Question 1

The first step in initiating a change in leadership style or strategy is to

Accepted Answer

A) create a shared vision. 
B) assess the views of the employees. 
C) announce that a change is being undertaken. 
D) None of the above. 
A) create a shared vision. 
B) assess the views of the employees. 
C) announce that a change is being undertaken. 
D) None of the above. D

Question 2

According to Schumpeter,creative destruction is a process whereby managers consciously and constantly destroy the old by recombining its elements into new forms.

Accepted Answer

A) True 
 B)False  True

Question 3

Deeply rooted values and ways of thinking that regulate firm behavior characterize

Accepted Answer

A) a weak culture 
B) a strong culture 
C) a compliant culture. 
D) None of the above. 
A) a weak culture 
B) a strong culture 
C) a compliant culture. 
D) None of the above. B

Question 4

Strategy execution is usually more complex when the degree of strategic change is great.

Accepted Answer

A) True 
 B)False

Question 5

In general,research linking diversity and firm performance

Accepted Answer

A) suggests a positive relationship between the two. 
B) suggests a negative relationship between the two. 
C) is inconclusive. 
D) has not been done. 
A) suggests a positive relationship between the two. 
B) suggests a negative relationship between the two. 
C) is inconclusive. 
D) has not been done.

Question 6

Inert cultures are innovative and encourage initiative.

Accepted Answer

A) True 
 B)False

Question 7

Deeply rooted values and ways of thinking that regulate firm behavior characterize

Accepted Answer

A) a weak culture 
B) effective strategy forumulation 
C) a compliant culture. 
D) None of the above. 
A) a weak culture 
B) effective strategy forumulation 
C) a compliant culture. 
D) None of the above.

Question 8

In general,strong cultures can reinforce and support strategy execution.

Accepted Answer

A) True 
 B)False

Question 9

Transformational leaders

Accepted Answer

A) focus on exchanging rewards or status for performance. 
B) inspire a vision or dream among their followers. 
C) tend to seek steady improvements in performance. 
D) All of the above. 
A) focus on exchanging rewards or status for performance. 
B) inspire a vision or dream among their followers. 
C) tend to seek steady improvements in performance. 
D) All of the above.

Question 10

Transactional leaders

Accepted Answer

A) focus on exchanging rewards or status for performance. 
B) inspire a vision or dream among their followers. 
C) tend to seek steady improvements in performance. 
D) A & C only. 
A) focus on exchanging rewards or status for performance. 
B) inspire a vision or dream among their followers. 
C) tend to seek steady improvements in performance. 
D) A & C only.

Question 11

One's collection of psychological attributes,such as motivation,empathy,self-awareness,and social skills is called emotional intelligence.

Accepted Answer

A) True 
 B)False

Question 12

A culture that develops within a broader culture is called a

Accepted Answer

A) subculture. 
B) an innovative culture. 
C) an adaptive culture. 
D) None of the above. 
A) subculture. 
B) an innovative culture. 
C) an adaptive culture. 
D) None of the above.

Question 13

In general,an organization's culture

Accepted Answer

A) cannot be changed. 
B) can be changed easily if the proper steps are taken. 
C) can be changed,but only by a charismatic leader. 
D) None of the above. 
A) cannot be changed. 
B) can be changed easily if the proper steps are taken. 
C) can be changed,but only by a charismatic leader. 
D) None of the above.

Question 14

When a manager inspires involvement in a mission,giving followers a "dream" or "vision" of a higher calling,he or she is engaging in

Accepted Answer

A) managerial leadership 
B) strategic leadership 
C) transactional leadership 
D) transformational leadershp 
A) managerial leadership 
B) strategic leadership 
C) transactional leadership 
D) transformational leadershp

Question 15

The first and most important influence on an organization's culture is its founder.

Accepted Answer

A) True 
 B)False

Question 16

Which of the following is not a means whereby top managers can shape an organization's culture?

Accepted Answer

A) Pay attention to areas of the business believed to be of key importance to the strategy's success 
B) Appropriate Reactions to critical incidents and crises 
C) Serve as a deliberate role model,teacher,or coach 
D) All of the above are means whereby top manager's can shape an organization's culture. 
A) Pay attention to areas of the business believed to be of key importance to the strategy's success 
B) Appropriate Reactions to critical incidents and crises 
C) Serve as a deliberate role model,teacher,or coach 
D) All of the above are means whereby top manager's can shape an organization's culture.

Question 17

When a manager secures the cooperation of others in accomplishing a goal,he or she is engaging in

Accepted Answer

A) transformational leadership 
B) strategic leadership 
C) transactional leadership 
D) None of the above. 
A) transformational leadership 
B) strategic leadership 
C) transactional leadership 
D) None of the above.

Question 18

Is a change in strategy difficult to execute? Explain.

Accepted Answer

a.Executing a strategy can become quite

Question 19

Because each organization develops its own unique culture,even organizations within the same industry and city will exhibit distinctly different ways of functioning.

Accepted Answer

A) True 
 B)False

Question 20

Which of the following is not a common impetus for strategic change?

Accepted Answer

A) increased competition 
B) a recent increase in performance 
C) cost considerations 
D) All of the above can promote strategic change. 
A) increased competition 
B) a recent increase in performance 
C) cost considerations 
D) All of the above can promote strategic change.

The first step in initiating a change in leadership style or strategy is to

According to Schumpeter,creative destruction is a process whereby managers consciously and constantly destroy the old by recombining its elements into new forms.

Deeply rooted values and ways of thinking that regulate firm behavior characterize

Strategy execution is usually more complex when the degree of strategic change is great.

In general,research linking diversity and firm performance

Inert cultures are innovative and encourage initiative.

Deeply rooted values and ways of thinking that regulate firm behavior characterize

In general,strong cultures can reinforce and support strategy execution.

Transformational leaders

Transactional leaders

One's collection of psychological attributes,such as motivation,empathy,self-awareness,and social skills is called emotional intelligence.

A culture that develops within a broader culture is called a

In general,an organization's culture

When a manager inspires involvement in a mission,giving followers a "dream" or "vision" of a higher calling,he or she is engaging in

The first and most important influence on an organization's culture is its founder.

Which of the following is not a means whereby top managers can shape an organization's culture?

When a manager secures the cooperation of others in accomplishing a goal,he or she is engaging in

Is a change in strategy difficult to execute? Explain.

Because each organization develops its own unique culture,even organizations within the same industry and city will exhibit distinctly different ways of functioning.

Which of the following is not a common impetus for strategic change?

Fundamentals of Strategic Management

Industry Competition

External Environment: Political Economic Forces

External Environment: Social Technological Forces

Organization Mission Direction

Corporate-Level Strategies

Business Unit Strategies

Functional Strategies

Strategy Formulation

Strategy Execution-Organizational Structure

Strategic Control

Filters

Exam 11: Strategy Execution: Strategic Change,culture Leadership

The first step in initiating a change in leadership style or strategy is to

According to Schumpeter,creative destruction is a process whereby managers consciously and constantly destroy the old by recombining its elements into new forms.

Deeply rooted values and ways of thinking that regulate firm behavior characterize

Strategy execution is usually more complex when the degree of strategic change is great.

In general,research linking diversity and firm performance

Inert cultures are innovative and encourage initiative.

Deeply rooted values and ways of thinking that regulate firm behavior characterize

In general,strong cultures can reinforce and support strategy execution.

Transformational leaders

Transactional leaders

One's collection of psychological attributes,such as motivation,empathy,self-awareness,and social skills is called emotional intelligence.

A culture that develops within a broader culture is called a

In general,an organization's culture

When a manager inspires involvement in a mission,giving followers a "dream" or "vision" of a higher calling,he or she is engaging in

The first and most important influence on an organization's culture is its founder.

Which of the following is not a means whereby top managers can shape an organization's culture?

When a manager secures the cooperation of others in accomplishing a goal,he or she is engaging in

Is a change in strategy difficult to execute? Explain.

Because each organization develops its own unique culture,even organizations within the same industry and city will exhibit distinctly different ways of functioning.

Which of the following is not a common impetus for strategic change?

Fundamentals of Strategic Management

Industry Competition

External Environment: Political Economic Forces

External Environment: Social Technological Forces

Organization Mission Direction

Corporate-Level Strategies

Business Unit Strategies

Functional Strategies

Strategy Formulation

Strategy Execution-Organizational Structure

Strategic Control

Filters