Strategic Management
Study Guide Questions
Course Introduction
Strategic Management explores the formulation, implementation, and evaluation of organizational strategies to achieve long-term goals and sustain competitive advantage. The course covers key concepts such as industry analysis, internal resource appraisal, competitive positioning, strategic decision-making, and the management of innovation and change. Through the use of case studies and practical frameworks, students develop analytical tools to assess business environments and make strategic choices in diverse industries. The course also examines the roles of leadership, ethics, and social responsibility in guiding organizational strategy within a dynamic and globalized marketplace.
Recommended Textbook Management 8th Australia Edition by Stephen Robbins
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18 Chapters
2328 Verified Questions
2328 Flashcards
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Page 2
Chapter 1: Managers in the Workplace
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139 Verified Questions
139 Flashcards
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Sample Questions
Q1) A finance manager who reads The Financial Review on a regular basis would be performing the figurehead role.
A)True
B)False
Answer: False
Q2) Which of the following types of skills is described with terms such as 'abstract situations' and 'visualisation'?
A)strategic
B)human
C)conceptual
D)interpersonal
E)technical
Answer: C
Q3) Which of the following is NOT a characteristic of contemporary organisations?
A)employee participation in decision making
B)team orientation
C)workforce diversity
D)flexible work arrangements
E)clearly identifiable work units
Answer: E
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Chapter 2: Management History
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121 Flashcards
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Sample Questions
Q1) Robert Owen is best remembered for ________, in contrast to Hugo Munsterberg's interest in efficiency.
A)workplace social reform
B)job design
C)employee training
D)reducing employee workplace suffering
E)psychological testing
Answer: A
Q2) The 14 principles of management are associated with Fayol.
A)True
B)False
Answer: True
Q3) Closed systems are neither influenced by nor interact with their environment.
A)True
B)False
Answer: True
Q4) Gilbreth is best known for 'the one best way'.
A)True
B)False
Answer: False
Page 4
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Chapter 3: Managing the External Environment and Organisational Culture
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140 Flashcards
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Sample Questions
Q1) Which of the following statements is accurate concerning organisational culture?
A)It has little impact on managers.
B)Generally, the rules of organisational culture can be found in the employee handbook.
C)Organisational culture is always passed along by word-of-mouth.
D)The effect of an organisational culture on managerial actions is rarely explicit.
E)The organisation's culture expands a manager's decision-making options.
Answer: D
Q2) In Australia, the Equal Opportunity for Women in the Workplace Act 1999 is an example of a sociocultural condition.
A)True
B)False
Answer: True
Q3) An increasing body of evidence suggests that strong cultures are associated with high organisational performance.
A)True
B)False
Answer: True
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Page 5
Chapter 4: Managing in a Global Environment
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Sample Questions
Q1) The polycentric attitude is a world-oriented view focusing on using the best approaches and people from around the globe.
A)True
B)False
Q2) ________ is the values and attitudes shared by individuals from a specific country that shape their behaviour and their beliefs about what is important.
A)Power distance
B)Individualism
C)Collectivism
D)National culture
E)Culture shock
Q3) Like Americans, Australians and New Zealanders tend to suffer from parochialism.
A)True
B)False
Q4) The Australian-New Zealand Closer Economic Relations (CER)is the only bilateral free trade agreement that Australia is a party to.
A)True
B)False
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Page 6
Chapter 5: Social Responsibility and Managerial Ethics
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Sample Questions
Q1) The conventional level of moral development consists of which of the following stages?
A)valuing rights of others and upholding absolute values and rights regardless of the majority's opinion, and following self-chosen ethical principles even if they violate the law
B)valuing rights of others and upholding absolute values and rights regardless of the majority's opinion, and maintaining conventional order by fulfilling obligations to which you have agreed
C)living up to what is expected by people close to you, and following rules only when doing so is in your immediate interest
D)living up to what is expected by people close to you, and maintaining conventional order by fulfilling obligations to which you have agreed
E)following rules only when doing so is in your immediate interest, living up to what is expected by people close to you, and sticking to rules to avoid physical punishment
Q2) A 'supplier' is an example of an organisational stakeholder.
A)True
B)False
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Page 7
Chapter 6: Managers As Decision Makers
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Sample Questions
Q1) An increased commitment to a previous decision despite evidence that it may have been wrong is referred to as ________.
A)economies of commitment
B)escalation of commitment
C)dimensional commitment
D)expansion of commitment
E)incremental commitment
Q2) According to the textbook, ________ are straightforward, familiar and easily defined problems.
A)unstructured problems
B)structured problems
C)unique problems
D)non-programmed problems
E)programmed problems
Q3) 'Overconfidence' is a bias that leads people to accept at face value information that confirms their preconceived views and to be critical and sceptical of information that challenges these views.
A)True
B)False
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Page 8
Chapter 7: Managing Change and Innovation
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112 Verified Questions
112 Flashcards
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Sample Questions
Q1) The existence of a dramatic crisis can facilitate cultural change.
A)True
B)False
Q2) Qantas including employees on the committee to decide what colour the new uniform colours should be is an example of what tactic for reducing change resistance?
A)facilitation and support
B)manipulation and co-optation
C)participation
D)education and communication
E)coercion
Q3) Which of the following represents the relationship between organisational culture and change?
A)Culture and change are naturally compatible.
B)Culture can never be purposely changed.
C)Culture can change in months but not weeks.
D)Culture tends to be very resistant to change.
E)There is no relationship between culture and change.
Q4) In a short essay, list and discuss the three categories in which the options for management to implement change fall.
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Chapter 8: Foundations of Planning
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Sample Questions
Q1) In a short essay, discuss 'traditional goal setting' and the problems associated with this type of planning.
Q2) A manager who applies a set of mathematical rules to a series of past data to predict outcomes is engaging in 'qualitative forecasting'.
A)True
B)False
Q3) The effect of planning on managers is that it forces them to do which of the following?
A)react to change
B)consider the impact of change
C)respond indiscriminately
D)plan on overlapping different activities
E)develop bureaucratic response models
Q4) Are strategic or operational plans needed? Does long-term planning make sense in all situations? These decisions are affected by three contingency variables.In a short essay, list the three planning contingency factors and illustrate how these factors influence planning.
Q5) In a short essay, define 'goals' and discuss the differences and conflicts that exist between real and stated goals.
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Chapter 9: Strategic Management
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Sample Questions
Q1) A successful strategy will be one that tells managers how to succeed in spite of an organisation's environment.
A)True
B)False
Q2) Strategic management does not occur in the public sector due to its dependence on tax dollars.
A)True
B)False
Q3) 'Corporate-level strategies' are developed for organisations that run more than one type of business.
A)True
B)False
Q4) Which of the following is NOT an advantage of a 'first mover'?
A)cost and learning benefits
B)reputation and an industry innovator
C)control over scarce resources
D)opportunity for building customer loyalty
E)certainty over the direction of market technology
Q5) In a short essay, list and discuss the six steps in the 'strategic management process'.
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Chapter 10: Managerial Controls
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Sample Questions
Q1) In the control process, to what factor is actual performance compared in order to properly assess the situation?
A)desired standards
B)competitors' outcomes
C)last month's efforts
D)last year's performance
E)management opinion
Q2) ________ is a measure of how appropriate organisational goals are and how well an organisation is achieving those goals.
A)Situational effectiveness
B)Organisational effectiveness
C)Competitor analysis
D)Organisational strategy
E)Environmental scanning
Q3) Managers should be involved in the control function even if things are going as planned.
A)True
B)False
Q4) In a short essay, discuss the common measures of organisational performance.
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Chapter 11: Managing Operations
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131 Flashcards
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Sample Questions
Q1) ________ takes inputs and transforms them through various processes into finished goods and services.
A)Operations management
B)The value chain
C)The operations system
D)Transformation management
E)The output system
Q2) The service quality dimension described as 'giving all customers similar experiences each time' is called 'consistency'.
A)True
B)False
Q3) All of the following are mentioned as Deming's 14 Points for Improving Management's Productivity EXCEPT ________.
A)deal with the best and least number of customers
B)drive out fear
C)encourage departments to work closely together
D)raise the quality of your line supervisors
E)plan for the long-term future
Q4) List and summarise six product quality and six service quality dimensions.
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Chapter 12: Organisational Structure and Design
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Sample Questions
Q1) ________ entitles a manager to direct the work of a subordinate.
A)Responsibility
B)Legitimate power
C)Rank
D)Operating responsibility
E)Authority
Q2) Appropriate organisational structure is contingent on four variables: the organisation's strategy, size, technology and degree of environmental uncertainty.
A)True
B)False
Q3) Which of the following is NOT a characteristic that would suggest unit production would be a best 'fit'?
A)low horizontal differentiation
B)low vertical differentiation
C)small-batch, custom products
D)low formalisation
E)mechanistic structure
Q4) In a short essay, list and discuss the five common forms of departmentalisation.
Q5) In a short essay, discuss the matrix organisational structure.
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Chapter 13: Managing Teams
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Sample Questions
Q1) In a short essay, list and discuss five conflict-resolution techniques managers can use to reduce conflict.
Q2) In a short essay, discuss the management of global teams as it relates to group structure.
Q3) In a short essay, explain the difference between the assumptions of the traditional, human relations view and interactionist views of conflict.
Q4) Refer to Conflicting Opinions (Scenario).Those in the company who view the conflict over the marketing strategy as bad and harmful have a ________ view of conflict.
A)interactionist
B)traditional
C)human relations
D)strategic
E)conservative
Q5) Individual characteristics of the person may influence their status within the group.
A)True
B)False
Q6) In a short essay, list and discuss the five stages of group development.
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Page 15
Chapter 14: Managing Human Resources
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Sample Questions
Q1) Providing training on developing cooperation, teamwork and trust are examples of what form of skill training?
A)problem-solving
B)cognitive
C)behavioural
D)interpersonal skills
E)technical
Q2) People who prefer integration are more likely to respond positively to options such as flexitime and part-time hours.
A)True
B)False
Q3) ________ is (are)a form of temporary involuntary termination.
A)Reduced workloads
B)Attrition
C)Dismissal
D)Lay-offs
E)Early retirement
Q4) Reference checks generally provide useful information for most jobs.
A)True
B)False
Page 16
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Chapter 15: Understanding and Managing Individual Behaviour
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Sample Questions
Q1) Social learning theory says that people can only learn from their own experience.
A)True
B)False
Q2) In a short essay, describe the attribution theory and discuss the three factors that determine externally caused behaviour based on the attribution theory.
Q3) In a short essay, list and discuss the five personality traits that are based on the Big Five Model of Personality.
Q4) According to the textbook, an individual's ________ is the unique combination of the psychological traits used to describe that person.
A)perception
B)personality
C)behaviour
D)morality
E)attitude
Q5) Attitudes are evaluative statements concerning objects, people or events.
A)True
B)False
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Chapter 16: Managers and Communication
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Sample Questions
Q1) In a short essay, list and discuss the two developments in information technology that seem to be having the most significant impact on current managerial communication.
Q2) If a company is concerned with high member satisfaction, which of the following communication networks is best?
A)chain network
B)all-channel network
C)horizontal network
D)lateral network
E)wheel network
Q3) ________ communication is used to inform, direct, coordinate and evaluate employees.
A)Downward
B)Diagonal
C)Upward
D)Lateral
E)Theoretical
Q4) In a short essay, explain two communication challenges that new technology has created.
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Chapter 17: Motivating Employees
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Sample Questions
Q1) Refer to Changing Jobs (Scenario).The vertical expansion of jobs, or ________, was also suggested by Marty.
A)job design
B)job scope
C)job enrichment
D)job depth
E)job enlargement
Q2) Refer to What Do You Expect? (Scenario).Employees believe that they can make their sales quotas, but aren't sure that management will really reward them when they do.They perceive the ________ to be low.
A)expectancy
B)valence
C)attractiveness of reward
D)instrumentality
E)effort-performance linkage
Q3) In a short essay, discuss Victor Vroom's expectancy theory and list and describe the three variables or relationships that support this theory.
Q4) In a short essay, list and discuss the five needs that are based on Maslow's hierarchy of needs theory.
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Chapter 18: Managers As Leaders
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Sample Questions
Q1) The least-preferred co-worker questionnaire measures whether a person is task or relationship oriented.
A)True
B)False
Q2) In contrast to Fiedler's contingency theory, House's path-goal theory assumes leaders are ________.
A)flexible
B)managers
C)visionary
D)trained
E)born
Q3) Which type of leader provides individualised consideration, intellectual stimulation and possesses charisma?
A)transactional
B)trait
C)charismatic
D)informational
E)transformational
Q4) In a short essay, list and discuss the seven traits associated with leadership.
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