Exam 7: Management Preference Analysis

Strategic proposals that call for new ways of thinking about the business are likely to be contentious.

Corporate controls on the actions of managers are supported by

Strategy needs to be consistent with the firm's management preferences as well as with the management preferences of

Strategic proposals that are extensions of the current strategy are most likely to generate

A cohesive management group that endorses a strategic initiative inconsistent with the strategic needs of the business could be considered an example of

A frozen preference occurs when a manager

Strategy modification through persuasion and changes in job context can be used to resolve strategy/managerial preference conflicts.

Persuasion and changes in job context are examples of

Corporate social responsibility refers to a corporation's duty to

Management preferences with respect to strategy serve to

Bravery, determination, tenacity, and confidence are associated elements of which character dimension?

In many jurisdictions, the principal role of the Board of Directors is to act in the best interests of the shareholders.

When it is not possible to find a workable solution to conflicts between strategy and managerial preferences, the manager may need to be reassigned.

What is Kenneth Andrews referring to when he says: "There is no way to divorce the decision determining the most sensible economic strategy for a company from the personal values of those who make the choice?"

Having openly endorsed a strategic option, managers will find it difficult to modify their position.

One of the key considerations when evaluating the strategy-management preference linkage is: how value should be distributed.

The purpose of management preference analysis is to establish the degree of fit between strategy and the motivations of key managers.

The purpose of management preference analysis is to establish the degree of fit between strategy and the

The interests of shareholders, employees, and customers are readily reconciled as all three parties want the organization to succeed.

Managerial preferences are formed by the interaction of