) Subordinates who report to the same supervisor
B) Members from different cultures
C) CEO, the president, and the heads of departments
D) Members from different departments
Q3) What type of group helps satisfy employees' needs for interpersonal interaction and can provide needed social support in times of stress?
A) Interest
B) Formal
C) Friendship
D) Virtual
Q4) Explain the five stages of group development.
Q5) Explain what is meant by a task force and a virtual team.
Page 13
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Chapter 12: Building and Managing Human Resources
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Sample Questions
Q1) When managers attempt to fill open positions with workers who are already working for the organization in some other capacity, they are engaging in ________.
A) referral recruiting
B) external recruiting
C) walk-in recruiting
D) internal recruiting
Q2) Karen is a manager in a large restaurant chain, and she wants to use situational interview questions while interviewing server candidates. A situational interview question Karen can ask is ________.
A) "What are your strengths and weaknesses as a server?"
B) "Tell me something about your last job as a server"
C) "What do you like about being a server?"
D) "What would you do if a customer wanted to be seated away from small children?"
Q3) The goal of EEO is to ensure that all citizens have an equal opportunity to obtain employment regardless of their gender, race, country of origin, religion, age, or disabilities.
A)True
B)False
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Chapter 13: Communication and Information Technology Management
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Sample Questions
Q1) The amount of information that a communication medium can carry is known as
A) media naturalness
B) information richness
C) coding capability
D) information content
Q2) Describe how networks enhance computing power.
Q3) The medum of communication with the highest information richness is ________.
A) e-mail
B) texting
C) face-to-face communication
D) telephone conversations
Q4) The greater its accuracy and reliability, the higher is the quality of information.
A)True
B)False
Q5) Discuss the advantages of face-to-face communication. Is it always the best medium of communication?
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Q6) Explain the importance of good communication in order for an organization to gain a competitive advantage.
Chapter 14: Operations Management: Managing Vital
Operations and
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Sample Questions
Q1) Operations managers are managers who are responsible for managing an organization's production system.
A)True
B)False
Q2) Generally, other things being equal, most customers prefer products with ________.
A) good after-sales service
B) fewer and simpler features
C) no customized features
D) preferred attributes at any price
Q3) Organizing machines in the production process so that each operation is performed at workstations in a fixed sequence is known as a ________.
A) fixed-position layout
B) hybrid layout
C) product layout
D) process layout
Q4) Define facilities layout and state why it is important. Describe product layout with examples.
Q5) Describe the products that most customers prefer.
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