Question 1

Internal networks generate their power through the _____________ of their ideas.

Accepted Answer

A)  validity and correctness 
B)  conviction and clarity 
C)  validation and recognition 
D)  approval and awareness 
A)  validity and correctness 
B)  conviction and clarity 
C)  validation and recognition 
D)  approval and awareness

Question 2

Employee stakeholders are concerned with

Accepted Answer

A)  taxes, warranties, and regulations. 
B)  wages, benefits, and job security. 
C)  good citizenship behavior. 
D)  dividends. 
A)  taxes, warranties, and regulations. 
B)  wages, benefits, and job security. 
C)  good citizenship behavior. 
D)  dividends.

Question 3

Demands for greater corporate responsibility have accelerated today.They focus on issues such as

Accepted Answer

A)  labor standards and environmental sustainability. 
B)  taxation. 
C)  product benefits. 
D)  service benefits. 
A)  labor standards and environmental sustainability. 
B)  taxation. 
C)  product benefits. 
D)  service benefits.

Question 4

Sustainability projects often require shorter-term payback windows than other projects.

Accepted Answer

A) True 
 B)False

Question 5

Effectiveness is often defined as

Accepted Answer

A)  doing things right. 
B)  stakeholder satisfaction. 
C)  doing the right thing. 
D)  productivity enhancement. 
A)  doing things right. 
B)  stakeholder satisfaction. 
C)  doing the right thing. 
D)  productivity enhancement.

Question 6

Procter and Gamble developed a laundry detergent compaction technique that appeals to consumers,retailers,shipping and wholesalers,and environmentalists.This is an example of stakeholder symbiosis.

Accepted Answer

A) True 
 B)False

Question 7

Strategy formulation and implementation is a challenging ongoing process.To be effective,it should not involve

Accepted Answer

A)  the CEO and the board of directors. 
B)  the board of directors, CEO, and CFO. 
C)  rivals. 
D)  line and staff managers. 
A)  the CEO and the board of directors. 
B)  the board of directors, CEO, and CFO. 
C)  rivals. 
D)  line and staff managers.

Question 8

Focusing on the short term and efficiency is always a bad management principle.

Accepted Answer

A) True 
 B)False

Question 9

We want to be the top-ranked supplier to our customers.(PPG)This is an example of a

Accepted Answer

A)  nonfinancial strategic objective. 
B)  financial strategic objective. 
C)  vision statement. 
D)  mission statement. 
A)  nonfinancial strategic objective. 
B)  financial strategic objective. 
C)  vision statement. 
D)  mission statement.

Question 10

Strategic management is not concerned with how to create competitive advantage in the marketplace.

Accepted Answer

A) True 
 B)False

Question 11

Many organizations have a large number of functional areas with very diverse and sometimes competing interests.Such organizations will be most effective if

Accepted Answer

A)  each functional area focuses on achieving their own goals. 
B)  goals are defined at the bottom and implemented at the top. 
C)  functional areas work together to attain overall goals. 
D)  management and employees have separate goals. 
A)  each functional area focuses on achieving their own goals. 
B)  goals are defined at the bottom and implemented at the top. 
C)  functional areas work together to attain overall goals. 
D)  management and employees have separate goals.

Question 12

The text argues that a strategic perspective in an organization should be emphasized

Accepted Answer

A)  at the top of the organization. 
B)  at the middle of the organization. 
C)  throughout the organization. 
D)  from the bottom up. 
A)  at the top of the organization. 
B)  at the middle of the organization. 
C)  throughout the organization. 
D)  from the bottom up.

Question 13

Stakeholders are

Accepted Answer

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. 
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.

Question 14

All successful firms compete and outperform their rivals by developing bases for competitive advantage,which can be achieved only through cost leadership.

Accepted Answer

A) True 
 B)False

Question 15

Former Chrysler vice chairman Robert Lutz observed that companies exist to serve the shareholder and create shareholder value.He insisted that the only person who owns the company is the person who paid good money for it.This is an example of a symbiotic approach to stakeholder management.

Accepted Answer

A) True 
 B)False

Question 16

Traditional financial models are built around relatively easy-to-measure,monetized results; whereas,the benefits of sustainability projects involve

Accepted Answer

A)  clear tangibles. 
B)  clear intangibles. 
C)  fuzzy tangibles. 
D)  fuzzy intangibles. 
A)  clear tangibles. 
B)  clear intangibles. 
C)  fuzzy tangibles. 
D)  fuzzy intangibles.

Question 17

According to a CEO survey by Accenture,__________________ are not mutually exclusive corporate goals.

Accepted Answer

A)  quality and profitability 
B)  sustainability and profitability 
C)  ROI and quality 
D)  availability and ROI 
A)  quality and profitability 
B)  sustainability and profitability 
C)  ROI and quality 
D)  availability and ROI

Question 18

Although such visions cannot be accurately measured by a specific indicator of how well they are being achieved,they do provide a fundamental statement of the __________ of an organization.

Accepted Answer

A)  values, aspirations, and goals 
B)  expected returns and limitations 
C)  outstanding debt 
D)  credibility 
A)  values, aspirations, and goals 
B)  expected returns and limitations 
C)  outstanding debt 
D)  credibility

Question 19

As a stakeholder group,creditors are interested in taxes and compliance with regulations.

Accepted Answer

A) True 
 B)False

Question 20

Effective vision statements include

Accepted Answer

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. 
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.

Internal networks generate their power through the _____________ of their ideas.

Employee stakeholders are concerned with

Demands for greater corporate responsibility have accelerated today.They focus on issues such as

Sustainability projects often require shorter-term payback windows than other projects.

Effectiveness is often defined as

Procter and Gamble developed a laundry detergent compaction technique that appeals to consumers,retailers,shipping and wholesalers,and environmentalists.This is an example of stakeholder symbiosis.

Strategy formulation and implementation is a challenging ongoing process.To be effective,it should not involve

Focusing on the short term and efficiency is always a bad management principle.

We want to be the top-ranked supplier to our customers.(PPG)This is an example of a

Strategic management is not concerned with how to create competitive advantage in the marketplace.

Many organizations have a large number of functional areas with very diverse and sometimes competing interests.Such organizations will be most effective if

The text argues that a strategic perspective in an organization should be emphasized

Stakeholders are

All successful firms compete and outperform their rivals by developing bases for competitive advantage,which can be achieved only through cost leadership.

Former Chrysler vice chairman Robert Lutz observed that companies exist to serve the shareholder and create shareholder value.He insisted that the only person who owns the company is the person who paid good money for it.This is an example of a symbiotic approach to stakeholder management.

Traditional financial models are built around relatively easy-to-measure,monetized results; whereas,the benefits of sustainability projects involve

According to a CEO survey by Accenture,__________________ are not mutually exclusive corporate goals.

Although such visions cannot be accurately measured by a specific indicator of how well they are being achieved,they do provide a fundamental statement of the __________ of an organization.

As a stakeholder group,creditors are interested in taxes and compliance with regulations.

Effective vision statements include

Analyzing the External Environment of the Firm: Creating Competitive Advantages

Assessing the Internal Environment of the Firm

Recognizing a Firms Intellectual Assets: Moving Beyond a Firms Tangible Resources

Business-Level Strategy: Creating and Sustaining Competitive Advantages

Corporate-Level Strategy: Creating Value Through Diversification

International Strategy: Creating Value in Global Markets

Entrepreneurial Strategy and Competitive Dynamics

Strategic Control and Corporate Governance

Creating Effective Organizational Designs

Strategic Leadership: Creating a Learning Organization and an Ethical Organization

Managing Innovation and Fostering Corporate Entrepreneurship

Filters

Exam 1: Strategic Management: Creating Competitive Advantages

Internal networks generate their power through the _____________ of their ideas.

Employee stakeholders are concerned with

Demands for greater corporate responsibility have accelerated today.They focus on issues such as

Sustainability projects often require shorter-term payback windows than other projects.

Effectiveness is often defined as

Procter and Gamble developed a laundry detergent compaction technique that appeals to consumers,retailers,shipping and wholesalers,and environmentalists.This is an example of stakeholder symbiosis.

Strategy formulation and implementation is a challenging ongoing process.To be effective,it should not involve

Focusing on the short term and efficiency is always a bad management principle.

We want to be the top-ranked supplier to our customers.(PPG)This is an example of a

Strategic management is not concerned with how to create competitive advantage in the marketplace.

Many organizations have a large number of functional areas with very diverse and sometimes competing interests.Such organizations will be most effective if

The text argues that a strategic perspective in an organization should be emphasized

Stakeholders are

All successful firms compete and outperform their rivals by developing bases for competitive advantage,which can be achieved only through cost leadership.

Former Chrysler vice chairman Robert Lutz observed that companies exist to serve the shareholder and create shareholder value.He insisted that the only person who owns the company is the person who paid good money for it.This is an example of a symbiotic approach to stakeholder management.

Traditional financial models are built around relatively easy-to-measure,monetized results; whereas,the benefits of sustainability projects involve

According to a CEO survey by Accenture,__________________ are not mutually exclusive corporate goals.

Although such visions cannot be accurately measured by a specific indicator of how well they are being achieved,they do provide a fundamental statement of the __________ of an organization.

As a stakeholder group,creditors are interested in taxes and compliance with regulations.

Effective vision statements include

Analyzing the External Environment of the Firm: Creating Competitive Advantages

Assessing the Internal Environment of the Firm

Recognizing a Firms Intellectual Assets: Moving Beyond a Firms Tangible Resources

Business-Level Strategy: Creating and Sustaining Competitive Advantages

Corporate-Level Strategy: Creating Value Through Diversification

International Strategy: Creating Value in Global Markets

Entrepreneurial Strategy and Competitive Dynamics

Strategic Control and Corporate Governance

Creating Effective Organizational Designs

Strategic Leadership: Creating a Learning Organization and an Ethical Organization

Managing Innovation and Fostering Corporate Entrepreneurship

Filters