Question 1

Participative leadership works best in crisis strategic change situations because the situation requires better problem definition.

Accepted Answer

A) True 
 B)False  False

Question 2

A key assumption underlying the use of a participative leadership style in anticipatory strategic change situations is

Accepted Answer

A)  an appropriate change agenda will emerge from the process 
B)  managerial competence in using the style 
C)  a strong sense of urgency 
D)  weak competitors 
A)  an appropriate change agenda will emerge from the process 
B)  managerial competence in using the style 
C)  a strong sense of urgency 
D)  weak competitors A

Question 3

One of the advantages of an incremental strategic change process is that it

Accepted Answer

A)  limits organizational involvement 
B)  ensures survival 
C)  reduces the need for behavioural changes 
D)  builds organizational capacity for effective execution 
A)  limits organizational involvement 
B)  ensures survival 
C)  reduces the need for behavioural changes 
D)  builds organizational capacity for effective execution D

Question 4

If performance continues to deteriorate in reactive strategic change situations, resistance among the uncommitted is likely to decrease.

Accepted Answer

A) True 
 B)False

Question 5

An effective tactic in crisis strategic change situations is to incorporate feedback at all stages of the process to clarify what actions are needed.

Accepted Answer

A) True 
 B)False

Question 6

What type of analysis produces a strategic change agenda?

Accepted Answer

A)  SWOT 
B)  Diamond-E 
C)  Five Forces 
D)  PEST 
A)  SWOT 
B)  Diamond-E 
C)  Five Forces 
D)  PEST

Question 7

In a crisis strategic change situations, the planning time frame should be at least 18 months.

Accepted Answer

A) True 
 B)False

Question 8

Evidence suggests that in multi-faceted change initiatives are

Accepted Answer

A)  unlikely to stall 
B)  a source of competitive advantage 
C)  too much to manage 
D)  unlikely to experience scope creep 
A)  unlikely to stall 
B)  a source of competitive advantage 
C)  too much to manage 
D)  unlikely to experience scope creep

Question 9

One of the first tasks for managers in reactive strategic change situations is to calculate the time to crisis.

Accepted Answer

A) True 
 B)False

Question 10

A common error in crisis strategic change situations is for managers to attempt to save too much of the business.

Accepted Answer

A) True 
 B)False

Question 11

A recovery plan is often required in anticipatory strategic change situations.

Accepted Answer

A) True 
 B)False

Question 12

One of the elements of a strategic change agenda is often a list of

Accepted Answer

A)  key competitors 
B)  required behaviours 
C)  critical suppliers 
D)  dominant stakeholders 
A)  key competitors 
B)  required behaviours 
C)  critical suppliers 
D)  dominant stakeholders

Question 13

One of the key benefits of the directive approach to strategic change initiatives is efficiency.

Accepted Answer

A) True 
 B)False

Question 14

In anticipatory change situations with capable employees who want to commit to recommended strategies, the priority targets are categorized as

Accepted Answer

A)  proactive resistors 
B)  bystanders 
C)  change agents in waiting 
D)  change agents 
A)  proactive resistors 
B)  bystanders 
C)  change agents in waiting 
D)  change agents

Question 15

In crisis strategic change situations, obtaining external support for the change agenda will likely require

Accepted Answer

A)  attractive promotional material 
B)  rigorous data collection 
C)  extensive face-to-face contact 
D)  serious self-evaluation 
A)  attractive promotional material 
B)  rigorous data collection 
C)  extensive face-to-face contact 
D)  serious self-evaluation

Question 16

An effective tactic to use in anticipatory strategic change situations is to build commitment over time as information becomes available.

Accepted Answer

A) True 
 B)False

Question 17

A benefit of a participative management style is

Accepted Answer

A)  economizing on time 
B)  working efficiently 
C)  approaching decision-making with speed and commitment 
D)  flexibility 
A)  economizing on time 
B)  working efficiently 
C)  approaching decision-making with speed and commitment 
D)  flexibility

Question 18

The percentage of expected financial value delivered by most strategic change initiatives is roughly

Accepted Answer

A)  less than 20% 
B)  35% 
C)  50% 
D)  60% 
A)  less than 20% 
B)  35% 
C)  50% 
D)  60%

Question 19

The tactics of a directive leader include

Accepted Answer

A)  guiding and facilitating 
B)  modeling and mentoring 
C)  diagnosing and remediating 
D)  instructing and expecting 
A)  guiding and facilitating 
B)  modeling and mentoring 
C)  diagnosing and remediating 
D)  instructing and expecting

Question 20

One of the risks of using a participative leadership style in a crisis strategic change situation is the issue of

Accepted Answer

A)  poor problem definition 
B)  not enough time 
C)  high after-the-fact costs 
D)  inappropriate solution 
A)  poor problem definition 
B)  not enough time 
C)  high after-the-fact costs 
D)  inappropriate solution

Participative leadership works best in crisis strategic change situations because the situation requires better problem definition.

A key assumption underlying the use of a participative leadership style in anticipatory strategic change situations is

One of the advantages of an incremental strategic change process is that it

If performance continues to deteriorate in reactive strategic change situations, resistance among the uncommitted is likely to decrease.

An effective tactic in crisis strategic change situations is to incorporate feedback at all stages of the process to clarify what actions are needed.

What type of analysis produces a strategic change agenda?

In a crisis strategic change situations, the planning time frame should be at least 18 months.

Evidence suggests that in multi-faceted change initiatives are

One of the first tasks for managers in reactive strategic change situations is to calculate the time to crisis.

A common error in crisis strategic change situations is for managers to attempt to save too much of the business.

A recovery plan is often required in anticipatory strategic change situations.

One of the elements of a strategic change agenda is often a list of

One of the key benefits of the directive approach to strategic change initiatives is efficiency.

In anticipatory change situations with capable employees who want to commit to recommended strategies, the priority targets are categorized as

In crisis strategic change situations, obtaining external support for the change agenda will likely require

An effective tactic to use in anticipatory strategic change situations is to build commitment over time as information becomes available.

A benefit of a participative management style is

The percentage of expected financial value delivered by most strategic change initiatives is roughly

The tactics of a directive leader include

One of the risks of using a participative leadership style in a crisis strategic change situation is the issue of

A General Management Perspective

Strategy

The Diamond-E Framework

Tools for Environment Analysis

Environment Analysis

Resource Analysis

Management Preference Analysis

Strategy and Organization

Strategic Choice

Implementing Strategy Change Agenda and Starting Conditions

Filters

Exam 11: Implementing Strategy Guidelines and Action

Participative leadership works best in crisis strategic change situations because the situation requires better problem definition.

A key assumption underlying the use of a participative leadership style in anticipatory strategic change situations is

One of the advantages of an incremental strategic change process is that it

If performance continues to deteriorate in reactive strategic change situations, resistance among the uncommitted is likely to decrease.

An effective tactic in crisis strategic change situations is to incorporate feedback at all stages of the process to clarify what actions are needed.

What type of analysis produces a strategic change agenda?

In a crisis strategic change situations, the planning time frame should be at least 18 months.

Evidence suggests that in multi-faceted change initiatives are

One of the first tasks for managers in reactive strategic change situations is to calculate the time to crisis.

A common error in crisis strategic change situations is for managers to attempt to save too much of the business.

A recovery plan is often required in anticipatory strategic change situations.

One of the elements of a strategic change agenda is often a list of

One of the key benefits of the directive approach to strategic change initiatives is efficiency.

In anticipatory change situations with capable employees who want to commit to recommended strategies, the priority targets are categorized as

In crisis strategic change situations, obtaining external support for the change agenda will likely require

An effective tactic to use in anticipatory strategic change situations is to build commitment over time as information becomes available.

A benefit of a participative management style is

The percentage of expected financial value delivered by most strategic change initiatives is roughly

The tactics of a directive leader include

One of the risks of using a participative leadership style in a crisis strategic change situation is the issue of

A General Management Perspective

Strategy

The Diamond-E Framework

Tools for Environment Analysis

Environment Analysis

Resource Analysis

Management Preference Analysis

Strategy and Organization

Strategic Choice

Implementing Strategy Change Agenda and Starting Conditions

Filters