Exam 1: Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage

One of the factors that distinguish organizations in the nonprofit sector from profit-making businesses is the lack of a need for strategic management.

Which of the following is NOT a characteristic of emotional intelligence?

Using customer surveys, focus groups and field research to drive business decisions is an example of the ivory tower concept of planning.

Which of the following statements about nonprofit organizations is true?

Strategic leadership is concerned with how to most effectively manage a company's strategy-making process to create competitive advantage.

Identify and discuss the criticisms of the traditional strategic planning process and why it is useful to view strategy as an emergent process.

A general manager announces a new policy that includes an end-of-the year bonus for all employees if the company achieves its overall productivity goal. This is an example of a manager:

Ralph is a well-liked manager at Aries Inc. He eloquently communicates the goals of the organization and has been successful in making the organization's vision part of its culture. Which of the following characteristics of good strategic leaders can be observed in Ralph?

Why is it important for leaders to gather information through informal and unconventional means?

Jeffrey Pfeffer believes that a manager's power comes from his or her:

Explain the difference between functional and general managers. Provide an example of each from your college or university.

A firm obtains competitive advantage when its strategy results in superior performance compared to its competitors.

A customer comment on an online forum about changing a company's product placement in stores stimulates a change in an existing business plan which results in increased profits and positive outcomes is an example of serendipity.

Edward Wrapp's ideas about the astuteness of power suggest that successful strategic managers:

A strategy can be defined as a set of related actions that managers take to increase their company's performance.

Rebecca, a manager, was very annoyed after noticing several negligent errors in a critical report. However, while talking to the subordinate who created the report, Rebecca was calm and composed; she did not act impulsively and lose her temper. Which of the following aspects of emotional intelligence is illustrated in this scenario?

Strategy formulation refers to:

Daryl works for Delta Corp. He is involved in the important decision-making processes of the company and is also responsible for the overall performance of the company. In the context of strategic management, Daryl is most likely a:

The mission statement of a company defines a desired future state and articulates what the company would like to achieve.

Which of the following statements about functional-level managers is true?