Strategic Management
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Course Introduction
Strategic Management explores the formulation, implementation, and evaluation of cross-functional decisions that enable organizations to achieve long-term objectives. The course focuses on the integration of knowledge from various business disciplines to develop effective strategies that provide competitive advantage in dynamic environments. Students will analyze real-world cases, assess external and internal environments, and utilize strategic tools to craft and communicate viable organizational strategies. By the end of the course, students will be equipped with critical thinking and analytical skills necessary for making complex business decisions and guiding organizations towards sustainable success.
Recommended Textbook
Contemporary Management 7th Edition by Gareth Jones
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18 Chapters
1977 Verified Questions
1977 Flashcards
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Page 2
Chapter 1: Managers and Managing
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104 Flashcards
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Sample Questions
Q1) The ability to distinguish between the cause and the effect of a problem within an organization is an important part of the technical skills of a manager.
A)True
B)False
Answer: False
Q2) What are the benefits of studying management?
Answer: (1)Managers decide how to use many of a society's most valuable resources,so understanding what managers do and how they do it is important; (2)almost everyone deals with managers;understanding management helps people deal with bosses and coworkers; (3)the job pays well and is interesting and satisfying to most people.
Q3) Organizations are effective when managers minimize the amount of input resources.
A)True
B)False
Answer: False
Q4) Identify and discuss the "four building blocks" of competitive advantage.
Answer: The four blocks are increasing efficiency,innovation,customer responsiveness,and quality.
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3
Chapter 2: The Evolution of Management Thought
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Sample Questions
Q1) Peters and Waterman's In Search of Excellence identified three major principles to guide managers.These three principles verify Fayol's principles.
A)True
B)False
Answer: True
Q2) Unwritten,informal codes of conduct which prescribe how workers should act in specific work situations are known as:
A)Rules
B)Standard operating procedures
C)Ethics
D)Norms
E)Esprit de corps
Answer: D
Q3) Max Weber described a system of administration designed to insure both efficiency and effectiveness that is called "bureaucracy".
A)True
B)False
Answer: True
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4
Chapter 3: Values,attitudes,emotions,and Culture: The Manager As a Person
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114 Verified Questions
114 Flashcards
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Sample Questions
Q1) In hopes of being considered for an upcoming promotion,Stacy has started taking additional courses at the area community college.Stacy is expressing which type of instrumental value?
A)Ambitious
B)Capable
C)Responsible
D)Broad-minded
E)Intellectual
Answer: A
Q2) The collection of feelings and beliefs that a person has about her current job is referred to as:
A)Organizational citizenship
B)Job satisfaction
C)Internal locus of control
D)Organizational commitment
E)Openness to experience
Answer: B
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Chapter 4: Ethics and Social Responsibility
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Sample Questions
Q1) Companies that go out of their way to learn about the needs of different stakeholders and use organizational resources to promote their interests are using the ____________ approach.
A)accommodative
B)proactive
C)defensive
D)obstructionist
E)offensive
Q2) ___________ are often regarded as the most critical stakeholder group.
A)Stockholders
B)Managers
C)Employees
D)Customers
E)Suppliers
Q3) Laws and regulations lead to the development of ethical beliefs.
A)True
B)False
Q4) Using an example of your college or university,give specific examples of stakeholders of each major type.
Q5) Justify the importance of an ethics ombudsperson.
Page 6
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Chapter 5: Managing Diverse Employees in a Multicultural Environment
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111 Flashcards
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Sample Questions
Q1) McDonalds goes to great lengths to understand a country's culture and taste in food.McDonald's success in a diverse market can be attributed to:
A)Social intuition
B)Stereotyping
C)Perception
D)Scheming
E)Overt discrimination
Q2) Stereotypes are usually based on a visible characteristic such as a person's age,gender,or race.
A)True
B)False
Q3) Which of the following is not one of the recommended steps to eliminate sexual harassment?
A)Develop and clearly communicate a sexual harassment policy
B)Establish and use a complaint procedure
C)Take corrective action against sexual harassers
D)Fire all sexual harassers regardless of the size of the offense
E)Train members about sexual harassment
Q4) Describe a fair complaint procedure to investigate charges of sexual harassment.
Page 7
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Chapter 6: Managing in the Global Environment
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Sample Questions
Q1) In general,the ______ the barriers to entry,the fewer the competitors in an organization's task environment and thus keep prices ______.
A)Higher;high
B)Higher;low
C)Lower;high
D)Lower;increasing
E)Barriers to entry have no relationship to pricE.
Q2) One of the major reasons why Japanese and American management practices differ is that Japanese culture values collectivism and U.S.culture values individualism.
A)True
B)False
Q3) Potential competitors are organizations that are not presently in a task environment but have the resources to enter if they so choose.
A)True
B)False
Q4) Discuss the forces in the global environment.
Q5) Discuss how changes in the nature,number,or type of suppliers produce opportunities and threats for managers.
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Chapter 7: Decision Making,learning,creativity,and Entrepreneurship
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113 Verified Questions
113 Flashcards
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Sample Questions
Q1) In a ______________,a group of ______ are deliberately separated from the normal operation of the organization.
A)Project team;entrepreneurs
B)Skunkworks;intrapreneurs
C)Product champion team;intrapreneurs
D)Skunkworks;managers
E)Task force;managers
Q2) In 1993,when Apple Computer introduced the Newton,its personal digital assistant (PDA),managers had no idea what the probability of a successful product launch for a PDA might be.This condition is called:
A)Risk
B)Uncertainty
C)Bounded rationality
D)Optimization
E)Satisficing
Q3) Systematic errors cause cognitive biases,which enable managers to make good decisions.
A)True
B)False
Page 9
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Chapter 8: The Manager As a Planner and Strategist
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Sample Questions
Q1) Differentiate between the main types of corporate-level strategies.
Q2) Which type of organizational strategy states the industries and markets in which the organization intends to compete?
A)Divisional-level strategy
B)Departmental-level strategy
C)Functional-level strategy
D)Corporate-level strategy
E)Business-level strategy
Q3) A general guide to action for the managers of an organization is known as:
A)A standing plan
B)A rule
C)A policy
D)An SOP
E)A scenario
Q4) A written set of instructions that describes the series of actions that a manager should take in a specific situation is called an SOP of the organization.
A)True
B)False
Q5) Discuss the five steps involved in implementing an organizational strategy.
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Chapter 9: Value-Chain Management: Functional
Strategies for Competitive Advantage
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Sample Questions
Q1) A favorable outcome of flexible manufacturing is that a company is able to produce many more varieties of a product than before,in the same amount of time.
A)True
B)False
Q2) Through brand positioning and advertising,the __________ function can increase The value that customers perceive to be contained in a company's product.
A)Production
B)Materials management
C)Service
D)Marketing
E)Information systems
Q3) Successful innovation gives an organization something different about its products that can strengthen its competitive advantage.
A)True
B)False
Q4) A high quality,well-designed product will always be successful.
A)True
B)False
Page 11
Q5) What is Six Sigma? How does it differ from TQM?
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Chapter 10: Managing Organizational Structure and Culture
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Sample Questions
Q1) The challenge facing all companies is to find the one best way to design the organization.
A)True
B)False
Q2) Giving lower-level managers and nonmanagerial employees the right to make important decisions about how to use organizational resources is referred to as:
A)Span of control
B)Centralizing authority
C)Minimum chain of command
D)Decentralizing Authority
E)Job Simplification
Q3) Organizational architecture is the combination of organizational structure,culture,control systems,and human resource management (HRM)systems that together determine how efficiently and effectively organizational resources are used.
A)True
B)False
Q4) Discuss four ways in which a manager could enrich a subordinate's job.
Q5) Define organizational culture.What shapes the culture?
Q6) Discuss the advantages and disadvantages of decentralizing authority.
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Chapter 11: Organizational Control and Change
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Sample Questions
Q1) Profit ratios measure how well managers have protected organizational resources to be able to meet short-term obligations.
A)True
B)False
Q2) When the forces are evenly balanced,the organization is in a state of ______ and does not change.
A)equilibrium
B)balance
C)stagnation
D)inertia
E)stability
Q3) As the regional manager,Ted's performance is evaluated on the basis of the difference between the sales revenues generated by his region and the cost of making those goods and services.Ted is being evaluated using:
A)A profit budget approach
B)A revenue budget approach
C)A cash flow budget approach
D)A cost budget approach
E)An expense budget approach
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Page 13
Chapter 12: Human Resource Management
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Sample Questions
Q1) MissouriBank provides a tuition reimbursement program to its employees.This is an example of:
A)Mentoring
B)Training
C)Formal education
D)Development
E)Informal education
Q2) All the following are disadvantages of trait appraisals EXCEPT:
A)Cause managers to rely on other appraisals
B)Personal characteristics may not lead to high performance
C)Do not allow the manager to give feedback
D)Ratings may be viewed as discriminatory
E)Expensive to administer
Q3) When managers estimate the qualifications and numbers of employees an organization will need given its goals and strategies,they are engaged in:
A)Supply forecasting
B)Recruitment
C)Selection
D)Demand forecasting
E)Development
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Chapter 13: Motivation and Performance
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Sample Questions
Q1) Specific,difficult goals can detract from performance when:
A)The employee is learning simple,easy tasks
B)The employee is learning complex,difficult tasks
C)The employee is performing routine tasks
D)The employee has been on the job a significant amount of time
E)The employee provides his own feedback
Q2) Negative reinforcement involves __________ negative consequences when functional behaviors are performed and punishment involves __________ negative consequences when dysfunctional behaviors are performed.
A)removing;removing
B)administering;administering
C)removing;administering
D)administering;removing
E)administering;implementing
Q3) By linking positive reinforcers to the performance of functional behaviors,managers motivate people to perform the desired behaviors.
A)True
B)False
Q4) Which is more motivational,a salary increase or a bonus?
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Chapter 14: Leadership
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108 Flashcards
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Sample Questions
Q1) When a leader shows trust for a subordinate,this is known as which type of behavior?
A)Initiating structure
B)Consideration
C)Empowerment
D)Leadership substitute
E)Transformational
Q2) According to Fiedler's model,when a situation is moderately favorable for a manager,the best manager is:
A)Task-oriented
B)Relationship-oriented
C)Participative
D)Autocratic
E)Balanced between task- and relationship-orientation
Q3) Servant leaders share power with followers and strive to ensure that followers' most important needs are met.
A)True
B)False
Q4) Differentiate between the five types of power.Provide a real world example of the use of each power.
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Chapter 15: Effective Groups and Teams
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Sample Questions
Q1) Discuss why diversity is important for top management teams.
Q2) Differentiate between friendship and interest group.Provide an example of each.
Q3) Compared to members of large groups,members of small groups tend to be characterized by all of the following EXCEPT:
A)Interact more with each other in the group
B)Be more motivated
C)Find it easier to share information with one another
D)Have more resources
E)Interact more and share information easily,but not be more motivated
Q4) Five members of the marketing division put together a bowling team and compete every Friday night.This is an example of which type of group?
A)A formal group
B)A virtual team
C)An informal group
D)A command group
E)A self-managed work team
Q5) Why do group members conform? What is deviance,and how do groups react? Is deviance good or bad for groups? Explain.
Q6) Discuss the relationship between teams/groups and customer responsiveness.
Page 17
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Chapter 16: Promoting Effective Communication
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Sample Questions
Q1) One advantage of face-to-face communication and electronically transmitted verbal communication is that they both tend to demand attention.
A)True
B)False
Q2) The sharing of information between two or more people within the organization in order to reach a common understanding is known as:
A)Noise
B)Encoding
C)Communication
D)Filtering
E)Jargon
Q3) The medium that is highest in information richness is:
A)E-mail
B)Teleconferencing
C)Face-to-face communication
D)Videoconferencing
E)Voice mail
Q4) Describe the communication process,including an explanation of each step in both phases.
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Chapter 17: Managing Conflict,politics,and Negotiation
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Sample Questions
Q1) In order for people in conflict to create new options for joint gain,they must first:
A)Focus on their interests
B)Focus on the people
C)Emphasize subordinate goals
D)Focus on their demands
E)Emphasize what is unfair
Q2) Conflict that arises between members of the same department is known as:
A)Interorganizational conflict
B)Top-down conflict
C)Interpersonal conflict
D)Intragroup conflict
E)Intergroup conflict
Q3) Two managers both claim authority for same tasks.This is known as:
A)Task interdependence
B)Incompatible goals
C)Scarce resources
D)Overlapping authority
E)Incompatible time horizons
Q4) Define organizational conflict.How can conflict benefit the organization?
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Chapter 18: Using Advanced Information Technology to Increase Performance
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Sample Questions
Q1) An interactive computer-based system that gives managers models that help these managers to make better nonprogrammed decisions is called a decision support system.
A)True
B)False
Q2) A system that managers use in their nonroutine tasks of coordinating and controlling tasks is known as a transaction-processing system.
A)True
B)False
Q3) Supermarket managers who use computer software at their scanners on the checkout counters to track inventory levels of their products are using a(n):
A)Group decision-support system
B)Artificial intelligence system
C)Expert system
D)Operations information system
E)Transaction-processing system
Q4) Discuss the four factors that determine how useful information is to a manager.Give a specific business example of each of these factors in a specific business situation of your choosing.