Deck 1: A General Management Perspective

Question 1

An enterprise where both operation and organizational performance are positive is what type of organization?

A) An organization in crisis.
B) A troubled organization.
C) A complacent organization.
D) A healthy organization.

Answer 1

D

Question 2

Organizational performance is based on two sets of measures:

A) the strengths of the general manager and the profitability of the firm
B) the health of the organization and the financial performance of the firm
C) the safety record of the firm and the quality standards for the product
D) the satisfaction of the shareholders and the return on investment

Answer 2

B

Question 3

The key difference between vision and strategy is that the vision

A) provides operational guidelines; strategy sets general priorities
B) provides the map; strategy sets the priorities
C) sets general priorities; strategy presents specific actions
D) provides broad direction; strategy sets general priorities

Answer 3

D

Question 4

Good vision statements are best described as

A) feasible and challenging
B) feasible and readily implemented.
C) desirable and resistant to change.
D) desirable and singular in their purpose.

Question 5

An enterprise where both operating and organizational performance are negative is what type of organization?

A) An organization in crisis.
B) A troubled organization.
C) A complacent organization.
D) A healthy organization.

Question 6

A general management perspective is

A) a pre-requisite in order to become a manager
B) an understanding of the requirements of the strategic planning process
C) essential for all employees
D) a capacity for appreciating the issues associated with organizational performance

Question 7

The core purpose and core values of an organization represent its

A) moral intent
B) code of conduct
C) compact with shareholders
D) guiding philosophy

Question 8

The basic tasks of the general manager are

A) planning, organizing, managing, and controlling.
B) setting direction, creating strategy, implementing change, and assessing performance.
C) developing and implementing the strategic plan and evaluating performance-to-plan.
D) assessing the strengths and weaknesses of the organization and identifying opportunities and threats.

Question 9

One common measure of organizational health is

A) employee satisfaction rates
B) positive media coverage of the Chief Executive Officer
C) number of training hours per employee
D) firm designated as a best company to work for

Question 10

One common source of visionary ideas is

A) employees
B) suppliers
C) competitors
D) industry analysts

Question 11

The timeframe for achieving the organizational mission is

A) 1 to 2 years
B) 3 to 5 years
C) 5 to 10 years
D) over 10 years

Question 12

A vision consists of two components

A) statement of purpose and a metaphor for the business
B) goal statement and an objective
C) guiding philosophy and a tangible image
D) an action and an outcome

Question 13

Two common measures of operating performance are

A) number of new product focus groups
B) employee turnover and retention rates
C) sales revenue and gross margin
D) fuel costs and labour rates

Question 14

An enterprise where operating performance is positive and organizational health is negative is what type of organization?

A) An organization in crisis.
B) A troubled organization.
C) A complacent organization.
D) A healthy organization.

Question 15

A good mission statement is one that

A) is brief and readily measured
B) challenges the organization
C) appeals to the shareholders
D) is easy to implement

Question 16

An enterprise where operational performance is negative and organizational health is positive is what type of organization?

A) An organization in crisis.
B) A troubled organization.
C) A complacent organization.
D) A healthy organization.

Question 17

One of the purposes of the visioning process is to

A) satisfy the requirements of the Board of Directors for an up-to-date vision statement
B) maintain the lead over the competition
C) capture the imagination of the market
D) ensure the day to day actions of employees are consistent with the vision

Question 18

One of the reasons senior managers are often unaware of the organizational health of their firm is they

A) do not survey their employees often enough
B) equate low turnover with employee satisfaction
C) receive filtered information from middle managers
D) are more concerned about the financial health of the organization

Question 19

One of the reasons for developing a vision statement for an organization is to

A) match the competition
B) prevent confusion over the purpose of the business
C) satisfy the stakeholders
D) comply with corporate policy

Question 20

One of the ways in which a general manager creates value for the organization is by

A) establishing effective working relationships with the media
B) identifying emerging opportunities for the organization
C) meeting the requirements of the regulators for full disclosure
D) sponsoring community-based charitable fund raising initiatives

Question 21

The general manager is required to establish a long term direction for the organization.

Question 22

The general manager should set direction, create strategy, implement change, and control the process.

Question 23

Organizational learning is considered an operating measure.

Question 24

Strategic planning is

A) the development of a multi-year operational plan
B) the development of a plan for a new product launch
C) an approach to performance evaluation based on how the strategy was implemented
D) an approach to strategic analysis based on how the strategy is developed

Question 25

The general manager is expected to create value for the organization.

Question 26

Failure to translate a vision into a strategy is sometimes known as

A) corporate slide
B) organizational lag
C) faulty implementation
D) strategic drift

Question 27

Collectively, the vision, mission, and values of an organization are intended to

A) directs the governance of the Board of Directors
B) maintain the lead over the competition
C) inspire the organization and provide direction on how to achieve its goals
D) direct the operations and ensure consistent results over time

Question 28

Two aspects of the general manager's job that must be addressed before the strategy-making process can begin are

A) setting direction and developing the business plan
B) analyzing the environment and identifying opportunities and threats
C) developing the business plan and obtaining Board of Directors' approval to implement
D) assessing performance and setting direction

Question 29

The performance matrix is often considered when classifying operating performance and organizational health.

Question 30

A formal mission statement may have limited utility if it is not embraced by everyone within the organization.

Question 31

A complacent organization has positive organizational and operating performance.

Question 32

Organizational performance is based on two sets of measures: operational performance and financial health.

Question 33

Market share is an example of an operating performance measure.

Question 34

A general manager is an individual who has responsibility for all functional aspects of the business.

Question 35

A firm could be considered to be in crisis if both operating performance and organizational health are negative.

Question 36

What kind of plan results from the strategic analysis process?

A) operational
B) marketing
C) business
D) finance

Question 37

Anonymous employee surveys are often used to gauge organizational health.

Question 38

All organizations need a clear sense of what and who they are.

Question 39

Successful companies often have an enduring set of core values.

Question 40

A troubled organization has positive operating performance and negative organizational health.

Question 41

Linking the vision with organizational strategy is a critical task of the general manager.

Question 42

The vision for the organization is intended to provide direction and guidance.

Question 43

A mission is a clear and compelling goal that serves to unify an organization.

Question 44

Strongly held core values can become a liability over time.

Question 45

Goals and objectives differ from the core purpose of the organization because they are intended to be achievable and the core purpose may never be fully realized.

Question 46

A good vision statement should be one that is readily achievable.

Question 47

Values represent the basic beliefs that govern individual and group behaviour in an organization.

Question 48

Core purpose defines the reason an organization exists.

Question 49

Strategy is about inspiring and motivating an organization.

Question 50

One of the differences between vision and strategy is the time-frame.