Strategic Management
Question Bank
Course Introduction
Strategic Management focuses on the formulation, implementation, and evaluation of cross-functional decisions that enable an organization to achieve its objectives and maintain a competitive advantage. The course explores key concepts such as environmental analysis, strategy formulation, competitive positioning, and corporate governance, equipping students with practical tools for analyzing industries, competitors, and internal organizational capabilities. Through case studies and real-world applications, students learn to develop and execute strategic plans, respond effectively to dynamic business environments, and align organizational resources to long-term goals.
Recommended Textbook
Understanding the Theory and Design of Organizations International 11th Edition by Richard L. Daft
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13 Chapters
1255 Verified Questions
1255 Flashcards
Source URL: https://quizplus.com/study-set/926
Page 2
Chapter 1: Organizations and Organization Theory
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108 Verified Questions
108 Flashcards
Source URL: https://quizplus.com/quiz/18240
Sample Questions
Q1) Some specific challenges today's managers and organizations face includes all of the following except:
A) ethical scrutiny.
B) increasing diversity.
C) a traditional workplace.
D) globalization.
Answer: C
Q2) _____ refers to economic development that generates wealth and meets the needs of the current generation while saving the environment so future generations can meet their needs as well.
A) Decentralization
B) Recycling
C) Scientific management
D) Sustainability
Answer: D
Q3) The nine contingency and structural dimensions are not dependent on each other.
A)True
B)False
Answer: False
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Page 3
Chapter 2: Strategy, Organization Design, and Effectiveness
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101 Verified Questions
101 Flashcards
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Sample Questions
Q1) Briefly describe the competing values model of effectiveness. What assumption is this model based on?
Answer: The competing values model of effectiveness is a framework that identifies four different organizational cultures and their associated values, and how these cultures can impact organizational effectiveness. The four cultures are: clan culture (focus on collaboration and teamwork), adhocracy culture (focus on innovation and risk-taking), market culture (focus on competition and achievement), and hierarchy culture (focus on stability and control).
This model is based on the assumption that organizations must balance competing values in order to be effective. It recognizes that no single culture is superior to the others, and that different situations may call for different cultural emphases. The model also assumes that organizations can benefit from understanding and leveraging the strengths of each culture, and that a balanced approach to these competing values can lead to greater overall effectiveness.
Q2) Growth and output volume are examples of overall performance goals.
A)True
B)False
Answer: True
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Chapter 3: Fundamentals of Organization Structure
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102 Verified Questions
102 Flashcards
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Sample Questions
Q1) ____ are used to coordinate activities between the top and bottom of an organization and are designed primarily for control of the organization.
A) Vertical linkages
B) Functional groupings
C) Horizontal linkages
D) Divisional groupings
Answer: A
Q2) The product or divisional structure:
A) is not suited to fast change in an unstable environment.
B) centralizes decision making.
C) facilitates integration and standardization across product lines.
D) allows units to adapt to differences in products, regions, and clients.
Answer: D
Q3) Rules and plans are lower on the ladder of mechanisms for vertical linkage than is adding positions to the hierarchy.
A)True
B)False
Answer: True
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5
Chapter 4: The External Environment
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99 Verified Questions
99 Flashcards
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Sample Questions
Q1) Transferring or exchanging executives offers a method of establishing favorable linkages with external organizations.
A)True
B)False
Q2) An organization's domain is the chosen environmental field of action, or the organization's niche that has been staked out for itself with respect to products, services, and markets served.
A)True
B)False
Q3) In organizations characterized by very ____ and ____ environments, almost no managers are assigned to integration roles.
A) simple, stable
B) simple, unstable
C) complex, stable
D) complex, unstable
Q4) Boundary spanners can prevent the organization from stagnating by keeping top managers informed about environmental changes.
A)True
B)False
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Chapter 5: Interorganizational Relationships
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96 Verified Questions
96 Flashcards
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Sample Questions
Q1) Compare and contrast three types of institutional similarity.
Q2) ____ is an organization's specific technology, structure, products, goals, and personnel, which can be selected or rejected by the environment.
A) Organizational form
B) Selection
C) Niche
D) Resource-dependence
Q3) Discuss how the adversarial versus partnership orientations work among students in class. What carryover from the classroom settings at your university will help or hinder interorganizational relationships you may be managing in the future?
Q4) Does the desire for legitimacy result in organizations being more similar or being more different? Take a position, and defend your position.
Q5) Major reasons for interorganizational collaboration include all of the following except:
A) sharing risks when entering new markets.
B) mounting expensive new programs and reducing costs.
C) enhancing organizational profile in selected industries.
D) interpersonal factors.
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Chapter 6: Designing Organizations for the International Environment
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101 Verified Questions
101 Flashcards
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Sample Questions
Q1) A ____ strategy would encourage production design, assembly, and marketing tailored to the specific needs of each country.
A) focused
B) multidomestic
C) globalization
D) joint venture
Q2) List and discuss the characteristics that distinguish the transnational organization from other global organization forms.
Q3) As companies begin to explore international opportunities, they typically start with an international division that grows into an export department.
A)True
B)False
Q4) The global geographic division structure:
A) is most useful for new product lines.
B) works well for products with rapidly changing technologies.
C) works best if there are similar needs for the product across countries.
D) may cause product planning on a global scale to be challenging.
Q5) Compare and contrast the typical alliances: licensing, joint ventures, and consortia.
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Chapter 7: Manufacturing and Service Technologies
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96 Verified Questions
96 Flashcards
Source URL: https://quizplus.com/quiz/18246
Sample Questions
Q1) Characteristics of service technology include all of the following except:
A) longer response time is acceptable.
B) labor- and knowledge-intensive.
C) customer interaction is generally higher.
D) quality is perceived and difficult to measure.
Q2) The manufacturing industry has increased three times as fast as the service sector in the North American economy.
A)True
B)False
Q3) Failing to adopt appropriate technologies to support strategy, or adopting a new technology and failing to realign strategy to match it, can lead to poor performance.
A)True
B)False
Q4) Explain the difference between core technology and non-core technology.
Q5) "Technology" could be considered to be the tools, techniques, and actions that are used to transform organizational inputs into outputs.
A)True
B)False
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Chapter 8: Using Information Technology for Control and Coordination
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96 Verified Questions
96 Flashcards
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Sample Questions
Q1) Access to management information systems and executive information systems are typically controlled by placing them on the:
A) Internet.
B) individual PCs of authorized managers.
C) intranet.
D) extranet.
Q2) Which of the following is not a management control system?
A) Statistical reports
B) Quality control system
C) Discipline policies
D) Reward system
Q3) A(n) _____ is a running web log that allows an individual to post opinions and ideas about work projects and processes.
A) extranet
B) social network
C) wiki-tiki
D) blog
Q4) How can information technology be used as a strategic weapon in business today?
Page 10
Q5) Compare executive information system and decision support system.
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Chapter 9: Organization Size, Life Cycle, and Decline
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95 Verified Questions
95 Flashcards
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Sample Questions
Q1) It is impossible for companies to find ways to be both big and small.
A)True
B)False
Q2) As organizations increase in size, the net effect for direct workers is that they decline as a percentage of total employees.
A)True
B)False
Q3) Is bigger organization size better? Whether you say yes or no, defend your answer. Then explain the countering or opposite position, trying to make it as convincing an argument as you can.
Q4) Market control occurs when price competition is used to evaluate the output and productivity of an organization or its major departments and divisions.
A)True
B)False
Q5) Ninety-nine percent of businesses that make it past the first year still fail within five years because they can't make the transition from the entrepreneurial stage.
A)True
B)False
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Chapter 10: Organizational Culture and Ethical Values
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89 Verified Questions
89 Flashcards
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Sample Questions
Q1) Explain corporate social responsibility and why so many companies are embracing it. Give some examples of ways companies are good corporate citizens.
Q2) The bureaucratic culture has a primary focus on the involvement and participation of the organization's members and on rapidly changing expectations from the external environment.
A)True
B)False
Q3) Culture exists at two levels called:
A) sub- and super-structure.
B) people and structure.
C) underlying values and visible artifacts.
D) social and psychological.
Q4) _____ are consistent with the values and beliefs of the organization but are not supported by facts.
A) Legends
B) Myths
C) Heroes
D) Stories
Q5) What are the important functions of corporate culture in an organization?
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Chapter 11: Innovation and Change
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90 Verified Questions
90 Flashcards
Source URL: https://quizplus.com/quiz/18250
Sample Questions
Q1) Which of the following types of change refers to changes in the values, attitudes, expectations, beliefs, abilities, and behavior of employees?
A) Organizational change
B) Incremental change
C) Culture change
D) Structural change
Q2) Compare and contrast the dual core approach and the ambidextrous approach.
Q3) Only 14 percent of all new products actually undertaken eventually earn an economic success.
A)True
B)False
Q4) ____ means an organization creates an organic structure when such a structure is needed for the initiation of new ideas.
A) Culture change
B) Dual-core approach
C) Ambidextrous approach
D) Switching structures
Q5) Explain the dual-core approach to organizational change.
Q6) Discuss the forces for culture change.
Page 13
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Chapter 12: Decision Making Processes
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90 Verified Questions
90 Flashcards
Source URL: https://quizplus.com/quiz/18251
Sample Questions
Q1) A small university department was comprised of six male faculty members. During faculty meetings when the department was faced with a difficult decision, a faculty member would suggest they take a break. During the break, four faculty would adjourn to the coffee room and agree on the decision that would be made. This is an example of:
A) bounded rationality.
B) intuitive decision making.
C) a coalition.
D) crisis decision making.
Q2) Which step in the rational approach immediately follows developing alternative solutions?
A) Evaluating alternatives
B) Diagnosing the problem
C) Implemening an alternative to test its viability
D) Implementing the chosen alternative.
Q3) Intuition is arbitrary and irrational.
A)True
B)False
Q4) Describe the difference between programmed decisions and nonprogrammed decisions and provide an example of each.
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Chapter 13: Conflict, Power, and Politics
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92 Verified Questions
92 Flashcards
Source URL: https://quizplus.com/quiz/18252
Sample Questions
Q1) "He who has the gold makes the rules" refers to control of financial resources as a strategic contingency that influences horizontal power among departments.
A)True
B)False
Q2) Resources symbolize power and influence within an organization.
A)True
B)False
Q3) In distinguishing between power and authority, we learned that power is:
A) vested in people.
B) possibly exercised upward, downward, and horizontally.
C) flowing down the vertical hierarchy.
D) more narrow in scope than authority.
Q4) Formal authority is exercised downward along the hierarchy and is the same as vertical power and legitimate power.
A)True
B)False
Q5) Why is it that some employees may obtain power that is disproportionate to the level of their formal position?
Q6) Describe when political activity is used.
Page 15
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