Question 1

Executive succession is the process of replacing a key top manager.

Accepted Answer

A) True 
 B)False

Question 2

All of the following reflect characteristics of a successful integration manager EXCEPT

Accepted Answer

A)  a deep knowledge of the acquiring company. 
B)  a flexible management style. 
C)  an ability to work in cross-functional project teams. 
D)  a propensity to hire like-minded people. 
E)  a willingness to work independently. 
A)  a deep knowledge of the acquiring company. 
B)  a flexible management style. 
C)  an ability to work in cross-functional project teams. 
D)  a propensity to hire like-minded people. 
E)  a willingness to work independently.

Question 3

What information should an action plan include?

Accepted Answer

An action plan should include the follow

Question 4

Which type of chief executive officer with a conservative style,a production or engineering background,and experience with controlling budgets,capital expenditures,inventories,and standardization procedures would be appropriate for a corporation following a stability strategy?

Accepted Answer

A)  professional liquidator 
B)  dynamic industry expert 
C)  turnaround specialist 
D)  analytical portfolio manager 
E)  cautious profit planner 
A)  professional liquidator 
B)  dynamic industry expert 
C)  turnaround specialist 
D)  analytical portfolio manager 
E)  cautious profit planner

Question 5

Assimilation involves the relatively balanced give-and-take of culture and managerial practices between the merger practices.

Accepted Answer

A) True 
 B)False

Question 6

While an organization's culture can exert a powerful influence on the behavior of all employees,it can seldom affect a company's ability to shift its strategic direction.

Accepted Answer

A) True 
 B)False

Question 7

An action plan states what actions are going to be taken,by whom,during what time frame,and with what expected results.

Accepted Answer

A) True 
 B)False

Question 8

Which method of managing disparate cultures involves a relatively balanced give-and-take of cultural and managerial practices between the merger partners,and no strong imposition of cultural change on either company?

Accepted Answer

A)  separation 
B)  deculturation 
C)  integration 
D)  assimilation 
E)  segmentation 
A)  separation 
B)  deculturation 
C)  integration 
D)  assimilation 
E)  segmentation

Question 9

When Admiral was acquired by Maytag Corporation,the Admiral employees were willing to accept the dominance of Maytag's strong quality-oriented culture because they respected it.This demonstrates which approach to managing culture?

Accepted Answer

A)  integration 
B)  separation 
C)  deculturation 
D)  assimilation 
E)  segmentation 
A)  integration 
B)  separation 
C)  deculturation 
D)  assimilation 
E)  segmentation

Question 10

Executives with a particular mix of skills and experiences may be classified as an executive type and paired with

Accepted Answer

A)  a specific personal characteristic. 
B)  a specific corporate strategy. 
C)  a certain educational background. 
D)  a specific experience background. 
E)  a specific industry. 
A)  a specific personal characteristic. 
B)  a specific corporate strategy. 
C)  a certain educational background. 
D)  a specific experience background. 
E)  a specific industry.

Question 11

Nardelli's failed attempt to replace Home Depot's old informal entrepreneurial collaborative culture with one of military efficiency is a testament to

Accepted Answer

A)  the strength of corporate culture. 
B)  the importance of collaborative environments. 
C)  the failure of the human resources staff. 
D)  the iron rule of some CEOs. 
E)  the costs of measurement. 
A)  the strength of corporate culture. 
B)  the importance of collaborative environments. 
C)  the failure of the human resources staff. 
D)  the iron rule of some CEOs. 
E)  the costs of measurement.

Question 12

Analyzers are corporations that operate in at least two different product-market areas,one stable and one variable.Analyzers corporations tend to have CEOs with a marketing/sales background.

Accepted Answer

A) True 
 B)False

Question 13

Which CEO of Home Depot learned the dangers of attempting to change corporate culture?

Accepted Answer

A)  Jack Welch 
B)  Robert Nardelli 
C)  Alfred Chandler 
D)  Julia Stewart 
E)  Antonio Perez 
A)  Jack Welch 
B)  Robert Nardelli 
C)  Alfred Chandler 
D)  Julia Stewart 
E)  Antonio Perez

Question 14

A rule of TQM is that you only improve what you measure.

Accepted Answer

A) True 
 B)False

Question 15

Which of the following is not one of TQM's objectives?

Accepted Answer

A)  improve quality 
B)  lower costs 
C)  increased alignment of employee goals with management's objectives 
D)  increase employee participation 
E)  improve customer satisfaction 
A)  improve quality 
B)  lower costs 
C)  increased alignment of employee goals with management's objectives 
D)  increase employee participation 
E)  improve customer satisfaction

Question 16

As in the case of structure,staffing requirements should follow a change in strategy.

Accepted Answer

A) True 
 B)False

Question 17

The average tenure of an outsider hired as a CEO

Accepted Answer

A)  tends to be significantly less than for insiders. 
B)  is the same as that for insiders. 
C)  tends to be significantly higher than for insiders. 
D)  is tied directly to the firm's performance. 
E)  is less than one year. 
A)  tends to be significantly less than for insiders. 
B)  is the same as that for insiders. 
C)  tends to be significantly higher than for insiders. 
D)  is tied directly to the firm's performance. 
E)  is less than one year.

Question 18

Boards realize that the best way to force a change in strategy is to

Accepted Answer

A)  hire a new CEO who has no connections to the current strategy. 
B)  hire an outsider with no experience in the industry. 
C)  hire an insider dissatisfied with the status quo. 
D)  continue with the current CEO. 
E)  increase the compensation package for the CEO. 
A)  hire a new CEO who has no connections to the current strategy. 
B)  hire an outsider with no experience in the industry. 
C)  hire an insider dissatisfied with the status quo. 
D)  continue with the current CEO. 
E)  increase the compensation package for the CEO.

Question 19

TQM is an operational philosophy committed to customer satisfaction and continuous improvement.

Accepted Answer

A) True 
 B)False

Question 20

An essential ingredient of MBO is that an employee must be just as concerned with pleasing the internal customer as the external customer.

Accepted Answer

A) True 
 B)False

Executive succession is the process of replacing a key top manager.

All of the following reflect characteristics of a successful integration manager EXCEPT

What information should an action plan include?

Which type of chief executive officer with a conservative style,a production or engineering background,and experience with controlling budgets,capital expenditures,inventories,and standardization procedures would be appropriate for a corporation following a stability strategy?

Assimilation involves the relatively balanced give-and-take of culture and managerial practices between the merger practices.

While an organization's culture can exert a powerful influence on the behavior of all employees,it can seldom affect a company's ability to shift its strategic direction.

An action plan states what actions are going to be taken,by whom,during what time frame,and with what expected results.

Which method of managing disparate cultures involves a relatively balanced give-and-take of cultural and managerial practices between the merger partners,and no strong imposition of cultural change on either company?

When Admiral was acquired by Maytag Corporation,the Admiral employees were willing to accept the dominance of Maytag's strong quality-oriented culture because they respected it.This demonstrates which approach to managing culture?

Executives with a particular mix of skills and experiences may be classified as an executive type and paired with

Nardelli's failed attempt to replace Home Depot's old informal entrepreneurial collaborative culture with one of military efficiency is a testament to

Analyzers are corporations that operate in at least two different product-market areas,one stable and one variable.Analyzers corporations tend to have CEOs with a marketing/sales background.

Which CEO of Home Depot learned the dangers of attempting to change corporate culture?

A rule of TQM is that you only improve what you measure.

Which of the following is not one of TQM's objectives?

As in the case of structure,staffing requirements should follow a change in strategy.

The average tenure of an outsider hired as a CEO

Boards realize that the best way to force a change in strategy is to

TQM is an operational philosophy committed to customer satisfaction and continuous improvement.

An essential ingredient of MBO is that an employee must be just as concerned with pleasing the internal customer as the external customer.

Basic Concepts in Strategic Management

Corporate Governance

Social Responsibility and Ethics in Strategic Management

Environmental Scanning and Industry Analysis

Organizational Analysis and Competitive Advantage

Strategy Formulation: Business Strategy

Strategy Formulation: Corporate Strategy

Strategy Formulation: Functional Strategy and Strategic Choice

Strategy Implementation: Global Strategy

Strategy Implementation: Organizing and Structure

Evaluation and Control

Suggestions for Case Analysis

Filters

Exam 11: Strategy Implementation: Staffing and Directing

Executive succession is the process of replacing a key top manager.

All of the following reflect characteristics of a successful integration manager EXCEPT

What information should an action plan include?

Which type of chief executive officer with a conservative style,a production or engineering background,and experience with controlling budgets,capital expenditures,inventories,and standardization procedures would be appropriate for a corporation following a stability strategy?

Assimilation involves the relatively balanced give-and-take of culture and managerial practices between the merger practices.

While an organization's culture can exert a powerful influence on the behavior of all employees,it can seldom affect a company's ability to shift its strategic direction.

An action plan states what actions are going to be taken,by whom,during what time frame,and with what expected results.

Which method of managing disparate cultures involves a relatively balanced give-and-take of cultural and managerial practices between the merger partners,and no strong imposition of cultural change on either company?

When Admiral was acquired by Maytag Corporation,the Admiral employees were willing to accept the dominance of Maytag's strong quality-oriented culture because they respected it.This demonstrates which approach to managing culture?

Executives with a particular mix of skills and experiences may be classified as an executive type and paired with

Nardelli's failed attempt to replace Home Depot's old informal entrepreneurial collaborative culture with one of military efficiency is a testament to

Analyzers are corporations that operate in at least two different product-market areas,one stable and one variable.Analyzers corporations tend to have CEOs with a marketing/sales background.

Which CEO of Home Depot learned the dangers of attempting to change corporate culture?

A rule of TQM is that you only improve what you measure.

Which of the following is not one of TQM's objectives?

As in the case of structure,staffing requirements should follow a change in strategy.

The average tenure of an outsider hired as a CEO

Boards realize that the best way to force a change in strategy is to

TQM is an operational philosophy committed to customer satisfaction and continuous improvement.

An essential ingredient of MBO is that an employee must be just as concerned with pleasing the internal customer as the external customer.

Basic Concepts in Strategic Management

Corporate Governance

Social Responsibility and Ethics in Strategic Management

Environmental Scanning and Industry Analysis

Organizational Analysis and Competitive Advantage

Strategy Formulation: Business Strategy

Strategy Formulation: Corporate Strategy

Strategy Formulation: Functional Strategy and Strategic Choice

Strategy Implementation: Global Strategy

Strategy Implementation: Organizing and Structure

Evaluation and Control

Suggestions for Case Analysis

Filters