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

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

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Question 1

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General managers bear responsibilities for the overall performance of the company or one of its major self-contained subunit or division whereas functional managers are responsible for supervising a particular function,that is a task,activity or operation.In a college or a university setting,a President would be a general manager where as Director of Admissions or VP of Student or Finance would be an example of a functional manager.

ROIC is a measure of how efficiently and effectively managers use the capital at their disposal to produce profitability.

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(True/False)

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Question 2

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True

The CEO is a company's principal general manager.

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(True/False)

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Question 3

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True

When considering emergent strategies,it is important for a firm's managers to

(Multiple Choice)

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Question 4

The American Red Cross,the Ford Foundation,and the American Civil Liberties Union can all be classified as

(Multiple Choice)

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Question 5

Identify the levels of strategic managers and discuss their role in the strategic management process.

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Question 6

When Nada's boss informed her that she must work this weekend,her scheduled weekend off,Nada felt furious.Instead of acting on her impulses and yelling at her boss,Nada decided to have a calm conversation with him concerning her days off.Nada utilized which of Goleman's aspects of emotional intelligence?

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Question 7

Aaron planned to cut prices at his bicycle shop,but when a competing shop began to offer free repairs,Aaron decided to copy them.Aaron's new strategy (offer free repairs)is an example of a(n)

(Multiple Choice)

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Question 8

A component of strategy implementation is

(Multiple Choice)

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Question 9

A sustained competitive advantage

(Multiple Choice)

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Question 10

The great virtue of scenario planning is that managers must think outside the box to anticipate what they might do in different situations.

(True/False)

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Question 11

The feedback loop in the model of the strategic management process indicates that the process is ongoing; it never ends.

(True/False)

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Question 12

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

(True/False)

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Question 13

In practice,the strategies of most organizations are probably a combination of the intended and emergent strategies.

(True/False)

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Question 14

Strategic implementation involves

(Multiple Choice)

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Question 15

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

(Multiple Choice)

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Question 16

The profit growth of a company can be measured by the increase in its stock price over time.

(True/False)

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Question 17

Research finds that leaders who exhibit a high degree of emotional intelligence tend to be significantly less effective than those who do not.

(True/False)

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Question 18

Given that they are developed through years of experience,rules of thumb rarely if ever lead to severe errors in the decision making process.

(True/False)

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Question 19

Emergent strategies arise in a company with careful long-term planning.

(True/False)

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Question 20

Showing 1 - 20 of 79

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

ROIC is a measure of how efficiently and effectively managers use the capital at their disposal to produce profitability.

The CEO is a company's principal general manager.

When considering emergent strategies,it is important for a firm's managers to

The American Red Cross,the Ford Foundation,and the American Civil Liberties Union can all be classified as

Identify the levels of strategic managers and discuss their role in the strategic management process.

Aaron planned to cut prices at his bicycle shop,but when a competing shop began to offer free repairs,Aaron decided to copy them.Aaron's new strategy (offer free repairs)is an example of a(n)

A component of strategy implementation is

A sustained competitive advantage

The great virtue of scenario planning is that managers must think outside the box to anticipate what they might do in different situations.

The feedback loop in the model of the strategic management process indicates that the process is ongoing; it never ends.

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

In practice,the strategies of most organizations are probably a combination of the intended and emergent strategies.

Strategic implementation involves

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

The profit growth of a company can be measured by the increase in its stock price over time.

Research finds that leaders who exhibit a high degree of emotional intelligence tend to be significantly less effective than those who do not.

Given that they are developed through years of experience,rules of thumb rarely if ever lead to severe errors in the decision making process.

Emergent strategies arise in a company with careful long-term planning.

External Analysis: The Identification of Opportunities and Threats

Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability

Building Competitive Advantage Through Functional-Level Strategy

Building Competitive Advantage Through Business-Level Strategy

Business-Level Strategy and the Industry Environment

Strategy and Technology

Strategy in the Global Environment

Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing

Corporate-Level Strategy: Related and Unrelated Diversification

Corporate Performance, Governance, and Business Ethics

Implementing Strategy in Companies That Compete in a Single Industry

Implementing Strategy in Companies That Compete Across Industries and Countries

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