Strategic Management Practice Exam
Course Introduction
Strategic Management explores the frameworks, concepts, and processes that organizations use to achieve and sustain competitive advantage. The course examines strategic analysis, strategy formulation, and strategy implementation, addressing both internal and external factors that influence organizational success. Students will learn to evaluate industry dynamics, assess organizational strengths and weaknesses, and develop actionable strategies tailored to specific business contexts. Through case studies and real-world examples, the course fosters analytical thinking, decision-making abilities, and the application of strategic tools to complex business challenges.
Recommended Textbook
Organizational Behavior 17th Edition by Stephen
P. Robbins
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Page 2
Chapter 1: What Is Organizational Behavior?
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Sample Questions
Q1) A way for managers to respond to the problem of unethical behavior is to provide in-house advisors who can be contacted anonymously.
A)True
B)False
Answer: True
Q2) Evidence that an organization is able to exist and grow over the long term is called organizational survival.
A)True
B)False
Answer: True
Q3) A common characteristic of service jobs is that they ________.
A)need substantial interaction with an organization's customers
B)offer much higher pay in comparison with other non-service jobs
C)have fewer working hours than other jobs
D)require very little job knowledge compared to other jobs
E)provide more perks and benefits to employees
Answer: A
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Chapter 2: Diversity in Organizations
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Sample Questions
Q1) Which of the following is true with respect to surface-level diversity?
A)It refers to psychographic characteristics of the members of a group.
B)People with surface-level diversity will also share deep-level diversity.
C)It indicates differences of values, emotions and personality traits between people.
D)It refers to differences in easily perceived characteristics, such as gender and race.
E)It represents a person's or group's thought processes and feelings.
Answer: D
Q2) ________ diversity refers to diversity with respect to attributes that are less easy to observe initially but that can be inferred after more direct experience.
A)Surface-level
B)Additive
C)Demographic
D)Deep-level
E)Conjunctive
Answer: D
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4
Chapter 3: Attitudes and Job Satisfaction
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Sample Questions
Q1) Describe a workplace example of how people seek consistency among their attitudes and their behavior by reducing cognitive dissonance. Then, sort your example into the three main components of attitudes.
Answer: Student examples may vary.The following is a sample response.Harry, working for a tobacco company, can ignore the scientific information that tobacco is harmful because he receives high rewards in the form of a high salary.This allows him to reduce the cognitive dissonance between his feelings of discomfort with his company's product and his job satisfaction.The cognitive part of Harry's attitude is the evaluation that tobacco is harmful.The affective part of the attitude is feeling certain discomfort knowing that he works for a company that is harming people.The behavioral component of Harry's attitude is ignoring the information to continue to receive the high salary.
Q2) Is there a relationship between employees whose personal values fit with the organization's CSR mission and job satisfaction? Explain. Answer: 59 large and small organizations recently surveyed, 86 percent reported they have happier employees as a result of their CSR programs.The relationship between CSR and job satisfaction is particularly strong for Millennials.
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Page 5
Chapter 4: Emotions and Moods
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Sample Questions
Q1) Deep acting is hiding inner feelings and foregoing emotional expressions in response to display rules.
A)True
B)False
Q2) Which of the following terms best describes an intense feeling directed at someone or something?
A)perception
B)cognition
C)mood
D)reasoning
E)emotion
Q3) Studying facial expressions is a good way to identify basic emotions.
A)True
B)False
Q4) What impact do social activities have on one's moods?
Q5) Moods are more intense than emotions and invariably arise because of a specific event acting as a stimulus.
A)True
B)False
Q6) What are affect, emotions, and moods?
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Chapter 5: Personality and Values
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Sample Questions
Q1) According to John Holland's personality-job fit theory, individuals belonging to the conventional type prefer ambiguous activities that allow creative expression.
A)True
B)False
Q2) Ellen Athers works as a communication executive at a travel house. She is known to be friendly with her colleagues and interacts with them regularly to build strong work relationships. She knows that her rapport with her co-workers is a crucial part of her work and invests time in these relationships. In addition, she is assertive in making decisions, and colleagues take her decisions seriously. Which of the following types is Athers most likely to be characterized as according to the Myers-Briggs Type Indicator (MBTI)classification?
A)perceiving
B)brooder
C)extraverted
D)introverted
E)solitary
Q3) Identify and describe the personality trait exhibited by Collins.
Q4) Briefly describe the five key traits in the Big Five model.
Q5) What are the two main means of measuring personality? Discuss.
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Chapter 6: Perception and Individual Decision Making
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Q1) The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others is known as the randomness error.
A)True
B)False
Q2) Men make better decisions than women.
A)True
B)False
Q3) Which of the following is a component of the three-component model of creativity?
A)expertise
B)logical thinking skills
C)extrinsic task motivation
D)intuition
E)analytical skills
Q4) Escalation of commitment refers to staying with a decision even when there is clear evidence it's wrong.
A)True
B)False
Q5) Explain the effect of gender on decision making.
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Chapter 7: Motivation Concepts
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Sample Questions
Q1) Goal-setting theory strongly advocates participation in decision making, whereas MBO demonstrates that managers' assigned goals are usually just as effective.
A)True
B)False
Q2) Why do people who perceive themselves as victims of interactional injustice often blame their immediate supervisor rather than the organization at large?
A)Interpersonal justice or injustice is intimately tied to the conveyer of the information.
B)Interactional injustice usually occurs during face-to-face encounters.
C)When people are not treated with respect, they tend to retaliate against those closest at hand.
D)Interactional injustice is in the eyes of those who perceive they are disrespected.
E)Interactional injustice is most often the result of the impersonal policies of the organization.
Q3) Feedback influences self-efficacy.
A)True
B)False
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Chapter 8: Motivation: From Concepts to Applications
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Sample Questions
Q1) Which of the following is an example of a piece-rate plan?
A)$20 for each hour of work
B)$2 for each unit produced
C)stock options at cheaper prices
D)straight commission plan
E)spot bonuses
Q2) Which of the following is the distinct characteristic of participative management programs?
A)joint decision making
B)representative participation
C)performance norms
D)establishment of work councils
E)autocratic decision making
Q3) For management, the major downside of telecommuting is ________.
A)decreased productivity
B)increased turnover
C)reduced morale
D)difficulty in scheduling work
E)less direct supervision of employees
Q4) Differentiate between bonuses and gainsharing plans.
Page 10
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Chapter 9: Foundations of Group Behavior
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Sample Questions
Q1) Discuss the advantages and disadvantages of group decisions as compared to individual decisions.
Q2) The first phase of group development for temporary groups involves ________.
A)the phase of inertia before transition
B)the determination of the group's direction
C)the transition to plan the major changes
D)a period of accelerated activity
E)the adoption of new perspectives
Q3) Role perception indicates our view of how we are supposed to act in a given situation.
A)True
B)False
Q4) Individual decisions are more time consuming than group decisions.
A)True
B)False
Q5) An individual's personal characteristics, like good looks or friendly personality, represent one of the dimensions of the status characteristics theory.
A)True
B)False
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Chapter 10: Understanding Work Teams
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Sample Questions
Q1) What is the relationship between task conflicts and reflexivity among team members?
Q2) Conscientiousness and openness to experience are two personality dimensions of the Big Five personality model that predict better performance in teams.
A)True
B)False
Q3) The term team cohesion means members are emotionally attached to one another and motivated toward the team because of their attachment. Team cohesion is a useful tool to predict team outcomes.
A)True
B)False
Q4) Discuss the effect of team size on effectiveness of teams.
Q5) Which of the following will be useful in creating team players?
A)technical training
B)academic training
C)job rotation
D)cross-training
E)negotiation training
Q6) How do mental models contribute to task conflicts?
Page 12
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Chapter 11: Communication
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Sample Questions
Q1) Shirley Shands is a hard worker, but Debra, her manager, is irritated with her. While Debra concedes that Shirley's work gives her no cause for complaint, Debra is tired of the interruptions in her work because of Shirley asking for repeated clarifications over what exactly she has to say in e-mails or phone calls. She often requests Debra to proofread her e-mails before sending them, and Debra feels she sends too many e-mails instead of just speaking to the person concerned. From the scenario, we can conclude that
A)Shirley processes her e-mails in an automatic and superficial manner
B)Shirley and Debra come from a high-context culture
C)Debra is engaging in social loafing
D)Shirley suffers from communication apprehension
E)Shirley uses filtering when communicating with Debra
Q2) Communication that takes place among members of work groups at the same level is known as ________ communication.
A)diagonal
B)grapevine
C)upward
D)lateral
E)downward
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Page 13
Chapter 12: Leadership
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Sample Questions
Q1) Which of the following dimensions of trust is defined as an individual's technical and interpersonal knowledge and skills?
A)integrity
B)ability
C)propensity
D)reflexivity
E)complexity
Q2) Which of the following is a substitute for leadership in the theory that suggests leaders' actions are irrelevant in many situations?
A)lack of experience
B)training
C)ambiguous task
D)high need for supervision
E)external feedback
Q3) Describe the path-goal theory of leadership.
Q4) How do substitutes and neutralizers challenge the effectiveness of leadership?
Q5) Charismatic leaders are not always authentic leaders. Discuss.
Q6) What is the role played by traits in predicting leadership behaviors?
Q7) What are the key characteristics of charismatic leaders?
Page 14
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Chapter 13: Power and Politics
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Sample Questions
Q1) For a power situation to exist, one person or group needs to have control over resources the other person or group values.
A)True
B)False
Q2) Limited resources is one of the major reasons for the development of organizational politics.
A)True B)False
Q3) Whistle-blowing is not considered to be a political behavior.
A)True
B)False
Q4) Explain impression management and discuss which impression management techniques are most effective in an interview.
Q5) How does reward power contribute to sexual harassment?
Q6) In countries that are more politically unstable, employees seem to demonstrate greater tolerance of intense political processes in the workplace.
A)True B)False
Q7) Contrast leadership and power.
Page 15
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Chapter 14: Conflict and Negotiation
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Sample Questions
Q1) Which of the following statements is true regarding negotiation that takes place in a collectivist culture?
A)Collectivists are less likely to seek to preserve relationships and promote the good of the group as a whole than individualists.
B)Collectivists are more likely to confront differences of opinion directly and openly than individualists.
C)Collectivist cultures see people as autonomous, not as people deeply embedded in social situations.
D)Compared to individualists, collectivists are less likely to see offers from their counterparts as unfair and to reject them.
E)The method of conflict management preferred by collectivist managers is competing.
Q2) Which of the following is not true regarding gender differences in negotiations?
A)Men and women negotiate differently.
B)Men value status more than women.
C)Women value compassion and altruism more than men.
D)Men place a higher value on economic outcomes than women.
E)Women place a lower value on relationship outcomes than men.
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Page 16
Chapter 15: Foundations of Organization Structure
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Sample Questions
Q1) Which of the following statements, if true, would support the argument favoring increased span of control?
A)Mike's team consists of highly experienced and skilled labor.
B)Porco Rosso recently became the world's leading aircraft manufacturer.
C)Mike is receiving increasing complaints about interpersonal conflicts within the team.
D)Mike's team is highly dependent on his guidance, even on minor issues.
E)When additional workers were assigned to Mike on a previous occasion, it led to unfavorable results.
Q2) In centralized organizations, top managers make all the decisions, and lower-level managers merely carry out their directives.
A)True
B)False
Q3) The major advantage of a virtual organization is its ________.
A)decentralized structure
B)ability to enhance role clarity
C)flexibility
D)highly departmentalized structure
E)ability to minimize organizational politics
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17
Chapter 16: Organizational Culture
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Sample Questions
Q1) If there is a basic conflict between the individual's expectations and the reality of working in an organization, the employee is most likely to be disillusioned and quit during the ________ stage of socialization.
A)prearrival
B)post-arrival
C)encounter
D)metamorphosis
E)post-encounter
Q2) When you start to accept the differences between your expectations and the reality of the organization, you move into the ________ stage of socialization.
A)prearrival
B)post-arrival
C)acceptance
D)metamorphosis
E)post-encounter
Q3) What is workplace spirituality?
Q4) Discuss the difference between strong and weak organizational cultures and discuss the effect that a strong culture can have on an acquisition or merger.
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Chapter 17: Human Resource Policies and Practices
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Sample Questions
Q1) The behavioral structured interview is built on the assumption that ________.
A)past behavior is the best predictor of future behavior
B)technical knowledge and skills are the best predictor of job performance
C)personality is the best predictor of job performance
D)personality and mood are highly correlated
E)technical knowledge and job performance are highly correlated
Q2) Describe and discuss work-sample tests and assessment centers and the contexts in which they can be used effectively.
Q3) Performance-simulation tests have lower face validity (which measures whether applicants perceive the measures to be accurate)than written tests.
A)True
B)False
Q4) Due process systems provide individuals with adequate notice of what is expected of them.
A)True
B)False
Q5) Describe and discuss three substantive selection devices used to assess job candidates once they have passed an initial screening.
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Chapter 18: Organizational Change and Stress Management
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Q1) Organizational development (OD)is a collection of change methods that try to improve organizational effectiveness and employee well-being.
A)True
B)False
Q2) ________ are persons who act as catalysts and assume the responsibility for managing refinement activities.
A)Early adopters
B)Free riders
C)Laggards
D)Change agents
E)Whistle-blowers
Q3) Sensitivity training emphasizes changing behavior through structured group interaction.
A)True
B)False
Q4) Experience on the job tends to be positively related to work stress.
A)True
B)False
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Q5) What are the various forces that make it necessary for organizations to change?