The important assumptions shared by members of an organization are often:
A. Very similar to all other organizations in that industry
B. Very obvious to outsiders
C. Unstated
D. Formalized
Asif was one of the most charismatic managers at Titan Systems. He had a great
personality and was always very empathetic to employee needs. Asif can be
characterized as having strong:
A. Referent influence
B. Peer influence
C. Expert influence
D. Information power
Which of these is NOT an implementing principle essential to the social justice
approach?
A. Distributive-justice
B. Fairness
C. Liberty
D. Natural duty
Host country culture is a dominant factor in which orientation of a global firm?
A. Ethnocentric
B. Regiocentric
C. Geocentric
D. Polycentric
Beyond enhanced reputation, CSR activities
A. Have been found to be a total resource drain
B. Potentially have no other impact in an organization
C. Can be a tool to attract, retain and develop managerial talent
D. Have been responsible for bailing firms from regulatory compliance
Situations that involve _______ occur when no real overlapping capabilities or products
exist other than financial resources.
A. Financial diversification
B. Unrelated diversification
C. Related diversification
D. Leveraged businesses
Barriers to entry:
A. Can be cyclical
B. Can involve the legal constraints leveling the playing field
C. Can include customer loyalty
D. Are not important to small firms
Those activities in a firm that are involved in the physical creation of the product,
marketing and transfer to the buyer and after-sales support are called:
A. Operational activities
B. Support activities
C. Secondary activities
D. Primary activities
Dividend policies are decided at the
A. Corporate level
B. Business level
C. Functional level
D. Operational level
__________ seek investment in the truly high-growth potential ventures. They have
particularly stringent criteria.
A. Public stock offerings
B. Friendly sources
C. Informal venture investors
D. Professional venture capitalists
A __________ is one in which the tasks, people and technologies necessary to do the
work of the business are divided into separate groups with increasingly formal
procedures for coordinating and integrating their activities to provide the business’s
products and services.
A. Functional organizational structure
B. Matrix organizational structure
C. Divisional structure
D. Simple organizational structure
In which of these orientations is national responsiveness a key strategic priority?
A. Ethnocentric
B. Polycentric
C. Geocentric
D. Regioentric
Strategic decisions are based on what managers _____, rather than on what they _____.
A. Forecast; know
B. React to; anticipate
C. Know; forecast
D. Compromise with; analyze
Which of the following is NOT one of the steps necessary for operational control
systems to be effective?
A. Measure post-action performance
B. Set standards for performance
C. Initiate corrective action
D. Identify deviations from standards set
Which one of the following is NOT an interactive segment of a firm’s external
environment?
A. Functional
B. Remote
C. Industry
D. Operating
A global firm competing in a ______ industry cannot totally ignore opportunities to
utilize intracorporate resources in competitive positioning.
A. Multidomestic
B. Specific
C. Hypercompetitive
D. Dynamic
The industry attractiveness-business strength matrix improves on the BCG matrix in
some fundamental ways. Which of the following is NOT one of these?
A. The terminology associated with the industry attractiveness-business strength matrix
is preferable because it is less offensive
B. The terminology associated with the industry attractiveness-business strength matrix
can be much more complicated than the BCG matrix
C. The multiple measures associated with each division of the industry
attractiveness-business strength matrix tap many factors relevant to business strength
and market attractiveness besides market share and market growth
D. There is broader assessment during the planning process of the industry
attractiveness-business strength matrix
Risks of foreign subsidiaries include
A. The home country’s expectations of long-term commitment
B. The home country’s expectations that a number of foreign nationals be employed
C. Changing standards mandated by foreign regulations
D. A commitment to profits
The ___________ according to Bartlett and Ghoshal involves shaping organizational
purpose and enabling change.
A. Entrepreneurial process
B. Renewal process
C. Integration process
D. Innovation process
Which of the following is NOT a type of social commitment that strategic managers
need to consider?
A. Economic
B. Political
C. Legal
D. Ethical
Which matrix involves a framework that can help ensure that businesses’ strategies are
consistent with strategies appropriate to their strategic environment?
A. Strategic choice matrix
B. Growth-share matrix
C. Industry attractiveness-business strength matrix
D. Strategic environments matrix
The mission reflects the:
A. Values of the decision makers
B. Goals of the decision makers
C. Experiences of the decision makers
D. Policies of firm
Business strategies built around functional capabilities and activities that allow the
company to meet customer needs more rapidly than its main competitors are referred to
as __________ strategies.
A. Speed-based
B. Cost
C. Differentiation
D. Integration
The ______ is where the corporate entity is a broad collection of often unrelated
businesses and divisions such that it acts as financial overseer having the ownership
interest in various parts of the company but has little direct managerial involvement.
A. Matrix organizational structure
B. Product-team structure
C. Holding company
D. Strategic business unit
A profound social change in the recent years has been
A. The accelerating interest of consumers and employers in quality of life issue
B. The decelerating interest of foreigners seeking jobs and immigrant status in the U.S.
C. The remarkably high placement of U.S. high school education in math and science in
the world
D. The global warming effect
The goal of ______ is not the only goal that executives may pursue.
A. Organizational policies
B. Organizational rewards
C. Managerial rewards
D. Shareholder wealth maximization
Which of the following types of strategic control has a low degree of centralization?
A. Special alert control
B. Implementation control
C. Strategic surveillance
D. Premise control
Management icon Jack Welch coined the term _________ to characterize his vision of
what he wanted GE to become.
A. Strategy-centric
B. Boundary less organization
C. Ambidextrous
D. Learning organization
Which method of internal analysis disaggregates the business into sets of activities that
occur within the business, starting with inputs and finishing with the firm’s products and
after-service sales?
A. Resource-based view
B. Value chain analysis
C. SWOT analysis
D. Porter’s generic strategies
The power of each supplier depends on:
A. Low concentration
B. Its commodity-like product
C. Relative importance of purchases
D. Its inability to integrate forward
(p.318) __________ represent a form of executive compensation where compensation
is deferred.
A. Golden handcuffs
B. Golden parachutes
C. Golden stock options
D. Unrestricted stock options
Grand strategies are often called:
A. Corporate strategies
B. Coordinate strategies
C. Master strategies
D. Directed action
Good _______ develop strong management skills, specific business know-how and the
ability to organize people.
A. Promoters
B. Inventors
C. Innovators
D. Administrators
Ensuring that certain issues are addressed, objectively assessed and assisting in any
resolution may be a parenting opportunity that could add value. These issues–like
attracting and keeping people with specialized skills–are:
A. Marketing-based
B. Management-based
C. Age-based
D. Part of the business definition