Management Studies
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Course Introduction
Management Studies offers a comprehensive exploration of the theories, principles, and practices essential for effective organizational leadership and administration. Students will delve into core topics such as planning, organizing, leadership, decision-making, and strategic management, as well as essential areas including human resources, operations, marketing, and financial management. Emphasis is placed on the development of analytical, problem-solving, and communication skills necessary for navigating contemporary business challenges, fostering ethical practices, and driving organizational success in a dynamic global environment.
Recommended Textbook
Strategic Management 5th Edition by Graham Hubbard
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14 Chapters
449 Verified Questions
449 Flashcards
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Page 2
Chapter 1: What is strategy?
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34 Verified Questions
34 Flashcards
Source URL: https://quizplus.com/quiz/9879
Sample Questions
Q1) Differences between traditional economics and strategy do NOT include an assumption that:
A) market equilibrium will be reached through the pricing mechanism
B) all companies have unique information
C) transaction costs are zero
D) there are many competitors in most markets
Answer: B
Q2) The first model of strategy developed at Harvard Business School proposed an exclusive role for the CEO.
A)True
B)False
Answer: True
Q3) The three levels of strategy are:
A) functional, business, corporate
B) global, national, corporate
C) external, internal, individual
D) industry, corporation, divisional
Answer: A
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3
Chapter 2: Analysing business strategy: creating value
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35 Verified Questions
35 Flashcards
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Sample Questions
Q1) The function(s)of key stakeholders is/are to:
A) constitute the effective corporate governance of the company
B) influence the major decisions the company will make
C) determine the current and future strategy of the company
D) all of the above
Answer: D
Q2) The value proposition rests on the requirement that:
A) the company can charge what it likes for its products
B) the customer is 'price insensitive' to the company's offering
C) the company's employees have their own prestige invested in its processes
D) the company can supply what the customers want at a price they will pay
Answer: D
Q3) Petris argues that public sector organisations can be divided into three types except those:
A) concerned with profit maximisation
B) setting directions
C) transforming directions into specific policies and programs
D) implementing policies and programs
Answer: A
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Page 4
Chapter 3: Analysing the external environment
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33 Verified Questions
33 Flashcards
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Sample Questions
Q1) Porter claims that ___ contribute(s)to intensity of industry rivalry:
A) barriers to exit
B) switching costs
C) absolute cost advantage
D) differentiation of outputs
Answer: A
Q2) Today,business organisations globally are facing increased pressures to improve their:
A) profitability
B) environmental impact
C) resources
D) global competitiveness
Answer: B
Q3) To gain an understanding of how each market works within an industry we ask:
A) What is the size of key market segments?
B) What is the factor-controller's decision process?
C) How homogenous is the market?
D) What is the proximity level of the market?
Answer: A
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Page 5
Chapter 4: Analysing the organisations resources and capabilities
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33 Verified Questions
33 Flashcards
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Sample Questions
Q1) Hubbard,Rice and Galvin suggest three approaches in searching for strategic capabilities:
A) function analysis, resource analysis, process and system analysis
B) resource analysis, external analysis, internal analysis
C) pattern and process analysis, dysfunction analysis, resource analysis
D) implementation analysis, variance analysis, gap analysis
Q2) According to the resource-based view,a necessary condition for competitive advantage is that:
A) resources are heterogeneous and immobile between organisations
B) all resources are unique
C) all resources can be imitated
D) all resources are interchangeable
Q3) Hubbard and Beamish describe the focus of dynamic capabilities as being:
A) knowledge acquisition, innovation, learning outsourcing, management cognition
B) knowledge management, learning and ability to innovate
C) knowledge acquisition, innovation, learning by doing, management recognition
D) knowledge management, innovation, learning organisation, management by objectives
Q4) Assess the relevance of SWOT analysis from the 'resource-based view' of organisations.
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Chapter 5: Measuring strategic organisation performance
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33 Verified Questions
33 Flashcards
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Sample Questions
Q1) Market share,innovation and growth are examples of long-term development measures.
A)True
B)False
Q2) The performance measures for 'not-for-profit' organisations include:
A) net cash flow, break-even, efficiency, customer satisfaction
B) debt cost, quality, break-even, efficiency, capital charge
C) quality, break-even, efficiency, customer satisfaction
D) capital charge, quality, break-even, customer satisfaction
Q3) The set of models for measuring strategic performance reviewed by Hubbard et al.comprises:
A) shareholder returns, stakeholder value, world's best practice, triple bottom line
B) shareholder value, stakeholder value, world's best practice, balanced scorecard
C) shareholder value, stakeholder value, total quality management, triple bottom line
D) shareholder value, stakeholder value, triple bottom line
Q4) What conditions limit performance comparisons with the world's best practice? Explain.
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Chapter 6: Gap analysis and business-level strategic options
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32 Verified Questions
32 Flashcards
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Sample Questions
Q1) The product-market matrix does NOT offer the option of:
A) more existing product(s) into existing market(s)
B) new product(s) into existing market(s)
C) existing product(s) into foreign market(s)
D) imported product(s) into new market(s)
Q2) Seeking growth is an inappropriate option for poorly performing organisations.
A)True
B)False
Q3) Porter and Kramer suggested four reasons why organisations should address CSR.Which of the following was NOT mentioned by them?
A) moral obligation
B) the necessity to maintain a licence to operate
C) organisation's reputation
D) pressures from customers
Q4) The risks of a low-cost strategy do NOT include:
A) too narrow a focus on profit margins
B) too narrow a focus on cost control
C) cost leadership is not sustained
D) focus strategy is able to offer even lower costs
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Chapter 7: Strategic decision making
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31 Verified Questions
31 Flashcards
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Sample Questions
Q1) Cognitive maps have blind spots.
A)True
B)False
Q2) In relation to ambiguity in decision making:
A) the rational model is based on the assumption that information is known
B) causality of events is ambiguous
C) both of the above
D) none of the above
Q3) Hubbard et al.propose that risk assessment be undertaken by a process to:
A) consider alternatives, be aggressive, forecast alternatives, plan up-front, be thorough B) be conservative, narrow possible alternatives, consider competitor reactions, be flexible
C) be flexible, expand multiple alternatives, forecast competitor reactions, plan exit strategy
D) none of the above
Q4) Assess the relevance of the normative approaches to decision making.Provide two examples of why rationality in decision making may be 'bounded'.
Q5) The rational model of decision making is not always used by managers.Why?
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Chapter 8: Dynamic competitive strategy
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33 Verified Questions
33 Flashcards
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Sample Questions
Q1) The three additional principles of game theory include:
A) if the organisation has a dominant strategy, it should use it
B) managers must act positively for enhanced cooperation
C) seeking solutions in stability
D) all of the above
Q2) One of the principles of game theory is that all managers must think similarly if cooperation is to be promoted.
A)True
B)False
Q3) Tactics are best designed to have their own effect rather than affecting the perceptions.
A)True
B)False
Q4) Signalling is a major way of indicating organisational perceptions of the competitive situation.
A)True
B)False
Q5) Innovative organisations accept,understand and preserve the rules of the game.
A)True
B)False
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Chapter 9: Corporate/multi-business strategy
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30 Verified Questions
30 Flashcards
Source URL: https://quizplus.com/quiz/9887
Sample Questions
Q1) In what ways can a 'corporate centre' add value to the corporation? Is it essential to have a 'corporate centre'?
Q2) The McKinsey model's 'three horizons' do NOT include:
A) business ideas: create viable options to convert to emerging businesses
B) emerging business: to become major future businesses
C) blue sky business: brainstorm and skunkworks to generate potential viable options
D) current business: defend and extend
Q3) The BCG growth-market share matrix considers the business' position in terms of its:
A) market growth relative to the largest industry competitor and of real industry size
B) market share relative to the largest industry competitor and of real industry growth rate
C) market size relative to the largest industry competitor and of gross domestic product
D) market share relative to a comparable US firm and of its future growth potential
Q4) Discuss any two advantages offered by a parent organisation to a new business.
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Chapter 10: Acquisitions and alliances
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32 Verified Questions
32 Flashcards
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Sample Questions
Q1) Anslinger and Copeland's study of leveraged buyouts and diversified corporations showed that:
A) they were classified as unrelated from a resource-based perspective
B) they produced high sharemarket returns from strategies of making acquisitions
C) they were classified as related from a product-market perspective
D) they produced low sharemarket returns from strategies of making acquisitions
Q2) Joint venture is NOT formed to:
A) gain benefits over other partners
B) allow a firm to achieve economies of scale
C) allow a firm to access to resources
D) provide a firm with joint research and development opportunities
Q3) Consider the distinct steps of the acquisition process and explain if all steps are equally important.
Q4) In cross-border acquisitions,due diligence should only focus on cultural compatibility issues.
A)True
B)False
Q5) Identify the reasons for creating joint ventures.
Q6) Explain the differences between absorption and preservation acquisitions.
Page 12
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Chapter 11: International strategy
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27 Verified Questions
27 Flashcards
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Sample Questions
Q1) The four alternative approaches to managing international strategy are:
A) transglobal, export, international, multi-domestic
B) multi-domestic, global, transnational and export
C) global, multi-country, transnational, import
D) export, multi-domestic, international, transport corridor
Q2) A multi-domestic strategy:
A) thrives where markets operate under Free Trade Agreements
B) faces insignificant competition from companies that operate only in one country
C) focuses primarily on national differences to achieve most of its strategic objectives
D) is one in which the final products are fundamentally the same for each country
Q3) The inward-looking perspective of internalisation includes all of the following except:
A) acting as licensor to a foreign company
B) importing/sourcing
C) acting as licensee from a foreign company
D) managing as the wholly owned subsidiary of a foreign firm
Q4) Describe the four alternative approaches used to manage worldwide operation.
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Chapter 12: Capabilities,systems and structure
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33 Verified Questions
33 Flashcards
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Sample Questions
Q1) In a network organisation the nature of activities is not changed from performing the activities to coordinating activities carried out by other organisations.
A)True
B)False
Q2) Decision-making systems affect what is done in the organisation's future.
A)True
B)False
Q3) Compare and contrast the McKinsey 7S model of strategic implementation with Hubbard et al.'s 'winning wheel'.
Q4) There are no problematic issues to deal with in introducing reward systems.
A)True
B)False
Q5) Information systems determine what the organisation is told about what is happening.
A)True
B)False
Q6) Implementation is an integral part of strategic management.
A)True
B)False
Page 14
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Chapter 13: Leadership,people and culture
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33 Verified Questions
33 Flashcards
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Sample Questions
Q1) A leader might go about changing culture by:
A) delegating the task of role modelling deep into the organisation
B) reacting to critical incidents by finding a culprit
C) using the recruitment and promotion system to place people with commitment to established culture
D) using the induction system to impress the culture on new people as they join
Q2) Sustainability is not an element of implementation,but a criterion for:
A) decision making about board choices
B) decision making about implementation choices
C) decision making about leadership choices
D) decision making about strategy choices
Q3) In major organisations,women remain very much a majority in senior leadership positions.
A)True
B)False
Q4) Assess how 'top management teams' can function effectively.
Q5) According to Goffee and Jones,smart people do not object to being led.
A)True
B)False
Q6) 'Leaders are born,not made.' Discuss the validity of this statement.
Page 15
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Chapter 14: Change management
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30 Verified Questions
30 Flashcards
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Sample Questions
Q1) A rational approach to change sees it as:
A) based on previously defined organisational objectives
B) a random walk search for serendipitous solutions to emergent problems
C) implying that change comes first and strategy follows
D) implying that there is no 'one best way' or 'one best outcome'
Q2) The rational approach assumes that change is either driven from the top or everyone agrees what should be done.
A)True
B)False
Q3) Both organisational transformation and incremental change are important for achieving strategy.
A)True
B)False
Q4) Hubbard,Rice and Galvin describe 'transformational change' as a process that seeks to transform:
A) one aspect of how the organisation operates
B) some or all aspects of how the organisation operates
C) both of the above
D) none of the above
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