Strategic Management
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Course Introduction
Strategic Management is a comprehensive course that explores the formulation, implementation, and evaluation of cross-functional decisions that enable an organization to achieve its objectives. The course covers essential concepts such as external and internal environmental analysis, strategy formulation, competitive advantage, and organizational performance. Students will engage with case studies and real-world scenarios to develop their analytical and decision-making skills, focusing on both domestic and global contexts. By the end of the course, learners will understand how senior managers devise and execute effective strategies to steer organizations successfully through dynamic and competitive markets.
Recommended Textbook Management The Essentials 4th Australia Edition by
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13 Chapters
1475 Verified Questions
1475 Flashcards
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Page 2
Stephen P. Robbins
Chapter 1: Managers and Management
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132 Verified Questions
132 Flashcards
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Sample Questions
Q1) An organisation's intention to go beyond its legal and economic obligation to act in favour of the society is the organisation's _________.
A)social obligation
B)social responsiveness
C)social responsibility
D)ethical conduct
Answer: C
Q2) Which type of manager is responsible for making organisation-wide decisions and establishing the plans and goals that affect the entire organisation?
A)Project leader
B)Team supervisors
C)Department head
D)Top manager
Answer: D
Q3) Part of what defines an organisation is its purpose.
A)True
B)False
Answer: True
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Chapter 2: The Managerial Environment
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95 Verified Questions
95 Flashcards
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Sample Questions
Q1) What is the effect of government spending on pensions?
A)Pensioners invest more, and this reduces the interest rate.
B)Pensioners reduce the availability of workers.
C)Retailers benefit from pensioners' spending.
D)There is a decrease in pensioners' service requests.
Answer: C
Q2) Describe the technological dimension of the organisation's external environment. Answer: The technological dimension of the general environment comprises the knowledge, tools and methods used to convert resources (e.g.raw materials, information and labour) into products and services.This dimension includes technological and scientific advancements in society at large as well as specific industries.
Q3) Which of the following communicates an organisation's personality?
A)Informal rituals
B)Formal culture meetings
C)Stories
D)Artefacts
Answer: D
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4
Chapter 3: Foundations of Decision Making
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124 Flashcards
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Sample Questions
Q1) Individualistic countries like Australia tend to have _________ than group-oriented countries like Japan.
A)more conformity and less cooperation
B)more conformity and more cooperation
C)less conformity and less cooperation
D)less conformity and more cooperation
Answer: C
Q2) Decision making begins with _________.
A)eliminating false alternatives
B)analysis of alternatives
C)identifying a problem
D)selecting alternatives
Answer: C
Q3) Unstructured problems are situations in which _________.
A)all options are known
B)not all options are known
C)all decisions are perfectly rational
D)not all decisions are perfectly rational
Answer: B
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Page 5
Chapter 4: Foundations of Planning
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117 Verified Questions
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Sample Questions
Q1) Briefly describe the questions involved in formulating a mission statement.Provide an example of a real or fictitious mission statement.
Q2) Once SWOT analysis is complete, managers _________ strategies to address the issues that came up during the analysis.
A)eliminate
B)implement
C)formulate
D)evaluate
Q3) In a short essay, define planning and compare formal and informal planning as they are used in various organisations.
Q4) Planning gives organisations direction that primarily helps them improve
A)morale of all employees
B)teamwork and coordinate activities
C)morale of middle managers
D)their image in the business community
Q5) What are the six steps of the strategic management process?
Q6) List and briefly describe the three strategic options involved in a corporate strategy
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Chapter 5: Organisational Structure and Design
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118 Flashcards
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Sample Questions
Q1) Staff authority is the ability to direct the work of any employee who does not have a higher rank in the organisation.
A)True
B)False
Q2) Linda and Sarah work in a large digital design company.They have the same job title, and they address the concerns of the same internal clients.Linda works on Mondays and Tuesdays, and Sarah works from Wednesdays to Fridays.They are _________.
A)job sharing
B)staff managers
C)line managers
D)job rotating
Q3) An organic organisation is bureaucratic and hierarchical.
A)True
B)False
Q4) When an employee in a project structure finishes a project, he goes back to his original department.
A)True
B)False
Q5) What is effective delegation?
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Chapter 6: Managing Human Resources
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87 Verified Questions
87 Flashcards
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Sample Questions
Q1) Which of the following reasons describes the need for workplace health and safety?
A)Lower insurance and compensation cost
B)Less damage to plant and equipment
C)Higher productivity
D)Higher absenteeism rate
Q2) Laila is responding to a candidate for the executive position who wants to know more about the job.Laila is most likely to send which of the following?
A)Human resource inventory
B)Job description
C)Job title
D)Job analysis
Q3) Human resource management involves training, motivating and retaining competent employees.
A)True
B)False
Q4) In a short essay, discuss the interview as a selection device for HRM.
Q5) What are the advantages and disadvantages of temporary help services, school placement and employment agencies?
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Chapter 7: Managing Change and Innovation
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131 Verified Questions
131 Flashcards
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Sample Questions
Q1) Organisation development helps employees _________.
A)deal with unplanned change
B)avoid unpleasant change
C)deal with planned change
D)avoid all types of change
Q2) In a short essay, explain the three types of organisational change.
Q3) Training employees to adopt a safety-first focus illustrates a change in structure.
A)True
B)False
Q4) Define participation, when it should be used, its advantages and disadvantages.
Q5) A soccer player who feels stress from trying to raise his goal scoring average and is about to shoot a penalty is experiencing _________ stress.
A)role demand
B)role conflict
C)task demand
D)interpersonal
Q6) Identify some causes of stress and describe some typical symptoms of stress in the workplace.
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Chapter 8: Foundations of Individual Behaviour
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131 Verified Questions
131 Flashcards
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Sample Questions
Q1) Negative reinforcement is the withdrawal of something unpleasant.
A)True
B)False
Q2) The Myers-Briggs Type Indicator® (MBTI®) is based on _________ that are revealed in a 100-item questionnaire.
A)four dimensions
B)eight personality types
C)two dimensions
D)four personality types
Q3) A tennis player who blames a loss on his poor preparation would be likely to have
A)no locus of control
B)an external locus of control
C)an internal locus of control
D)high self-esteem
Q4) _________ individuals tend to be dependent on positive evaluation from others.
A)Low self-esteem
B)Weak locus of control
C)Internal locus of control
D)Self aware
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Chapter 9: Understanding Groups and Managing Work Teams
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107 Verified Questions
107 Flashcards
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Sample Questions
Q1) Social loafing is not usually a big problem in collectivist societies.
A)True
B)False
Q2) As the size of a group increases, the output of _________.
A)each group member tends to decrease
B)each group member tends to increase
C)the group stays the same
D)the group decreases
Q3) This kind of team brings individuals together from different work disciplines with different knowledge and skills.
A)Formal group
B)Cross-functional team
C)Command group
D)Self-managed team
Q4) Autonomy is a _________ factor that contributes to team effectiveness.
A)context
B)process
C)composition
D)work design
Q5) Define the norming stage of group development.
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Chapter 10: Motivating and Rewarding Employees
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85 Verified Questions
85 Flashcards
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Sample Questions
Q1) The best managers tend to be low in _________.
A)need for affiliation
B)emotional intelligence
C)need for power
D)personal responsibility
Q2) Most employee recognition programs are consistent with _________ theory.
A)expectancy
B)open-book
C)contingency
D)traditional-need
Q3) Research supports the validity of Maslow's hierarchical model.
A)True
B)False
Q4) A single individual cannot have high motivation for one task and low motivation for another task.
A)True
B)False
Q5) What are the assumptions of Theory Y?
Q6) Compare how managers might motivate professional workers and contingent workers.
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Q7) What are the three variables of expectancy theory?
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Chapter 11: Leadership and Trust
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112 Verified Questions
112 Flashcards
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Sample Questions
Q1) Early leadership trait research looked to find characteristics that might _________.
A)identify the physical traits of leaders
B)distinguish charismatic leadership and visionary leadership
C)differentiate leaders from non-leaders
D)distinguish transactional leaders from transformational leaders
Q2) Miguel's's boss encourages employees to participate in the decision-making process, but does not give them complete freedom to do as they like.She has this kind of leadership style.
A)Democratic
B)Laissez-faire
C)Situational
D)Autocratic
Q3) What are the research findings on the path-goal model?
Q4) A(n) _________ leader in path-goal theory often makes decisions collectively with followers.
A)directive
B)participative
C)achievement-oriented
D)supportive
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Chapter 12: Managing Communication and Information
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118 Verified Questions
118 Flashcards
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Sample Questions
Q1) Which of the following essential elements of active listening requires a listener to suspend his or her own thoughts and feelings and focus on the thoughts and feelings of the speaker?
A)Willingness to take responsibility for completeness
B)Intensity
C)Acceptance
D)Empathy
Q2) Nonverbal communication is a major part of the communication that takes place during a conversation.
A)True
B)False
Q3) Verbal intonation is a form of _________.
A)body language
B)facial expression
C)nonverbal communication
D)verbal communication
Q4) List the seven elements of the communication process and explain the process of interpersonal communication.
Q5) Define selective perception.
Q6) List the two main issues resulting from communication in the Internet world.
Page 14
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Chapter 13: Foundations of Control
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118 Flashcards
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Sample Questions
Q1) Which kind of feedback is usually given promptly and enthusiastically?
A)Useful feedback
B)Accurate feedback
C)Negative feedback
D)Positive feedback
Q2) Management of a global company often relies on highly formalised reports as controls for distant operations.
A)True
B)False
Q3) Which kind of control takes place after the actual work has been carried out?
A)Feedforward
B)Forward
C)Concurrent
D)Feedback
Q4) A management information system (MIS) provides managers with _________ data.
A)numerical
B)unanalysed
C)analysed and processed
D)raw
Q5) In a short essay, describe concurrent control and give an example of its use.
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