Q: An organization's strategy is its
A. method for achieving profit targets.
B. overall concept of how it will achieve its objectives.
C. master plan for conducting operations.
D. analysis of the environment.
ANSWER: B
Q: A major purpose of strategic leadership is to
A. provide direction and inspiration in an organization.
B. help employees develop operating plans.
C. coach group members toward higher levels of effectiveness.
D. apply behavior modification throughout the organization.
ANSWER:
A
Q: When a company is founded, a major strategic tasks of the founder is to
A. begin hiring the necessary workers.
B. get all the legal work done.
C. obtain funding for the organization.
D. define the purpose of the organization.
ANSWER:
D
Q: In relation to an organization, systems thinking refers to
A. understanding how the organization interacts with the environment.
B. eliminating waste throughout the organization system.
C. understanding how to motivate a diverse group of employees.
D. figuring out how people can interact successfully with machinery.
ANSWER:
A
Q: Which one of the following is the least characteristic of strategic leadership?
A. High-level cognitive ability on the part of the leader
B. Anticipating and creating a future
C. Revolutionary thinking
D. The leader as the primary source of input for strategy formulation
ANSWER:
D
Q: The recommended approach for strategy formulation by the leader is for him or her to
A. involve as few people as possible.
B. involve large numbers of people.
C. rely heavily on mathematical forecasts of the future.
D. delegate the task to the company planning department.
ANSWER:
B
Q: A major aspect of direction setting by the leader is to
A. anticipate and create a future for the firm.
B. implement a goal-setting system.
C. practice transactional leadership.
D. carefully review past financial results.
ANSWER:
A
Q: Imagine yourself as the CEO of a large business firm whose sales are declining rapidly. A superior act of
strategic leadership would be for you to
A. give the company a new strategic direction.
B. wait for the business cycle to become favorable again.
C. reduce the size of the company to meet the present sales volume.
D. hire an innovative advertising agency to help improve sales.
ANSWER:
A
Q: An important characteristic of revolutionary and contrarian thinking in strategy is that the strategy
A. preserves the status quo.
B. moves quality up one notch.
C. seriously challenges the status quo.
D. improves organizational efficiency.
ANSWER:
C
Q: A carefully considered vision statement
A. helps us know who we are and who we are not.
B. specifies which short-range goals are achievable.
C. deals with the past, present, and future.
D. defines reporting relationships throughout the organization.
ANSWER:
A
Q: The purpose of a SWOT analysis is to assess
A. strengths, weaknesses, opportunities, and threats.
B. strategy, weaknesses, options, and time.
C. satisfactions, worst options, and trade-offs.
D. successes, winners, and ominous threats.
ANSWER:
A
Q: The internal weaknesses in SWOT analysis refer to the
A. deficiencies in the current management team.
B. risks of pursuing a particular course of action.
C. cash flow problems the company is experiencing.
D. problems associated with maintaining the status quo.
ANSWER:
B
Q: A retailer targeting poor people is an example of the strategy called
A. imitation.
B. cost leadership.
C. focus.
D. first-mover.
ANSWER:
C
Q: A company with a strategy of high quality typically
A. creates an immediate point of differentiation compared to competitors.
B. concentrates its efforts on consumer products.
C. can offer the lowest prices.
D. combines quality with another strategy.
ANSWER:
D
Q: The first-mover strategy deals with
A. relocating a company to a more profitable market.
B. getting to market first.
C. being the first to imitate a product.
D. being the first company to acquire a competitor.
ANSWER:
B
Q: According to the strategy called the Hedgehog concept, a company succeeds by
A. acting like a ferocious animal.
B. acting like a hungry animal.
C. entering many fields at the same time.
D. becoming very good at one thing.
ANSWER:
D
Q: A company engages in the brand-leadership strategy when it
A. imitates leading brands.
B. diversifies into several successful brands.
C. develops the reputation of its brand name.
D. develops products that other companies do not offer.
ANSWER:
C
Q: To implement the strategy of competitive advantage through hiring talented people, the company's
leadership should
A. hire talented, well-motivated people throughout the firm.
B. develop the talents among the least talented employees.
C. hire the occasional candidate with a poor employment history to be socially responsible.
D. promote on the basis of seniority to encourage company loyalty.
ANSWER:
A
Q: Which one of the following is not one of the three components of knowledge management?
A. Knowledge creation
B. Knowledge hoarding
C. Knowledge dissemination
D. Knowledge application
ANSWER:
B
Q: The most frequent activity in knowledge management is
A. product development.
B. knowledge application.
C. knowledge dissemination.
D. knowledge creation.
ANSWER:
C
Q: A key part of knowledge management in organizations is
A. selecting intelligent people for key positions.
B. spying on what competitors are doing.
C. conducting training programs.
D. the systematic sharing of information.
ANSWER:
D
Q: To achieve best results, advanced technology for knowledge management should be
A. centralized in the department headed by the chief knowledge officer.
B. combined with an organization culture that values knowledge management.
C. installed on every PC in the company.
D. installed first in staff departments then in line departments.
ANSWER:
B
Q: A major responsibility of a chief knowledge officer is to
A. systematically collect information.
B. encourage workers to track down coworkers who have the information they need.
C. develop and deliver classroom-based training.
D. develop and deliver online-based training.
ANSWER:
A
Q: A major leadership initiative for enhancing a learning organization is to
A. establish supervisory training programs.
B. get workers to focus almost entirely on their own work.
C. create a vision to be shared mostly by the top-management team.
D. create a strategic intent to learn.
ANSWER:
D
Q: Peter and his teammates engage in action learning when they
A. learn at a fast pace.
B. bring company-relevant cases into the classroom.
C. use the Internet as a primary source of learning.
D. learn while attacking a significant organizational problem.
ANSWER:
D
PTS: