Strategic Management
Test Preparation
Course Introduction
Strategic Management explores the formulation, implementation, and evaluation of strategies that organizations use to achieve competitive advantage and long-term success. The course covers key concepts such as internal and external environment analysis, strategic decision-making, business-level and corporate-level strategies, and tools for assessing organizational performance. Students will engage with real-world case studies, learn to analyze strategic issues, and develop critical thinking skills necessary for navigating complex business environments. Emphasis is placed on the role of leadership, ethical considerations, and the influence of global trends in shaping effective strategies.
Recommended Textbook
Organizational Behaviour Concepts Controversies Applications 7th Canadian Edition by Nancy
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14 Chapters
1885 Verified Questions
1885 Flashcards
Source URL: https://quizplus.com/study-set/1776 Page 2
Chapter 1: What Is Organizational Behaviour?
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134 Verified Questions
134 Flashcards
Source URL: https://quizplus.com/quiz/35358
Sample Questions
Q1) As Sheena worked to develop a practical approach to the identified priorities, her frustration began to increase. She discovered that different managers had different views about how technology should be added in to the company processes. Organizational Behaviour would explain these different opinions as challenges
A)of globalization.
B)of behaving ethically.
C)at the individual and group input level.
D)at the individual input level.
E)at the group input level.
Answer: C
Q2) The behaviour of individuals in a structured situation is similar to their behaviour when they are in unstructured situations.
A)True
B)False
Answer: False
Q3) The virtual workplace means many employees never get away from work.
A)True
B)False
Answer: True
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Page 3
Chapter 2: Perception, Personality, and Emotions
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135 Verified Questions
135 Flashcards
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Sample Questions
Q1) When an employee expresses organizationally desired emotions during interpersonal interactions, it is called
A)emotional intelligence.
B)moods.
C)emotional labour.
D)self-esteem.
E)emotional dissonance.
Answer: C
Q2) You have decided after consultation with your manager that the problem between Janet and Jim must be solved; somehow Janet must be made aware of the impact of her work not being completed within the required timeline. In order to resolve the situation and maintain as much objectivity as possible, you want to create a response that avoids
A)selective perception and stereotyping.
B)a problem solving approach.
C)communication with both Janet and Jim.
D)assigning responsibility for future behaviour.
E)acting in a leadership capacity.
Answer: A
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Chapter 3: Values, Attitudes, and Diversity in the Workplace
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137 Verified Questions
137 Flashcards
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Sample Questions
Q1) Remy is a new employee from out of province. It is clear he wants to be successful within his work group more than stand out as a top performing individual. Remy is most likely a francophone.
A)True
B)False
Answer: True
Q2) Joe has outlined the goals that he wants to achieve in his life. These are known as his Instrumental Values.
A)True
B)False
Answer: False
Q3) The cultural intelligence profile that works best with people of a similar background is A)chameleon.
B)provincial.
C)analyst.
D)natural.
E)mimic.
Answer: B
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Page 5
Chapter 4: Theories of Motivation
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135 Verified Questions
135 Flashcards
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Sample Questions
Q1) For the individual employee, MBO provides
A)specific, personal performance objectives.
B)increased monetary compensation.
C)communication between co-workers.
D)a means to an end.
E)a way to keep the company accountable.
Q2) As long as employees believe they are in control of the behaviours they offer in the workplace, deadlines and specific standards can be imposed externally.
A)True
B)False
Q3) Institutions such as prisons and the military are unlikely to embrace Theory X.
A)True
B)False
Q4) What are three dissatisfiers?
A)work conditions, pay and challenge
B)work conditions, challenge and growth opportunities
C)challenge, growth opportunities and company policy
D)company policy, challenge and work conditions
E)company policy, work conditions and pay
Q5) Describe goal-setting and list the four ways that it motivates employees.
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Chapter 5: Motivation in Action
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135 Verified Questions
135 Flashcards
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Sample Questions
Q1) Gainsharing is a variable-pay program that is an incentive plan for
A)individuals, where improvements in an individual's productivity, from one period to another, determine the amount awarded.
B)all employees of the company, where employees gain when the company gains market share.
C)workplace groups or departments, where improvements in group productivity, from one period to another, determine the amount shared.
D)all employees of the company, where every employee gains when the company increases productivity.
E)individuals, where an individual who accomplishes specific goals, receives a percentage of company profit.
Q2) Job rotation increases skill variety.
A)True
B)False
Q3) A worker in a furniture factory who operates a lathe solely to make table legs is an example of a job with low task identity characteristics.
A)True
B)False
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Chapter 6: Groups and Teamwork
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134 Verified Questions
134 Flashcards
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Sample Questions
Q1) Which of the following is NOT a part of the Five-Stage Model of group development?
A)forming
B)controlling
C)storming
D)performing
E)adjourning
Q2) You are expecting that the most productive stage will be A)forming.
B)storming.
C)norming.
D)performing. E)bonding.
Q3) The tendency for employees to exert less effort when working in a group than when working individually is called A)status equity.
B)conformity.
C)compromising.
D)social loafing.
E)role conflict.
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Page 8
Chapter 7: Communication
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135 Verified Questions
135 Flashcards
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Sample Questions
Q1) In dealing with an employee who is of a different culture, a manager practicing cross-cultural communication skills might try to create an environment of equality and mutual concern, a method termed A)sympathy.
B)third culture.
C)symbolic interaction.
D)semantics.
E)hypothesis testing.
Q2) Nonroutine messages are likely to be
A)better delivered by email.
B)delivered by clients.
C)more complicated.
D)upward in the organization.
E)informal communication.
Q3) Which of the following statements about email is TRUE?
A)it saves time
B)it is a rich form of communication
C)it counteracts communication overload
D)it adds to the number of hours worked per week
E)it increases the chances of proxemics
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Chapter 8: Power and Politics
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136 Verified Questions
136 Flashcards
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Sample Questions
Q1) Roy's product development committee has authority to make decisions about both tasks and procedures relating to the new product; the committee operates independently, based on company's values and mission. This is an example of A)job context.
B)job content.
C)empowerment.
D)dependency.
E)referent power.
Q2) Mohammed is good report writer, but a terrible speller, so he relies on Kelly, one of his co-workers, to help him with this aspect of his reports. What type of relationship does Mohammed have with Kelly?
A)cordial
B)collaborative
C)dependency
D)powerful
E)enduring
Q3) Describe the four characteristics of empowered employees, and give an illustration for each that shows how an employee would feel or behave if their work role has this characteristic.
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Page 10
Chapter 9: Conflict and Negotiation
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136 Verified Questions
136 Flashcards
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Sample Questions
Q1) Gina knew that there was only a fixed amount of money available for new projects, so she knew that either she or her co-worker, who also had a project to propose for funding, would walk away unhappy. This is known as distributive bargaining.
A)True
B)False
Q2) Tina is known as a bit of a "softie" among her coworkers, because when someone challenges one of her ideas, she backs off, even when her idea is a very good one. This conflict management strategy is known as
A)yielding.
B)compromising.
C)avoiding.
D)problem solving.
E)forcing.
Q3) Integrative bargaining involves
A)limited resources.
B)the short term.
C)resistance to bargaining.
D)the long term.
E)winning at any cost.
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Page 11
Chapter 10: Organizational Culture
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136 Verified Questions
136 Flashcards
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Sample Questions
Q1) Zelda was struck by just how fiercely goal-focused her new work group was and how intent it was on destroying the competition. Zelda is unsure whether she can agree with these beliefs and attitudes. Zelda is likely in which stage of the socialization process?
A)prearrival
B)encounter
C)metamorphosis
D)osmosis
E)disappointment
Q2) Which of the following is inconsistent with the process of socialization?
A)learning that occurs before joining the organization
B)gauging the personalities in your department
C)learning skills required for the job
D)learning role behaviour
E)making new employees change their previously held personal value systems
Q3) Military boot camp is an example of investiture socialization.
A)True
B)False
Q4) List and describe five strategies for creating and sustaining an ethical culture.
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Chapter 11: Leadership
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136 Verified Questions
136 Flashcards
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Sample Questions
Q1) Yvonne leads by ensuring that her staff knows their roles and the task requirements associated with them. Thus, she can be called a transformational leader.
A)True
B)False
Q2) According to the path-goal theory, a leader who consults with employees and uses their suggestions before making a decision is referred to as
A)supportive.
B)participative.
C)institutional.
D)charismatic.
E)directive.
Q3) Team leaders are increasingly being described as coaches rather than bosses.
A)True
B)False
Q4) Transactional leaders are charismatic leaders.
A)True
B)False
Q5) How can leaders create self-leaders?
Q6) Explain the four cornerstones to ethical or moral leadership, giving examples.
Page 13
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Chapter 12: Decision Making, Creativity, and Ethics
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125 Verified Questions
125 Flashcards
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Sample Questions
Q1) Which of the following is a disadvantage of electronic meetings?
A)honesty
B)speed
C)cost
D)anonymity
E)task orientation
Q2) Like other members of her team, Jana seeks consensus when working in her team, she values her status on the team and enjoys working with all the team members. These characteristics create the potential for Jana to contribute to
A)groupshift.
B)satisficing.
C)bounded-rationality.
D)groupthink.
E)morality.
Q3) Managers who predict the performance of a new product by relating it to a previous product's success are demonstrating availability bias.
A)True
B)False
Q4) List and explain the six steps of the rational decision-making model.
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Chapter 13: Organizational Structure
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136 Verified Questions
136 Flashcards
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Sample Questions
Q1) It is very clear to Jake whom he has to speak within his organization to get approval for expenditures that he want s to make. Thus, it can be said that there is a clear chain of command in place.
A)True
B)False
Q2) The degree to which tasks in the organization are subdivided into separate jobs is referred to as departmentalization.
A)True
B)False
Q3) Identify and describe, using examples, the six key questions managers need to answer in designing the proper organizational structure.
Q4) University textbook sellers have highly formalized jobs.
A)True B)False
Q5) Using examples, define and describe the advantages and disadvantages of the boundaryless organization.
Q6) Organizations may choose only one of the forms of departmentalization. A)True B)False
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Chapter 14: Organizational Change
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135 Verified Questions
135 Flashcards
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Sample Questions
Q1) Appreciative inquiry has proven to be an effective change strategy in Canadian organizations.
A)True
B)False
Q2) Distorting facts to overcome resistance to change is called
A)participation.
B)co-optation.
C)manipulation.
D)coercion.
E)negotiation.
Q3) Which of the following is NOT a way to overcome resistance to change?
A)education
B)stubbornness
C)coercion
D)participation
E)fairness
Q4) A change from autocratic management to participative management is most often seen as non-threatening to supervisors and middle managers.
A)True
B)False
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