Management Capstone Exam Materials
Course Introduction
Management Capstone is a culminating course designed to integrate and apply the knowledge, skills, and concepts acquired throughout the management program. Students are challenged to analyze complex organizational problems, develop strategic solutions, and demonstrate leadership in simulated business scenarios or real-world projects. Emphasis is placed on critical thinking, decision-making, effective communication, and ethical considerations. Through case studies, group work, and presentations, students synthesize their understanding of management principles and prepare for professional roles in diverse organizational settings.
Recommended Textbook Essentials of Strategic Management 3rd Edition by Charles W.
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9 Chapters
712 Verified Questions
712 Flashcards
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Page 2
L. Hill
Chapter 1: The Strategy-Making Process
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Which of the following is not true with regard to individuals with emotional intelligence?
A) They are aware of their own limitations.
B) They make decisions by relying on their emotions.
C) They think before acting.
D) They get along well with others.
E) They are passionate in pursuing their goals.
Answer: B
Q2) The central purpose of a SWOT analysis is to identify strategies which create a company-specific business model that best aligns or matches the company's resources and capabilities to its environment.
A)True
B)False
Answer: True
Q3) Functional managers bear responsibility for the overall performance of the company or one of its major self-contained subunits or divisions.
A)True
B)False
Answer: False
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Page 3
Chapter 2: The Mission, Governance, and Business Ethics
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83 Verified Questions
83 Flashcards
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Sample Questions
Q1) Different stakeholders supply different resources to the company, and in exchange they expect their interests to be satisfied.
A)True
B)False
Answer: True
Q2) ___________________ are senior employees of the company, such as the CEO.
A) Stockholders
B) Outside directors
C) Inside directors
D) Business-level managers
E) None of the above
Answer: C
Q3) External stakeholders of a company include
A) stockholders
B) the board of directors.
C) executive officers.
D) unions
E) employees.
Answer: D
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Page 4
Chapter 3: External Analysis: the Identification of Opportunities and Threats
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Rivalry in embryonic industries is based not so much on price as on educating customers, opening up distribution channels, and perfecting the design of the product.
A)True
B)False
Answer: True
Q2) In a declining industry, competition usually decreases.
A)True
B)False
Answer: False
Q3) The stability of a mature industry is threatened by price wars.
A)True
B)False
Answer: True
Q4) Within an industry, each strategic group may face a different set of opportunities and threats.
A)True
B)False
Answer: True
Page 5
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Chapter 4: Building Competitive Advantage
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) The two least important components of efficiency for many companies are employee productivity and capital productivity.
A)True
B)False
Q2) Examples of successful new product launches include all of the following except
A) Sony Walkman
B) Sony Playstation
C) Nokia cell phones
D) Apple Computer's Newton - personal digital assistant.
E) Cisco Systems innovations paved the way for rapid growth of the Internet
Q3) Mass customization is the ability of companies to use flexible manufacturing technology to customize at cost normally associated with mass production.
A)True
B)False
Q4) With regard to quality as reliability, a product can be said to be reliable when it consistently does the job it was designed for, does it well, and rarely, if ever, breaks down.
A)True
B)False
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Page 6
Chapter 5: Business-Level Strategy and Competitive Positioning
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78 Verified Questions
78 Flashcards
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Sample Questions
Q1) Which generic business-level strategy is based on the intent to outperform competitors by doing everything it can to lower its cost structure?
A) Focused differentiation
B) Differentiation
C) Broad differentiation
D) Cost leadership
E) None of these
Q2) For any company, building new competencies in the functions that sustain its differentiation means neglecting its cost structure.
A)True
B)False
Q3) Market segmentation addresses the "who" portion of a firm's business model.
A)True
B)False
Q4) A business-level strategy is the plan of action that strategic managers adopt to use a company's resources and distinctive competencies to gain a competitive advantage over its rival in a market or industry.
A)True
B)False
Page 7
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Chapter 6: Strategy in the Global Environment
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74 Verified Questions
74 Flashcards
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Sample Questions
Q1) A localization strategy involves manufacturing global output in a limited number of centralized locations to realize scale economies.
A)True
B)False
Q2) A company can increase it growth rate by taking goods or services developed at home and selling them internationally.
A)True
B)False
Q3) Sony came to dominate the global television market via franchising.
A)True
B)False
Q4) Which of the following entry modes is generally the most costly method of serving a foreign market?
A) Exporting
B) Wholly owned subsidiaries
C) Joint ventures
D) Licensing
E) Joint ventures and wholly owned subsidiaries are equally costly.
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Page 8
Chapter 7: Corporate-Level Strategy and Long-Run Profitability
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80 Verified Questions
80 Flashcards
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Sample Questions
Q1) Vertical integration adds value to a company's core products because entry into new industries increases the core products' differentiated appeal.
A)True
B)False
Q2) Which of the following is not an example of horizontal integration?
A) America Online and Time Warner merge to become AOL Time Warner.
B) Coca Cola buys most of its previously independent bottling firms.
C) Microsoft acquires Rare, Ltd., maker of video games such as Donkey Kong.
D) Georgia Pacific, a wood products firm, is combining operations with another wood products firm, Louisiana Pacific.
E) Citicorp Bank and Travelers Insurance merge to form Citigroup, a diversified provider of financial services.
Q3) Horizontal integration supports the achievement of a __________ strategy.
A) cost leadership
B) cost leadership and differentiation
C) focus
D) differentiation
E) stuck in the middle
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Chapter 8: Strategic Change: Implementing Strategies to
Build and Develop a Company
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76 Verified Questions
76 Flashcards
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Sample Questions
Q1) Strategic change refers to the movement of a company away from its present state toward some desired future state to increase competitive advantage and profitability.
A)True
B)False
Q2) What are the potential benefits and risks of strategic alliances? What actions can a firm take to minimize the risks and fully exploit the benefits?
Q3) Which of the following is not a potential drawback to joint ventures?
A) Profits of the new business must be shared.
B) Partners share costs and risks of the new business.
C) Shared control results in conflicts.
D) Critical know-how may be given away
E) All of these are potential joint venture drawbacks.
Q4) An advantage of internal ventures over acquisitions as a mode of entering a new business area is that internal ventures involve lower risks.
A)True
B)False
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Chapter 9: Implementing Strategy Through Organizational Design
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81 Verified Questions
81 Flashcards
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Sample Questions
Q1) When decision-making responsibilities are decentralized, benefits include all of the following except
A) increased motivation and accountability.
B) lower managerial costs from flattened hierarchy.
C) reduced information overload.
D) easier coordination of the organizational activities needed to pursue a company's strategies.
E) All of these are benefits of decentralization.
Q2) Which of the following is not one of the company levels where strategic control systems measure performance?
A) Functional
B) Corporate
C) Divisional
D) Board of directors
E) Individual
Q3) When companies become too tall and the chain of command too long, strategic managers tend to lose control over the hierarchy and, subsequently, their strategies.
A)True
B)False
Page 11
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