Strategic Management
Chapter Exam Questions
Course Introduction
Strategic Management explores the formulation, implementation, and evaluation of organizational strategies to achieve long-term goals and maintain a competitive advantage in dynamic environments. The course covers key concepts such as strategic analysis, industry and competitor assessment, resource-based views, corporate and business-level strategies, and the impact of globalization and technological change. Through case studies and practical applications, students learn to integrate functional areas of business, assess strategic options, and make informed decisions that drive organizational success.
Recommended Textbook
Organizational Behavior Emerging Knowledge 5th Edition by Steven L. McShane
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Page 2
Chapter 1: Introduction to the Field of Organizational Behavior
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Sample Questions
Q1) An aircraft manufacturing company developed a computer simulation representing the very complex processes and subgroups that create an airplane.Teams of production employees would participate in a game where trainers gave them the challenge of reducing costs or minimizing space using the simulation.As the trainers predicted, the team's actions would almost always result in unexpected consequences.Explain how this simulation relates to the open systems perspective of organizational behavior.
Answer: The production simulation teaches teams that organizations are complex systems with many interdependent parts.As such, complex systems tend to produce unintended consequences when one part of the system is altered.The lesson here is to recognize the repercussions of subsystem actions on other parts of the organization.
Q2) List the five types of employee behavior.
Answer: The textbook specifically refers to the following: (a) task performance; (b) organizational citizenship; (c) counterproductive work behaviors; (d) joining and staying with the organization; and (e) maintaining work attendance.
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Chapter 2: Individual Behavior, Personality, and Values
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Sample Questions
Q1) People function better when their _________ has many elements that are compatible with each other and relatively clear.
A)self-concept
B)self-verification
C)self-implication
D)self-esteem
E)self-efficacy
Answer: A
Q2) Cultures with high collectivism must also have low individualism.
A)True
B)False
Answer: False
Q3) People perform better in most employment situations when they have a strong external locus of control.
A)True
B)False
Answer: False
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Chapter 3: Perception and Learning in Organizations
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Sample Questions
Q1) Social identity theory explains why we see unique characteristics in everyone else but not in ourselves.
A)True
B)False
Answer: False
Q2) Self-fulfilling prophecy may result in either better or worse performance than if the employee is not exposed to the self-fulfilling prophecy effect.
A)True
B)False
Answer: True
Q3) In the Johari Window, the open area gets smaller when we:
A)provide disclosure.
B)receive feedback from others.
C)decrease the hidden area.
D)do all of the above.
E)None of the above decreases the open area.
Answer: E
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Chapter 4: Workplace Emotions, Attitudes and Stress
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Sample Questions
Q1) Employees with very high loyalty tend to have high conformity, which results in lower creativity.
A)True
B)False
Q2) Employees have lower affective commitment when they are offered stable, long-term employment.
A)True
B)False
Q3) Moods represent our reaction to specific people or events, whereas emotions are not directed toward anything in particular.
A)True
B)False
Q4) Trust, employee involvement, and organizational comprehension tend to increase organizational commitment.
A)True
B)False
Q5) The general adaptation syndrome describes the consequences of stress.
A)True B)False
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Chapter 5: Foundations of Employee Motivation
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Sample Questions
Q1) According to Expectancy Theory, providing counseling and coaching to an employee who lacks self-confidence is most likely to increase the employee's:
A)V-to-O expectancy.
B)E-to-P expectancy.
C)P-to-E expectancy.
D)O-to-P expectancy.
E)P-to-O expectancy.
Q2) Goal setting is more effective when employees can easily complete the goals assigned to them.
A)True
B)False
Q3) One problem with Equity Theory is that it incorrectly assumes people are individualistic, rational, and selfish.
A)True
B)False
Q4) The problem with the concept of employee engagement is that it lacks theoretical foundation.
A)True
B)False
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Chapter 6: Applied Performance Practices
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Sample Questions
Q1) Motivator-Hygiene Theory suggests that people are mainly motivated by characteristics of the job itself, not by working conditions and other factors external to the job.
A)True
B)False
Q2) The more employees see a direct connection between their daily actions and a reward, the more they are motivated to improve performance.
A)True
B)False
Q3) Skill-based pay plans:
A)discourage employees from learning new jobs.
B)create a psychological distance between employees and managers.
C)discourage poor performers from leaving the organization.
D)can be expensive because they motivate employees to spend more time learning new jobs.
E)All of the answers are correct.
Q4) Self-leadership is dependant on the person and the situation.
A)True
B)False
Q5) Compare and contrast gainsharing with employee share ownership plans.
Page 8
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Chapter 7: Decision Making and Creativity
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Sample Questions
Q1) Employees probably should not make the decision alone (without the manager's involvement) when:
A)their goals and norms conflict with the organization's objectives.
B)they lack commitment to decisions made by the boss alone.
C)they possess more knowledge than the manager.
D)employees are likely to disagree with each other regarding the preferred solution.
E)the problem calls for a nonprogrammed decision.
Q2) When in a positive mood, people pay more attention to details and follow a nonprogrammed decision routine.
A)True
B)False
Q3) Which of the following questions is NOT explicitly considered in the contingencies of employee involvement?
A)Do subordinates need to develop their decision-making skills?
B)Is conflict among subordinates over preferred solutions likely?
C)Is the problem well structured?
D)How important is subordinate commitment to the decision?
E)Do subordinates have sufficient information to make a high-quality decision?
Q4) Describe the rational choice paradigm of decision making.
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Chapter 8: Team Dynamics
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Sample Questions
Q1) Teams tend to make better decisions when:
A)team members have similar backgrounds and characteristics.
B)the team leader is able to sway the group towards one preference over others.
C)team norms encourage consensus rather than disagreement.
D)all of these conditions exist.
E)none of these conditions exist.
Q2) Virtual teams are usually permanent functional groups that communicate mainly through weekly face-to-face meetings.
A)True
B)False
Q3) Team members typically hold one or more formal roles in the team as well as roles that they informally fulfill at various times.
A)True
B)False
Q4) During an organizational behavior course, the instructor states that the concept of 'virtual teams' is just a fad that doesn't deserve any attention in this class.Define what virtual teams are.Also, what would you say to the instructor to explain why his or her statement about the future of virtual teams may be incorrect.
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Chapter 9: Communicating in Teams and Organizations
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Sample Questions
Q1) You have just been promoted to a job in which you have many employees and clients vying for your attention.In particular, these people expect you to review a considerable amount of information to make decisions for them.It isn't possible to spend much time with any individual, nor is it possible to delegate any of these decisions to other people.Identify two distinct strategies that you could use to minimize information overload by increasing information processing and two strategies to reduce information load in this situation.
Q2) Communication aids employee well-being.
A)True
B)False
Q3) The encoding and decoding process is enhanced when both parties have similar "passbooks."
A)True
B)False
Q4) The sensing stage of active listening includes empathizing and organizing information.
A)True
B)False
Q5) Should companies try to eliminate grapevine communication? Explain your answer.
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Chapter 10: Power and Influence in the Workplace
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Sample Questions
Q1) Employees are more likely to comply with a supervisor's legitimate power when:
A)the employees have a high power distance value.
B)the power holder gives orders outside the employees' normal role requirements.
C)the company encourages people to disobey orders that interfere with their work.
D)the employees have a low power distance value.
E)both 'B' and 'C' are true.
Q2) Even though you should be visiting clients most of the time, you make a point of stopping by the office each day so your boss sees that you are working.This increases your power by increasing your centrality.
A)True
B)False
Q3) Legitimate power is created whenever the organization assigns a supervisor formal authority over subordinates.
A)True
B)False
Q4) Which types of people are more likely to engage in organizational politics?
Q5) Silent authority, assertiveness, and exchange are three sources of power.
A)True
B)False
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Chapter 11: Conflict and Negotiation in the Workplace
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Sample Questions
Q1) Conflict begins whenever both parties realize that they have opposing interests.
A)True
B)False
Q2) Conflict is sometimes apparent by the style each side uses to resolve the conflict.
A)True
B)False
Q3) According to the conflict process, which of these is a positive outcome?
A)Turnover
B)Cohesiveness
C)Politics
D)Stress
E)None of the above
Q4) Buffers tend to resolve conflict by reducing the level of interdependence between the conflicting parties.
A)True
B)False
Q5) Approximately 42% of a manager's time is spent dealing with workplace conflict.
A)True
B)False
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Chapter 12: Leadership in Organizational Settings
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Sample Questions
Q1) According to path-goal theory, directive leadership should be applied where the task is complex and the employee has an external locus of control.
A)True
B)False
Q2) According to recent writing on the subject, which of the following competencies is/are characteristic of effective leaders?
A)High need for achievement.
B)Motivation to become a leader.
C)High confidence in their leadership ability.
D)High integrity.
E)All of these are leadership competencies.
Q3) Servant leaders try to understand employee needs and facilitate their work performance.
A)True
B)False
Q4) Scholars recommend that transformational leadership should be used instead of transactional leadership.
A)True
B)False
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Chapter 13: Organizational Structure
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Sample Questions
Q1) Mechanistic structures operate best:
A)in stable environments.
B)where employees dislike hierarchy and status.
C)in rapidly changing environments.
D)where knowledge management is a competitive advantage to the organization.
E)where employees perform tasks with high variety and low analyzability.
Q2) Compared with divisionalized structures, functional structures are known to:
A)create better economies of scale.
B)be more responsive to local markets or clients.
C)encourage employees to focus on the organization's superordinate goals.
D)reduce conflict and coordination problems across work units.
E)do all of the these things.
Q3) A mechanistic organizational structure works better than an organic structure when:
A)the organization operates in a hostile environment.
B)the organization adopts a differentiation strategy.
C)the organization requires a high degree of formalization.
D)the organization adopts a cost leadership strategy.
E)the organization operates in a dynamic environment.
Q4) What role does organizational strategy play in designing organizations?
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Chapter 14: Organizational Culture
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Sample Questions
Q1) Organizational culture is not directly observable, but it may be loosely interpreted through visible artifacts.
A)True
B)False
Q2) Rituals are:
A)programmed routines of daily organizational life that dramatize the organization's culture.
B)deliberate attempts to communicate the corporate culture to new employees.
C)events that suggest the organization's culture is about to change.
D)physical structures that convey the dominant values of an organization's culture.
E)games that people play to defy the dominant culture and, instead, support countercultural beliefs and values.
Q3) The themes shared most widely by employees represent:
A)the organization's dominant culture.
B)the organization's deculturation process.
C)the organization's counterculture.
D)artifacts held mainly by senior executives in the organization.
E)organizational rituals.
Q4) conditions or events that potentially weaken an organization's dominant culture.
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Chapter 15: Organizational Change
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Sample Questions
Q1) Action research takes the view that organizational change is all about creating real change, not testing theory.
A)True
B)False
Q2) Refreezing refers to:
A)getting one's own way in organizational politics.
B)a management practice used to discourage newcomers from staying with the organization.
C)aligning the organization's systems with the desired behaviors to support and reinforce the new role patterns.
D)repeating the change process a second time, because the first attempt to freeze the changes were unsuccessful.
E)producing a disequilibrium between the driving and restraining forces of change.
Q3) Discovery, dreaming, and delivering are the first three stages of appreciative inquiry.
A)True
B)False
Q4) Identify and describe the three stages of Lewin's Force Field Analysis model.
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