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Question
(p. 72) Beyond enhanced reputation, CSR activities
A. Have been found to be a total resource drain
B. Potentially have no other impact in an organization
C. Can be a tool to attract, retain and develop managerial talent
D. Have been responsible for bailing firms from regulatory compliance
Answer
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Related questions
Q:
(p. 316) Restricted stock plans offer:
A. Higher downside risk to executives
B. More limited downside risk to executives
C. No downside risk to executives
D. Limited upside risk to executives
Q:
(p. 316) __________ are much easier to value than options because they are equivalent to a stock transfer at the market price.
A. Restricted stock grants
B. Golden handcuffs
C. Golden parachutes
D. Cash plans
Q:
(p. 315) Golden handcuffs:
A. Have no downside risk to executives, who always profits unlike other shareholders
B. Have a weak correlation between earnings measures and shareholder wealth creation
C. Make it hard to explain the dimensions of managerial performance using the movement in share price
D. May promote risk-averse decision making due to the downside risk borne by the executive
Q:
(p. 314) ______ provide the executive with the right to purchase company stock at a fixed price in the future.
A. Golden handcuffs
B. Stock options
C. Golden parachutes
D. Restricted stock plans
Q:
(p. 313) Policies can be ________. One good example of this is the use of equal employment opportunity practices.
A. Internally derived
B. Negative
C. Externally imposed
D. Very simple in nature
Q:
(p. 313) Which of the following is NOT a benefit of formal, written policies?
A. They make variation in the treatment of individual problems more likely
B. They reduce misunderstanding
C. They systematically enhance indirect control and organization-wide coordination of the key purposes of policies
D. They communicate the authorization or sanction of policies more clearly
Q:
(p. 312) Policies ________ basic aspects of organization behavior.
A. Negotiate
B. Institutionalize
C. Justify
D. Determine
Q:
(p. 308) _________ is the main force behind the outsourcing trend.
A. Relentless cost cutting
B. Achieving internal synergies
C. Better capital budgeting
D. Keeping control internal
Q:
(p. 308) Relentless cost cutting is the main force behind the trend of _____.
A. Strategic planning
B. Outsourcing
C. Goal setting
D. Globalization
Q:
(p. 307) Which of the following is NOT a way that specificity in functional tactics contributes to successful implementation?
A. Helping ensure that functional managers know what needs to be done and can focus on accomplishing results
B. Limiting the need for top management's confidence in and sense of control over the business strategy
C. Clarifying for top management how functional managers intend to accomplish the business strategy
D. Facilitating coordination among operating units within the firm by clarifying areas of interdependence and potential conflict
Q:
(p. 307) Functional tactics are more _________ than business strategies.
A. Specific
B. Focused on the general direction of the firm
C. Focused on a commitment to corporate strategy
D. Long-term
Q:
(p. 307) __________ identify activities to be undertaken now or in the immediate future.
A. Long-term tactics
B. Business strategies
C. Corporate strategies
D. Functional tactics
Q:
(p. 167) ________ are very difficult to imitate because of the difficult, sometimes complicated path another firm must follow to create the resource.
A. Path-dependent resources
B. Physically unique resources
C. Economic resources
D. Ambiguous resources
Q:
(p. 166) The _______ is a new perspective on understanding a firm's success based on how well the firm uses its internal resources.
A. Resource-based view
B. Value chain view
C. Corporate view
D. Functional view
Q:
(p. 163) Which of the following is usually true about a firm's value chain?
A. Scrutinizing a firm's value chain may bring attention to several sources of differentiation advantage relative to competitors
B. Scrutinizing a firm's value chain does not usually reveal cost advantages or disadvantages
C. Scrutinizing the firm's value chain can minimize the activities that are critical to buyer satisfaction
D. Analysis of the firm's value chain can lead a firm to limit its market success
Q:
(p. 157) The cells on the bottom of the SWOT diagram are both characterized by:
A. Substantial internal strengths
B. Numerous environmental opportunities
C. Critical internal weaknesses
D. Major environmental threats
Q:
(p. 211) Improving the way a detergent smells is an example of:
A. Market expansion
B. Product development
C. Product innovation
D. Product extinction
Q:
(p. 211) A "new and improved" product describes:
A. Diversification
B. Concentrated growth
C. Product development
D. Market development
Q:
(p. 210) Attracting competitors' customers encompasses:
A. Decreasing promotional efforts
B. Establishing sharper brand similarities
C. Initiating price cuts
D. Increasing purchase size
Q:
(p. 209) Specific approaches to the grand strategy of market development include which of the following?
A. Entering additional channels of distribution
B. Attracting competitors' customers
C. Reducing prices
D. Attracting current non-users
Q:
(p. 207) Typical risks facing the firm that follow a concentrated growth strategy include:
A. Riskier in stable conditions
B. Extra funds required
C. Faltering markets
D. Defining a broad market correctly
Q:
(p. 205) Grand strategies are designed to accomplish which of the following?
A. Short-term objectives
B. Long-term goals
C. Short-term goals
D. Long-term objectives
Q:
(p. 201) Intense supervision of labor is a commonly required skill for which one of Michael Porter generic strategies?
A. Differentiation
B. Market development
C. Product development
D. Low cost leadership
Q:
(p. 200) Striving to create and market unique products for varied customer groups is called:
A. Cost leadership
B. Differentiation
C. Focus
D. Concentrated growth
Q:
(p. 199) A properly constructed Balanced Scorecard is balanced between:
A. Short and long-term measures
B. Stakeholder financial measures
C. Organizational and stakeholder performance perspectives
D. Pricing and packaging of the firm's products
Q:
(p. 200) "To achieve our vision, how will we sustain our ability to change and improve?" is part of which perspective in the Balanced Scorecard?
A. Financial
B. Customer
C. Learning and growth
D. Internal business process
Q:
(p. 197) Which of the following is NOT a fundamental criterion for a long-term objective?
A. Acceptable
B. Sustainable
C. Measurable
D. Suitable
Q:
(p. 197) Flexibility is usually increased at the expense of:
A. Reliability
B. Timeliness
C. Specificity
D. Mobility
Q:
(p. 197) Safety programs, employee stock option plans and worker representation on management committees are all commonly directed toward achieving which type of long-term objectives?
A. Employee relations
B. Public responsibility
C. Employee development
D. Competitive position
Q:
(p. 197) Competitive position as a measure of corporate success is typically measured as:
A. The input-output relationship of the company
B. The earnings per share of the company
C. The company's relative dominance in the marketplace
D. The firm's stock value