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MANG. Ch. 1

The text addresses two perspectives of leadership as well as their implications. These two perspectives are
A) romantic and unromantic.
B) romantic and internal control.
C) external control and unromantic.
D) romantic and external control
A CEO made a lot of mistakes such as committing errors in assessing the market and competitive conditions and improperly redesigning the organization into numerous business units. Such errors led to performance declines. According to the text, this example illustrates the _________________ perspective of leadership.
A) external control
B) romantic
C) internal mechanism
D) operational
According to the text, the strategic management process entails three ongoing processes:
A) analysis, actions, and synthesis.
B) analysis, decisions, and actions.
C) analysis, evaluation, and critique.
D) analysis, synthesis, and antithesis
According to Michael Porter, management innovations such as total quality, benchmarking, and business process reengineering cannot lead to sustainable competitive advantage because
A) companies that have implemented these techniques have lost money.
B) there is no proof that these techniques work.
C) they cost too much money and effort to implement.
D) every company is trying to implement them and hence it does not make a company different from others
The “organizational versus individual rationality” perspective suggests that
A) what is good for a functional area is always good for the organization.
B) what is good for the organization is always good for a functional area.
C) what is best for a functional area may not be best for the organization.
D) the “incremental” perspective may be best for functional areas while the “rational” perspective may be best for the organization
The four key attributes of strategic management include the idea that
A) strategy must be directed toward overall organizational goals and objectives.
B) strategy must be focused on long-term objectives.
C) strategy must be focused on one specific area of an organization.
D) strategy must focus on competitor strengths
The four key attributes of strategic management include all of the following except
A) including multiple stakeholder interests in decision making.
B) incorporating both short-term and long-term perspectives.
C) recognizing the trade-offs between effectiveness and efficiency.
D) emphasis on the attainment of short-term objectives
Stakeholders are
A) a new way to describe stockholders.
B) individuals, groups, and organizations who have a stake in the success of the organization.
C) creditors who hold a lien on the assets of the organization.
D) attorneys and their clients who sue the organization
“Effectiveness” is often defined as
A) doing things right.
B) stakeholder satisfaction.
C) doing the right thing.
D) productivity enhancement.
According to Henry Mintzberg, the realized strategies of a firm
A) are a combination of deliberate and emergent strategies.
B) are a combination of deliberate and differentiation strategies.
C) must be based a company’s strategic plan.
D) must be kept confidential for competitive reasons
The “advance work” in the strategic management process consists of
A) strategy implementation.
B) strategy formulation.
C) strategy analysis.
D) strategic posturing
In order to increase their competitiveness, organizations must continually analyze their strategy and their competitive environments. According to the text, strategy analysis includes
A) assessing intellectual capital as well as analyzing the internal and external environment.
B) formulating Internet and international-level strategy.
C) strategic leadership and fostering entrepreneurship.
D) strategy implementation and strategic controls
The general environment of the firm includes all of the following segments except
A) demographic.
B) technological.
C) close competitors.
D) economic
According to the text, organizational control is an important managerial activity. Two types of control addressed are
A) informational and substantial.
B) substantial and behavioral.
C) substantial and total.
D) informational and behavioral
Strategy formulation and implementation is a challenging on-going process. To be effective, it should involve
A) the CEO and the board of directors.
B) the board of directors, CEO, and CFO.
C) line and staff managers.
D) all of the above.
Effective leaders must engage in many different activities. According to the text, these activities include
A) setting a direction and designing the organization.
B) developing an organization that is committed to excellence.
C) developing an organization that is committed to ethical behavior.
D) all of the above
Sears has developed a sophisticated quantitative model and found that there were positive relationships between employee satisfaction, customer satisfaction, and financial results. According to the text, this is an example of ________________.
A) zero-sum relationship among stakeholders.
B) stakeholder symbiosis.
C) rewarding stakeholders.
D) emphasizing financial returns
An organization is responsible to many different entities. In order to meet the demands of these groups organizations must participate in stakeholder management. Stakeholder management means that
A) interests of the stockholders are not the only interests that matter.
B) stakeholders are second in importance to the stockholders.
C) stakeholders and managers inevitably work at cross-purposes.
D) all stakeholders receive financial rewards
While working to prioritize and fulfill their responsibilities, members of an organization’s board of directors should
A) represent their own interests.
B) represent the interests of the shareholders.
C) direct all actions of the CEO.
D) emphasize the importance of short-term goals
Members of Boards of Directors are
A) appointed by the Securities and Exchange Commission.
B) elected by the shareholders as their representatives.
C) elected by the public.
D) only allowed to serve one term of four years
There are several perspectives of competition. One perspective is zero-sum thinking. Zero-sum thinking means that
A) all parts of the organization gain at no loss.
B) in order for someone to gain others must experience no gain or benefit.
C) one can only gain at the expense of someone else.
D) everyone in the organization shares gains and losses equally
Managers should do more than just focus on short-term financial performance. One concept that helps managers do this is stakeholder symbiosis. This means that
A) stakeholders are dependent on each other for their success.
B) stakeholders look out for their individual interests.
C) one can only gain at the expense of someone else.
D) all stakeholders want to maximize shareholder returns
Firms must be aware of goals other than short-term profit maximization. One area of concern should be social responsibility which is
A) the expectation that business will strive to improve the overall welfare of society.
B) the idea that organizations are solely responsible to local citizens.
C) the fact that court costs could impact the financial bottom line.
D) the idea that businesses are responsible to maintain a healthy social climate for their employees
According to the text, the “triple bottom line” approach to corporate accounting includes which three components
A) financial, environmental, and customer.
B) financial, organizational, and customer.
C) financial, environmental, and social.
D) financial, organizational, and psychological
Firms must be concerned with many types of capital. In the broader sense, these could include
A) ecological capital.
B) material capital.
C) human and social capital.
D) all of the above
Many organizations have a large number of functional areas with very diverse, and sometimes competing, interests. Such organizations will be most effective if
A) each functional area focuses on achieving their own goals.
B) functional areas work together to attain overall goals.
C) goals are defined at the bottom and implemented at the top.
D) management and employees have separate goals
The text argues that a strategic perspective in an organization should be emphasized
A) at the top of the organization.
B) at the middle of the organization.
C) throughout the organization.
D) from the bottom up
As our world increases in complexity, the global environment is increasingly competitive and challenging. The key to effective globalization is
A) managing the flow of goods.
B) more people speaking more languages.
C) managing the flow of capital, people, and information.
D) governmental regulations
As firms work to become more efficient and effective in the global business environment, they are forced to continually innovate. Innovation in an organization
A) will always increase a firm’s performance.
B) may enhance or destroy a firm’s capabilities.
C) should not be pursued by industry leaders.
D) happens only incrementally
Peter Senge, of M.I.T., recognized three types of leaders. _______________ are individuals that, although having little positional power and formal authority, generate their power through the conviction and clarity of their ideas.
A) Local line leaders
B) Executive leaders
C) Internal networkers
D) Shop floor leaders
Leadership is a necessary (but not sufficient) condition for organizational success. Leaders should emerge at which level(s) of an organization?
A) only at the top
B) in the middle
C) throughout the organization
D) only during times of change
The hierarchy of organizational goals is in this order (least specific to most specific):
A) vision statements, strategic objectives, mission statements.
B) mission statements, strategic objectives, vision statements.
C) vision statements, mission statements, strategic objectives.
D) mission statements, vision statements, strategic objectives
Wellpoint Health Networks states: “Wellpoint will redefine our industry: through a new generation of consumer-friendly products that put individuals back in control of their future.” This is an example of a
A) strategic objective.
B) vision statement.
C) vague statement of direction.
D) line manager’s individual goal.
Effective vision statements include
A) all strategic directions of the organization.
B) a brief statement of the company’s direction.
C) strategic posturing and future objectives
D) financial objectives and projected figures
Examples of _____________ include: “to be the happiest place on earth”(Disney), and “restoring patients to full life” (Medtronics).
A) vision statements.
B) mission statements.
C) strategic objectives.
D) operational objectives.
In contrast to an organization’s vision, its mission should
A) be shorter in length.
B) encompass both the purpose of the company as well as the basis of competition.
C) encompass all the major rules and regulations of the corporate work force.
D) be less detailed
An organization’s mission statement and vision statement set the overall direction of the organization. Strategic objectives
A) operationalize the mission statement.
B) modify the mission statement.
C) are a shorter version of the mission statement.
D) are only clarified by the board of directors
Successful organizations are effective in motivating people. Employees work best when
A) they are asked to “do their best.”
B) work requirements are vague and unclear.
C) they are striving toward specific goals.
D) they are guided by an abstract mission statement.
In large organizations, conflicts can arise between functional areas. In order to resolve these conflicts, strategic objectives
A) put financial objectives above human considerations.
B) align departments toward departmental goals.
C) help resolve conflicts through their common purpose.
D) cause debate and increase conflict
Vision statements are used to create a better understanding of the organization’s overall purpose and direction. Vision statements
A) are very specific.
B) provide specific objectives.
C) set organizational structure.
D) evoke powerful and compelling mental images.
Fortune Brands states they will “cut corporate costs by $30 million a year.” This is an example of a
A) nonfinancial strategic objective.
B) financial strategic objective.
C) vision statement.
D) mission statement

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