Organizational Leadership Exam Preparation Guide
Course Introduction
Organizational Leadership explores the theories, principles, and practices essential to leading individuals and teams within diverse business environments. The course examines the roles and responsibilities of effective leaders, emphasizing skills such as strategic decision-making, ethical leadership, communication, motivation, and conflict resolution. Students will analyze case studies and participate in practical exercises to understand leadership styles, the dynamics of power and influence, and change management in organizations. This course prepares learners to adapt to evolving workplace challenges and to inspire high performance and engagement at all organizational levels.
Recommended Textbook
Strategic Management and Competitive Advantage 6th Edition by Jay B. Barney
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12 Chapters
1185 Verified Questions
1185 Flashcards
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Page 2
Chapter 1: What Is Strategy and the Strategic Management Process
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) Strategy implementation occurs when a firm adopts organizational policies and practices that are consistent with its strategy.
A)True
B)False
Answer: True
Q2) What are objectives,what role do they play in the strategic management process and what differentiates high quality objectives from low quality objectives?
Answer: Objectives are specific measurable targets a firm can use to evaluate the extent to which it is realizing its mission.High quality objectives are tightly connected to elements of a firm's mission and are relatively easy to measure and track over time.Low quality objectives either do not exist or are not connected to elements of a firm's mission,are not quantitative,or are difficult to measure or are difficult to track over time.
Q3) Economic measures of competitive advantage compare a firm's level of return to its costs of capital instead of to the average level of return to the industry.
A)True
B)False
Answer: True
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Page 3
Chapter 2: Evaluating a Firms External Environment
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99 Verified Questions
99 Flashcards
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Sample Questions
Q1) Incumbent firms may have a whole range of cost advantages compared to new competitors.
A)True
B)False
Answer: True
Q2) ________ are resources required to successfully compete in an industry.
A)Strategically valuable assets
B)Technological leader strategies
C)Process innovations
D)Product innovations
Answer: A
Q3) Culture is largely the same across the world.
A)True
B)False
Answer: False
Q4) Learning-curve cost advantages are present when the cost of production falls with the cumulative volume of production.
A)True
B)False
Answer: True
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Chapter 3: Evaluating a Firms Internal Capabilities
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98 Verified Questions
98 Flashcards
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Sample Questions
Q1) One reason a firm may not respond to another firm's competitive advantage is because it does not have the resources or capabilities to do so.
A)True
B)False
Answer: True
Q2) ESPN's development of an extensive offering of X-Games coverage that is unmatched by any other sports outlet is an example of which element of the VRIO framework?
A)organization
B)imitability
C)competitive parity
D)rarity
Answer: D
Q3) If there is a conflict between the resources a firm controls and the firm's organization,the resources should be changed.
A)True
B)False
Answer: False
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Page 5
Chapter 4: Cost Leadership
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99 Flashcards
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Sample Questions
Q1) When a firm has high levels of production,it is often able to purchase and use specialized manufacturing tools that cannot be kept in operation in small firms.
A)True
B)False
Q2) Firms for whom the prices of the products or services they sell are determined by market conditions and not by the individual decisions of the firms themselves are known as price makers.
A)True
B)False
Q3) Firms for whom the price of the products or services they sell is determined by market conditions and not by the individual decision of the firms are known as A)profit takers.
B)price makers.
C)price takers.
D)profit makers.
Q4) Discuss the difference between the learning curve and economies of scale.
Q5) Identify six sources of cost advantages for firms.
Q6) What are the responsibilities of the CEO in a functional organization?
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Chapter 5: Product Differentiation
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99 Flashcards
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Sample Questions
Q1) It is reasonable to expect that in the near future a marketing specialist will develop a definitive list of bases of product differentiation.
A)True
B)False
Q2) One feature of Coach's compensation policies is likely to be
A)rewards for cost reduction.
B)rewards for efficiency.
C)rewards for creative flair.
D)rewards for manufacturing efficiency.
Q3) Product differentiation increases the threat of substitutes by making a firm's current products appear less attractive than substitutes.
A)True
B)False
Q4) Attempts to create differences in the relative perceived value of a firm's products or services are rarely made by altering the objective properties of those products or services.
A)True
B)False
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Page 7
Chapter 6: Flexibility and Real Options
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Sample Questions
Q1) Seymour Semiconductors has strategic options when it has the ________,but not the ________,to invest in a particular strategy.
A)responsibility; resources
B)resources; manpower
C)obligation; ability
D)ability; obligation
Q2) To see if valuing an investment as a real option creates any extra value for a firm,it is necessary to establish a ________.
A)timeline
B)benchmark
C)ceiling
D)floor
Q3) An example of the option to contract is to use contract and temporary employees instead of full-time employees.
A)True
B)False
Q4) Strategic choices are often made over time,in a staged manner.
A)True
B)False
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Chapter 7: Collusion
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97 Flashcards
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Sample Questions
Q1) The ability of a group of firms to work together to reduce competition in their market or industry is called ________.
A)collaboration
B)fragmentation
C)collusion
D)differentiation
Q2) ________ collusion can be legal.
A)Tacit
B)Explicit
C)Strategic
D)Any
Q3) Omega,Inc.signals that if parties cheat on collusive agreements,it will decrease its prices less or increase its output less than would have otherwise been the case.Omega,Inc.is sending a(n)________ signal.
A)explicit
B)tacit
C)tough
D)soft
Q4) What is collusion?
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Chapter 8: Vertical Integration
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100 Verified Questions
100 Flashcards
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Sample Questions
Q1) Which of the explanations of vertical integration is the oldest and has received the greatest empirical support?
A)opportunism-based
B)flexibility-based
C)firm capabilities-based
D)alliance-based
Q2) To the extent that other firms may have competitive advantages in business activities that a firm is considering to enter through vertical integration,vertically integrating into these activities could put the firm at a
A)competitive advantage.
B)temporary dynamic disadvantage.
C)sustainable competitive advantage.
D)competitive disadvantage.
Q3) A firm may be able to gain an advantage from vertically integrating when it resolves some uncertainty it faces sooner than its competition.
A)True
B)False
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10
Chapter 9: Corporate Diversification
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Sample Questions
Q1) One of the limits of the economies of scope that Peach Computers is leveraging in its diversification strategy is
A)they may limit the ability of a particular business to meet specific customers' needs.
B)they are significantly affected by the way a diversified firm is organized.
C)they are not tangible and may be reflected only in the shared knowledge,experience and wisdom across businesses.
D)the level and type of diversification that a firm pursues can affect the efficiency of this allocation process.
Q2) Firms such as Disney that own and operate businesses that share a limited number of inputs,production technologies or distribution channels are said to be pursuing a ________ corporate diversification strategy.
A)related-constrained
B)related-linked
C)dominant-business
D)single-business
Q3) Exploiting market power is an example of costly-to-duplicate economies of scope.
A)True
B)False
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Chapter 10: Organizing to Implement Corporate
Diversification
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Sample Questions
Q1) If SpandoCorp's board of directors wanted to ensure that changes in the CEO's compensation would be closely linked to changes in the firm's performance,it should
A)use a compensation package that includes only a salary for the CEO.
B)use a compensation package that includes a salary and a cash bonus for the CEO.
C)use a compensation package the includes a salary,a cash bonus and stock options that represent only a relatively small percentage of the CEO's total compensation package.
D)use a compensation package that includes a salary and stock options that represent a relatively substantial percentage of the CEO's total compensation package.
Q2) Intermediate products or services are those products or services that are produced in one division of a diversified firm that are used as inputs by another division. A)True
B)False
Q3) Discuss the role of transfer pricing systems in an M-form organization,identify difficulties with setting optimal prices,and identify four alternative transfer pricing schemes.
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Page 12
Chapter 11: Strategic Alliances
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Sample Questions
Q1) Strategic alliances are particularly valuable in facilitating market entry and exit when the value of market entry or exit is
A)high.
B)low.
C)moderate.
D)uncertain.
Q2) ________ occurs when partners in an alliance possess high-quality resources and capabilities of significant value in an alliance but fail to make those resources and capabilities available to alliance partners.
A)Moral hazard
B)Adverse selection
C)Holdup
D)Explicit collusion
Q3) Capabilities theory suggests that an alliance will be preferred over going it alone when an exchange partner possesses valuable,rare,and costly-to-imitate resources and capabilities.
A)True
B)False
Q4) What is the connection between strategic alliances and real options?
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Chapter 12: Mergers and Acquisitions
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Sample Questions
Q1) The market for corporate control is the market that is created when multiple firms actively seek to acquire one or several firms.
A)True
B)False
Q2) Identify the three potential sources of strategic relatedness between bidding and target firms that were detailed by Lubatkin in 1983 and the four general reasons why bidding firms might want to engage in merger and acquisitions as detailed by Jensen and Ruback in 1983.
Q3) If Gillette's managers wanted to maximize the value that Gillette received from its acquisition by P&G,they should
A)seek information from P&G about the value that P&G will receive from its acquisition of Gillette.
B)not engage in negotiations with any bidder but P&G.
C)close the acquisition as quickly as possible.
D)stop the acquisition.
Q4) Identify and discuss six rules that firms bidding on a target firm in an acquisition should follow to increase the possibility that an acquisition strategy will earn superior performance.
Q5) How are poison pills different from shark repellents?
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