Management Capstone Exam Materials
Course Introduction
The Management Capstone course serves as the culminating experience for students studying management, integrating knowledge and skills acquired throughout their program. In this course, students apply theoretical frameworks and analytical tools to real-world business challenges, often through case studies, simulations, or consulting projects. Emphasizing strategic decision-making, teamwork, and leadership, the capstone encourages critical thinking and effective communication, preparing students to navigate complex business environments. By developing actionable solutions to contemporary management issues, students gain practical experience and a deeper understanding of organizational dynamics, ethics, and global competitiveness in preparation for professional and managerial roles.
Recommended Textbook
Strategic Management Creating Competitive Advantages 9th Edition by Gregory
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12 Chapters
1223 Verified Questions
1223 Flashcards
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Page 2
G Dess Dr
Chapter 1: Strategic Management: Creating Competitive Advantages
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106 Verified Questions
106 Flashcards
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Sample Questions
Q1) Much research has supported the notion that individuals work much harder when they are asked to do their best rather than when they are striving toward a specific goal.
A)True
B)False
Answer: False
Q2) Ms.Frederica Marchionni became CEO of Land's End in February 2015 when the company showed a 73.8 million-dollar profit.By mid-June of 2016,the company had lost 27.2 million dollars.What went wrong?
A) The new leadership did not understand the corporate culture and image.
B) The marketplace liked the new image.
C) The founder undermined the new CEO in her ability to bring about change.
D) The new goals and objectives were coherent with the company mission statement.
Answer: A
Q3) An idealistic vision can arouse employee enthusiasm and therefore is a good vision.
A)True
B)False
Answer: False
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Page 3
Chapter 2: Analyzing the External Environment of the Firm:
Creating Competitive Advantages
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114 Verified Questions
114 Flashcards
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Sample Questions
Q1) Emerging sociocultural changes in the environment include A) changes in the ethnic composition.
B) the increasing educational attainment of women in the past decade.
C) progressively less disposable income by consumers.
D) changes in the geographic distribution of the population.
Answer: B
Q2) The strategic groups concept is valuable for assessing the implications of industry ________ for the strategic group as a whole.
A) trends
B) positions
C) experience
D) wealth
Answer: A
Q3) Gathering competitive intelligence
A) is illegal.
B) is good business practice.
C) is considered unethical.
D) minimizes the need to obtain information in the public domain.
Answer: B
Page 4
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Chapter 3: Assessing the Internal Environment of the Firm
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109 Verified Questions
109 Flashcards
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Sample Questions
Q1) General administration is sometimes viewed as only ________,but it can be a powerful source of competitive advantage.
A) income
B) value
C) overhead
D) unimportant
Answer: C
Q2) A primary benefit of the balanced scorecard is that it complements financial indicators with operational measures of customer satisfaction,internal processes,and the innovation and improvement activities of the organization.
A)True
B)False
Answer: True
Q3) Which of the following is not an example of organizational capabilities?
A) outstanding customer service
B) reputation with customers for quality and reliability
C) innovativeness of products and services
D) ability to hire, motivate, and retain human capital
Answer: B
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Page 5
Chapter 4: Recognizing a Firm's Intellectual Assets: Moving
Beyond a Firm's Tangible Resources
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112 Verified Questions
112 Flashcards
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Sample Questions
Q1) Maintaining a competitive workforce is very challenging in the current economy.The role of evaluating human capital,in recent years,has A) remained the same. B) increased. C) become less important. D) decreased.
Q2) In the knowledge economy,if a large portion of company value is in intellectual and human assets,the difference between the market value and book value of the company should ________ a company with mostly physical and financial assets. A) be equal to B) not be correlated with C) be smaller than D) be larger than
Q3) The importance of human capital has decreased in recent years.For this reason,many firms have placed greater attention on attracting talent but not on developing or retaining it.
A)True B)False
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Chapter 5: Business-level Strategy: Creating and Sustaining Competitive Advantages
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105 Verified Questions
105 Flashcards
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Sample Questions
Q1) The five-forces model suggests that with intense competition an overall low-cost position will not enable a firm to achieve above-average returns.
A)True
B)False
Q2) At one CVS drugstore,a four-pack of Energizer AA batteries was on sale at 2.99 USD compared with a Duracell four-pack at 4.59 USD.The Duracell market share dropped 2 percent in a recent two-year period,and its profits declined over 30 percent.Why did this happen?
A) The price differential was too high.
B) The market for batteries is saturated.
C) The customer perceived the products to be different.
D) There are valid alternatives for batteries.
Q3) When Cindy Grossman turned around HSN successfully in 2014,which of the following was not one of the practices she used?
A) engaging stakeholders in the discussion
B) developing a skilled, committed management team
C) redesigning the company offerings
D) making all best efforts to offer something for everyone
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Chapter 6: Corporate-level Strategy: Creating Value Through Diversification
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102 Verified Questions
102 Flashcards
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Sample Questions
Q1) Microsoft offered in 2016 to buy LinkedIn for 26.2 billion USD which was 50 percent higher than the value for LinkedIn the day before.This high premium offer was necessary for Microsoft to complete ________ initiative.
A) a low cost
B) an internal development
C) a diversification
D) a divestiture
Q2) When firms diversify into unrelated businesses,the primary potential benefits are horizontal relationships,i.e.,businesses sharing tangible and intangible resources.
A)True
B)False
Q3) A disadvantage of mergers and acquisitions is that they can enable a firm to rapidly enter new product markets.
A)True
B)False
Q4) Explain potential benefits that can be gained from vertical (or hierarchical)relationships when corporations use unrelated diversification to increase value.
Page 8
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Chapter 7: International Strategy: Creating Value in Global Markets
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107 Verified Questions
107 Flashcards
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Sample Questions
Q1) Multinational firms are constantly faced with the decision of choosing between ________ adaptation and ________ integration.
A) local; local
B) local; global
C) global; local
D) global; global
Q2) The rise of ________ capitalism around the world creates tremendous business opportunities for multinational corporations.
A) social
B) multinational
C) market
D) democratic
Q3) Globalization opens the doors for companies to attract new customers.One of the challenges is to determine how to meet the needs of these customers who have
A) different income levels.
B) low income levels.
C) high income levels.
D) steady income levels.
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Chapter 8: Entrepreneurial Strategy and Competitive Dynamics
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94 Verified Questions
94 Flashcards
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Sample Questions
Q1) Which of the following is the most important resource for a start-up activity?
A) social recognition
B) land
C) personnel
D) money
Q2) A small firm may be unable to mount a serious attack due to lack of resources.As a result,it is more likely to react to ________ actions,such as incentive pricing or enhanced service offerings,because they are less costly to attack than large-scale strategic actions.
A) forbearance
B) co-opetition
C) tactical
D) strategic
Q3) When a company chooses to use guerrilla marketing,it is using a ________ competitive action.
A) strategic
B) tactical
C) focused advantage
D) differentiated
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Q4) Explain what a pioneering new entry means and when it is appropriate to use it.
Chapter 9: Strategic Control and Corporate Governance
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91 Verified Questions
91 Flashcards
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Sample Questions
Q1) Many institutional investors are aggressive in protecting and enhancing their investments.They are shifting from ________ to owners.They are assuming the role of ________ shareholders and rigorously analyzing issues of corporate governance.In the process,they are reinventing systems of corporate monitoring and accountability.
A) sellers; part-time
B) investors; full-time
C) investors; part-time
D) traders; permanent
Q2) All the following are types of information that a firm is required to disclose except A) quarterly and annual filings of financial information.
B) stock trading by insiders.
C) details of new products under development.
D) details of executive compensation packages.
Q3) Effective short-term objectives should be ________ and ________.
A) specific; measurable
B) achievable; not challenging
C) motivating; not limiting
D) time defined; not limiting
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Chapter 10: Creating Effective Organizational Designs
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86 Verified Questions
86 Flashcards
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Sample Questions
Q1) Which of the following activities is not identified by organizational structure?
A) managerial
B) executive
C) social responsibility
D) administrative
Q2) Organizations generally tend to become internally focused when faced with ________ and ________.
A) resource scarcity; declining performance
B) internal pressures; improving performance
C) resource abundance; declining performance
D) external pressures; resource abundance
Q3) Structures help to ensure that ________ are used effectively in accomplishing the mission of the organization.
A) strategies
B) relationships
C) resources
D) boundaries
Q4) Explain why firms that achieve both adaptability and alignment are considered ambidextrous organizations.
Q5) Discuss the advantages and disadvantages of a simple organizational structure.
Page 12
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Chapter 11: Strategic Leadership: Creating a Learning
Organization and an Ethical Organization
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104 Verified Questions
104 Flashcards
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Sample Questions
Q1) ________ are obstacles associated with a managerial tendency to look at issues from a biased or limited perspective.
A) Systemic barriers
B) Behavioral barriers
C) Political barriers
D) Barriers to exit
Q2) There can be a high-integrity organization without high-integrity individuals.
A)True
B)False
Q3) Which of the following does not constitute organizational bases of leader power?
A) legitimate power
B) reward power
C) referent power
D) coercive power
Q4) In organizations,ethical behavior must start with ________ before ________ can be expected to perform accordingly.
A) the employees; the shareholders
B) the shareholders; the leader
C) the leader; the employees
D) the leader; the shareholders
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Chapter 12: Managing Innovation and Fostering Corporate
Entrepreneurship
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93 Verified Questions
93 Flashcards
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Sample Questions
Q1) In corporations with a strong entrepreneurial culture,the willingness and ability to change
A) is imposed from the top-down.
B) is considered a core capability.
C) often leads to instability.
D) often worries stakeholders such as suppliers and creditors.
Q2) Strategic reasons for undertaking a corporate venture do not include
A) entering into new markets.
B) expanding capabilities by acquiring new knowledge.
C) building the base of corporation resources.
D) reinforcing stakeholder commitment.
Q3) Intel uses option contracts for the right to purchase key pieces of equipment at a specific future date.They simulate the likelihood that they will need to purchase a specific piece of equipment and then create the options contracts to reduce risk and potentially save money.
A)True
B)False
Q4) Explain why the seeds versus weeds dilemma is important.
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Q5) Define the five dimensions of an entrepreneurial orientation and why are they important?