Question 1

Which of the following is not an example of a crisis for an organization?

Accepted Answer

A)  Crisis of competition 
B)  Natural disaster 
C)  Confrontation crisis 
D)  Crisis of deception 
A)  Crisis of competition 
B)  Natural disaster 
C)  Confrontation crisis 
D)  Crisis of deception A

Question 2

Which of the following is not a skill expected of a strategic leader?

Accepted Answer

A)  To follow 
B)  To anticipate 
C)  To interpret 
D)  To align 
A)  To follow 
B)  To anticipate 
C)  To interpret 
D)  To align A

Question 3

Organizational ambidexterity can be broken down into two subdimensions. Select the correct two subdimensions from the following list:

Accepted Answer

A)  structural ambidexterity 
B)  contextual ambidexterity 
C)  resource ambidexterity 
D)  capability ambidexterity 
A)  structural ambidexterity 
B)  contextual ambidexterity 
C)  resource ambidexterity 
D)  capability ambidexterity A,B

Question 4

Schoemaker et al. (2013: 131) describe a strategic leader as 'someone who is both…'

Accepted Answer

A)  resolute and flexible 
B)  determined and vulnerable 
C)  focused and pliable 
D)  confident and determined 
A)  resolute and flexible 
B)  determined and vulnerable 
C)  focused and pliable 
D)  confident and determined

Question 5

Balogun and Hailey (2008) identify two classifications of the speed of change:

Accepted Answer

A)  Incremental and transformative 
B)  Incremental and large scale 
C)  Partial and transformative 
D)  Partial and complete 
A)  Incremental and transformative 
B)  Incremental and large scale 
C)  Partial and transformative 
D)  Partial and complete

Question 6

Balogun et al. (2016) identify two dimensions of organizational change. One is speed. What is the other?

Accepted Answer

A)  Extent 
B)  Scale 
C)  Outcome 
D)  Position 
A)  Extent 
B)  Scale 
C)  Outcome 
D)  Position

Question 7

Strategic change includes outsourcing of activities or bringing activities in-house that have previously been carried out by outside suppliers.

Accepted Answer

A) True 
 B)False

Question 8

It is normal for business processes to be designed to serve the needs of the people that created them, rather than the people they serve.

Accepted Answer

A) True 
 B)False

Question 9

Bounded rationality and satisficing is a barrier to strategic change.

Accepted Answer

A) True 
 B)False

Question 10

Which of the following is not one of the four main stages	echniques adopted when seeking to create a turnaround?

Accepted Answer

A)  Review 
B)  Retrenchment 
C)  Repositioning 
D)  Replacement 
A)  Review 
B)  Retrenchment 
C)  Repositioning 
D)  Replacement

Question 11

Which two of the following are part of Kotter's eight steps to transforming the organization?

Accepted Answer

A)  Form a powerful guiding coalition 
B)  Plan for and create short-term wins 
C)  Communicate strategic goals 
D)  Implement cost savings 
A)  Form a powerful guiding coalition 
B)  Plan for and create short-term wins 
C)  Communicate strategic goals 
D)  Implement cost savings

Which of the following is not an example of a crisis for an organization?

Which of the following is not a skill expected of a strategic leader?

Organizational ambidexterity can be broken down into two subdimensions. Select the correct two subdimensions from the following list:

Schoemaker et al. (2013: 131) describe a strategic leader as 'someone who is both…'

Balogun and Hailey (2008) identify two classifications of the speed of change:

Balogun et al. (2016) identify two dimensions of organizational change. One is speed. What is the other?

Strategic change includes outsourcing of activities or bringing activities in-house that have previously been carried out by outside suppliers.

It is normal for business processes to be designed to serve the needs of the people that created them, rather than the people they serve.

Bounded rationality and satisficing is a barrier to strategic change.

Which of the following is not one of the four main stages\techniques adopted when seeking to create a turnaround?

Which two of the following are part of Kotter's eight steps to transforming the organization?

Interpreting Strategy

A Process-Practice Model of Strategy

Strategic Decision Making in Organizations

Strategic Organization: Purpose, Values, and Culture

External Environment: Macro, Industry, and Competitive Settings

Internal Environment: Resources, Capabilities, and Activities

Corporate Strategy and Structure

Strategies for Achieving Competitive Advantage

Functional Strategy and Performance

Strategies for Growth

Innovation, Disruption, and Digitalization

Competing in a Globalized World

Sustainability and Strategy

Designing Effective Strategy Activities

Strategy-In-Practice: Learning, Reflecting, Thinking

Filters

Exam 14: Leading Strategic Change

Which of the following is not an example of a crisis for an organization?

Which of the following is not a skill expected of a strategic leader?

Organizational ambidexterity can be broken down into two subdimensions. Select the correct two subdimensions from the following list:

Schoemaker et al. (2013: 131) describe a strategic leader as 'someone who is both…'

Balogun and Hailey (2008) identify two classifications of the speed of change:

Balogun et al. (2016) identify two dimensions of organizational change. One is speed. What is the other?

Strategic change includes outsourcing of activities or bringing activities in-house that have previously been carried out by outside suppliers.

It is normal for business processes to be designed to serve the needs of the people that created them, rather than the people they serve.

Bounded rationality and satisficing is a barrier to strategic change.

Which of the following is not one of the four main stages\techniques adopted when seeking to create a turnaround?

Which two of the following are part of Kotter's eight steps to transforming the organization?

Interpreting Strategy

A Process-Practice Model of Strategy

Strategic Decision Making in Organizations

Strategic Organization: Purpose, Values, and Culture

External Environment: Macro, Industry, and Competitive Settings

Internal Environment: Resources, Capabilities, and Activities

Corporate Strategy and Structure

Strategies for Achieving Competitive Advantage

Functional Strategy and Performance

Strategies for Growth

Innovation, Disruption, and Digitalization

Competing in a Globalized World

Sustainability and Strategy

Designing Effective Strategy Activities

Strategy-In-Practice: Learning, Reflecting, Thinking

Filters