Strategic Management Question
Bank
Course Introduction
Strategic Management is a comprehensive course that explores the formulation, implementation, and evaluation of strategies to achieve organizational objectives in a competitive global environment. Students will learn key concepts such as SWOT analysis, competitive advantage, resource allocation, and strategic decision-making. Through case studies and real-world applications, the course emphasizes the importance of aligning organizational resources and capabilities with external opportunities and threats, enabling students to understand how top management guides organizations toward long-term success and sustainability.
Recommended Textbook Management 13th Edition by Richard L. Daft
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Page 2
Chapter 1: The World of Innovative Management
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Sample Questions
Q1) Calvin Strine is the office manager of a local accounting firm. His level in the management hierarchy is that of a(n):
A) first-line manager.
B) middle manager.
C) top manager.
D) consultant.
E) operative.
Answer: A
Q2) __________ is identifying goals for future organizational performance and deciding on the tasks and use of resources to attain them.
Answer: Planning
Q3) A manager in for-profit business focuses primarily on __________, whereas a manager of a nonprofit organization focuses on __________.
A) earning money for the company; employee morale
B) earning money for the company; social impact
C) profitability; customer satisfaction
D) market share; the bottom line
E) customer satisfaction; organization reputation
Answer: B
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Page 3
Chapter 2: The Evolution of Management Thinking
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Sample Questions
Q1) Positions organized in a hierarchy of authority is an important characteristic of:
A) scientific management.
B) the bureaucratic organizations approach.
C) management science.
D) the human relations movement.
E) the behavioral sciences approach.
Answer: B
Q2) What do Kaiser Permanente, General Motors, and Morgan Stanley Wealth Management have in common?
A) They are all pioneers in using scientific management.
B) They all use social media technology to connect with their customers.
C) They are all currently experimenting with a bossless workplace.
D) They were early advocates of using quantitative techniques to facilitate management decision making.
E) None of these
Answer: B
Q3) A(n) __________ is a set of interrelated parts that function as a whole to achieve a common purpose.
Answer: system
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Page 4
Chapter 3: The Environment and Corporate Culture
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Sample Questions
Q1) __________ results from using sophisticated software to search through internal and external data to spot patterns.
Answer: Business intelligence
Q2) Nikki could __________, which are planned activities at special events to provide examples of company values.
A) hold ceremonies
B) promote slogans
C) incorporate symbols
D) show pictures of heroes
E) none of these
Answer: A
Q3) A(n) __________ occurs when two or more organizations combine to become one.
Answer: merger
Q4) The raw materials that organizations use to produce its outputs are provided by customers.
A)True
B)False
Answer: False
Q5) A(n) __________ includes the elements within the organization's boundaries. Answer: internal environment
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Chapter 4: Managing in a Global Environment
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Sample Questions
Q1) The North American Free Trade Agreement (NAFTA):
A) merged the United States, Canada, and Mexico into a single market.
B) made virtually all U.S. exports into Canada and Mexico duty-free.
C) increased U.S. trade with both Mexico and Canada.
D) has not lived up to its grand expectations.
E) all of these.
Q2) Which of the following management functions changes when a business operates internationally?
A) Planning
B) Organizing
C) Controlling
D) Leading
E) None of these
Q3) The social value of uncertainty avoidance is evident in countries like Japan which support beliefs that promises certainty and conformity among its citizenry.
A)True
B)False
Q4) List the five value dimensions identified by the GLOBE Project.
Q5) List and describe the two ways that managers expand globally.
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Chapter 5: Managing Ethics and Social Responsibility
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Sample Questions
Q1) The justice approach is closest to the thinking underlying the domain of:
A) social responsibility.
B) free choice.
C) law.
D) moral principles.
E) ethics.
Q2) In recent years, many states have passed laws allowing mission-based companies to incorporate as benefit corporations. Assume you have a friend who is starting a business that sells environmentally friendly office supplies in one of these states. You are trying to convince your friend to incorporate his business as a benefit corporation and get certified as a B Corporation by B Lab. Write a short essay that explains what a benefit corporation is and the advantages of incorporating as a benefit corporation and getting certified as a B corporation by B Lab.
Q3) The __________ contends that acts are moral when they promote the individual's best long-term interests.
Q4) List three primary mechanisms that managers can implement to help employees and the company stay on ethical footing.
Q5) Explain the concepts of a stakeholder and stakeholder mapping.
Q6) Briefly explain the concept of conscious capitalism.
Page 7
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Chapter 6: Managing Start-Ups and New Ventures
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Sample Questions
Q1) Which of the following is not an appropriate legal structure for an entrepreneurial company?
A) Proprietorship
B) Corporation
C) Partnership
D) Trade alliance
E) All of these are appropriate legal structures for an entrepreneurial company.
Q2) Is there a formula for a successful entrepreneur? While their backgrounds differ, entrepreneurs often have common characteristics. In a short essay, describe characteristics typically displayed by entrepreneurs. Next, contrast these characteristics with those that you have learned will help to make a manager in an established organization successful.
Q3) What is the most common way that entrepreneurs finance the start-up of a new business?
A) Self-financing from savings or credit cards
B) Loans from friends, family, or business associates
C) Bank loans
D) Lines of credit
E) Venture capital
Q4) Name 5 of the 10 characteristics of a successful business plan.
Page 8
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Chapter 7: Planning and Global Setting
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Sample Questions
Q1) List the four major activities that must occur in order for management by objectives to succeed.
Q2) Sarah is a middle manager at Style Sneakers Corporation. She is most likely responsible for the achievement of:
A) operational goals.
B) tactical goals.
C) strategic goals.
D) operational plans.
E) none of these.
Q3) Operational plans and goals are those that focus on the outcomes that major divisions and departments must achieve for the organization to reach its overall goals.
A)True
B)False
Q4) Management by objectives, single-use plans, and standing plans are all management planning approaches.
A)True
B)False
Q5) List the five characteristics of effective goals.
Q6) The __________ describes the organization's reason for existence.
Page 9
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Chapter 8: Strategy Formulation and Execution
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Sample Questions
Q1) With a(n) __________, the organization aggressively seeks efficient facilities, pursues cost reductions, and uses tight cost controls to produce products more efficiently than competitors.
Q2) __________ refers to the set of decisions and actions used to formulate and execute strategies that will provide a competitively superior fit between the organization and its environment so as to achieve organizational goals.
Q3) People need to understand how their individual actions can contribute to achieving an organizational strategy. This can be accomplished by delegating authority and responsibility, defining roles, and defining measures and metrics. These actions are part of which tool for putting strategy into action?
A) Visible leadership
B) Candid communication
C) Human resources
D) Clear roles and accountability
E) Bargaining power of employees
Q4) __________ means there is a deep understanding and acceptance of organizational direction and purpose throughout the organization.
Q5) Differentiate between strategy formulation and strategy execution.
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Chapter 9: Managerial Decision Making
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Sample Questions
Q1) Mark, a production manager at Kaylie's Kookware, recently chose to schedule his workers to work overtime. His alternative was to hire more workers. He is now monitoring the consequences of his choice. This is an example of:
A) planning.
B) decision making.
C) organizing.
D) motivating.
E) leading.
Q2) Genna is collecting data on how well the organization has done since their new strategy was implemented. She is in what stage of the managerial decision-making process?
A) Developmentof alternatives
B) Implementation of chosen alternative
C) Evaluation and feedback
D) Recognition of decision requirement
E) Selection of desired alternative
Q3) A certain amount of disagreement and conflict is much healthier than blind agreement.
A)True
B)False
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Chapter 10: Designing Organization Structure
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Sample Questions
Q1) With a(n) __________, the entire organization is made up of horizontal teams that coordinate their work and work directly with customers to accomplish the organization's goals.
Q2) Goals of efficiency and a stable environment are associated with a mechanistic system.
A)True
B)False
Q3) The matrix structure violates which of the following principles of management?
A) Unity of direction
B) Unity of command
C) Work specialization
D) Division of labor
E) Span of management
Q4) In a matrix structure, some employees, called __________, report to two supervisors simultaneously.
Q5) A(n) __________is a person who is responsible for coordinating the activities of several departments for the completion of a specific project.
Q6) __________ refers to the radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed.
Page 12
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Chapter 11: Managing Change and Innovation
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176 Verified Questions
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Sample Questions
Q1) The innovation strategy for changing products and technologies that involves creating conditions and systems to facilitate internal and external coordination and knowledge sharing is known as:
A) exploration.
B) cooperation.
C) entrepreneurship.
D) innovation roles.
E) discovery.
Q2) A(n) __________is a mechanism that provides a safe harbor where ideas from employees throughout the organization can be developed without interference from company bureaucracy or politics.
Q3) Organization development specialists identify three distinct stages for achieving behavioral and attitudinal change. These are:
A) freezing, changing, and intervention.
B) unfreezing, freezing, and refreezing.
C) unfreezing, changing, and refreezing.
D) intervention, refreezing, and reinforcement.
E) none of these.
Q4) A(n) __________ is a disparity between existing and desired performance levels.
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Chapter 12: Managing Human Resources
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Sample Questions
Q1) The Family and Medical Leave Act established mandatory safety and health standards in organizations for working families.
A)True
B)False
Q2) __________, also called incentive pay, means tying at least part of compensation to employee effort and performance.
Q3) The first three steps involved in attracting an effective workforce are HR planning, choosing recruiting sources, and selecting the candidate.
A)True
B)False
Q4) Fast track hiring involves buying an early-stage start-up (and usually shutting it down) in order to obtain the creative talent.
A)True
B)False
Q5) It is okay to ask whether an applicant has the legal right to work in the United States during the selection process.
A)True
B)False
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Chapter 13: Managing Diversity
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Sample Questions
Q1) Phlex Plastic has a very strong set of corporate values. In fact, Phlex has been known to discourage the emergence of alternative values. Phlex is most likely:
A) a diverse organization.
B) an organization that encourages pluralism.
C) a monoculture.
D) geocentric.
E) a minority-owned organization.
Q2) __________ is a rigid, exaggerated, irrational belief associated with a particular group of people.
A) A label
B) Prejudice
C) A typecast
D) Discrimination
E) A stereotype
Q3) Stereotyping assumes that all members of a group have the same characteristics.
A)True
B)False
Q4) __________ is defined as all the ways in which people differ.
Q5) Explain the difference between stereotyping and valuing cultural differences.
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Chapter 14: Understanding Invidividual Behavior
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Sample Questions
Q1) Locus of control refers to an individual's belief that he or she can successfully accomplish a specific task or outcome.
A)True
B)False
Q2) __________ is the belief that power and status differences should exist within the organization.
Q3) __________ is the tendency to assign an individual to a group or broad category and then to attribute widely held generalizations about the group to the individual.
Q4) Describe Carl Jung's four functions related to gathering and evaluating information for problem solving and decision making. Which problem-solving style would be appropriate for an accounting profession?
Q5) Which of the following is a way to enhance self-awareness?
A) Recognize perceptual distortions
B) Use the fundamental attribution error
C) Use an intuitive-feeling problem-solving style
D) Reduce challenge stress
E) Solicit feedback from others
Q6) Briefly describe the perception process.
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Chapter 15: Leadership
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Sample Questions
Q1) According to the situational model of Hersey and Blanchard, which of the following leader styles matches up best with low-readiness followers?
A) Delegating
B) Selling
C) Telling
D) Participating
E) None of these
Q2) In a recent study, it was found that men were more capable of inspiring and motivating others and building relationships than women.
A)True
B)False
Q3) Ian does not have much of a relationship with his subordinates. They feel obligated to follow his directions regarding work activities because he's the boss. This is an example of __________ power.
A) referent
B) legitimate
C) coercive
D) reward
E) expert
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Page 17
Chapter 16: Motivating Employees
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Sample
Questions
Q1) Herzberg's two-factor theory divides work-related needs into two categories: hygiene factors and reward factors.
A)True
B)False
Q2) Job enlargement combines a series of small tasks into one new, broader job so that people perform a variety of activities.
A)True
B)False
Q3) Equity theory, developed by J. Stacy Adams, states that people evaluate equity by a ratio of inputs to outcomes.
A)True
B)False
Q4) One category of motivation theory is content theories.
A)True
B)False
Q5) __________ looks at the relationship between behavior and its consequences.
Q6) In David McClelland's acquired needs theory, what are the three acquired needs most frequently studied, and which is(are) not dependent on relationships with other people?
Page 18
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Chapter 17: Managing Communication
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Sample Questions
Q1) A poor listener listens to central themes.
A)True
B)False
Q2) Managers spend 80 percent of every working day doing desk work.
A)True
B)False
Q3) Messages that convey data or statistics or simply put into words what managers already agree on and understand are referred to as __________ messages.
A) nonroutine
B) routine
C) instant
D) grapevine
E) qualitative
Q4) The most successful organizations are the ones whose managers keep the lines of communication open. In a short essay, describe some aspects and methods of communication that are crucial for organizational success and how a manager can use them effectively. Devise an example that illustrates your answer.
Q5) __________ refers to messages and information sent from top management down to subordinates.
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Chapter 18: Leading Teams
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Sample Questions
Q1) A(n) __________ is a group made up of geographically or organizationally dispersed members who are linked primarily through advanced information and telecommunications technologies.
Q2) The __________ of handling conflict reflects neither assertiveness nor cooperativeness.
Q3) The four common ways in which norms develop for controlling and directing behavior are critical events in the team's history, primacy, norms that members bring with them from outside the team, and implicit statements from leaders.
A)True
B)False
Q4) Common types of teams in organizations are __________ and __________.
A) vertical; diagonal
B) task; self-managed
C) functional; cross-functional
D) social; virtual
E) official; social
Q5) Numerous studies have found that larger teams perform better.
A)True
B)False
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Chapter 19: Managing Quality and Performance
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Sample Questions
Q1) The __________ budget plans and reports investments in major assets to be depreciated over several years.
A) capital
B) balance sheet
C) cash
D) revenue
E) expense
Q2) Under hierarchical control, employees are actively engaged and committed to their work.
A)True
B)False
Q3) Return on assets is an activity ratio that is a percentage representing what a company earned from its assets.
A)True
B)False
Q4) Zero-based budgeting requires a complete justification for every line item in a budget.
A)True B)False
Q5) Describe the difference between a balance sheet and an income statement.
Page 21
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