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Q:
(p. 434) _________ accrues to good entrepreneurs, but their focus is on opportunities, customers, markets and competition. They do not often seek ________ for its/their own sake.
A. Money; status
B. Financial stability; profits
C. Equity financing; equity
D. Power; status
Q:
(p. 433) The entrepreneur or team must possess the knowledge and skill necessary to create the products or services the new venture will provide. This refers most directly to the entrepreneur's:
A. Social skills
B. Marketing competence
C. Technical competence
D. Vision and capacity to inspire
Q:
(p. 432) When entrepreneurs can sell their product or service at gross margins in the ________ range, there is an attractive cushion built in that covers the mistakes they are likely to make while developing a new enterprise.
A. 10-15 percent
B. 15-30 percent
C. 50+ percent
D. 80-100 percent
Q:
(p. 431) Because certain ideal strengths rarely coexist in one individual, __________ is increasingly found to involve teams of people that combine their strengths.
A. Administration
B. Entrepreneurship
C. Invention
D. Promotion
Q:
(p. 431) The ideal ________ has strength in both creativity and management.
A. Administrator
B. Inventor
C. Promoter
D. Entrepreneur
Q:
(p. 430) _______ usually take pride in overseeing the smooth, efficient functioning of operations largely as they are.
A. Promoters
B. Inventors
C. Innovators
D. Administrators
Q:
(p. 430) Good _______ develop strong management skills, specific business know-how and the ability to organize people.
A. Promoters
B. Inventors
C. Innovators
D. Administrators
Q:
(p. 430) __________ are clever at devising schemes or programs to push a product or service, but aimed more at a quick payoff than a profitable, business building endeavor for the longer term.
A. Administrators
B. Promoters
C. Inventors
D. Entrepreneurs
Q:
(p. 430) __________ are exceptional for their technical talents, insights and creativity, but their creations are often unsuccessful in becoming commercial realities.
A. Marketers
B. Innovators
C. Intrapreneurs
D. Inventors
Q:
(p. 430) ____________ is the process of bringing together creative and innovative ideas and actions with the management and organizational skills necessary to mobilize the appropriate people, money and operating resources to meet an identifiable need and create wealth in the process.
A. Entrepreneurship
B. Market speculation
C. Venture capitalism
D. Franchising
Q:
(p. 427) ____________ are also referred to as crowdsourcing or open innovation.
A. Ideagoras
B. Disruptors
C. Sustainers
D. Golddiggers
Q:
What is a dashboard? How does it help monitor performance?
Q:
Describe the balance scorecard methodology. Why is it used?
Q:
What is implementation control? Identify the two basic types.
Q:
What is special alert control? Use an example to show its importance.
Q:
Define strategic surveillance. How does the nature of strategic surveillance differ from that of premise controls?
Q:
What is premise control? Identify and give examples of some environmental and industry factors.
Q:
Define strategic control. What questions does it help managers answer?
Q:
(p. 411) The overriding goal of a control system is to enable the ____ and ________ of the business.
A. Improvement, diversification
B. Process, development
C. Survival, long-term success
D. Invention, entrepreneurship
Q:
(p. 411) Strategic controls and comprehensive control programs like the _________ bring the entire management task into focus.
A. Capital budgeting
B. Balanced scorecard
C. Financial budgeting
D. Sales budgeting
Q:
(p. 409) A ______ is a user interface that organizes and presents information from multiple digital sources simultaneously in a user-designed format on the computer screen.
A. Wiki
B. Genie
C. Dashboard
D. Widget
Q:
(p. 408) The ___________ typically uses measures like cash flow, return on equity, sales and income growth as part of the balanced scorecard approach.
A. Customer perspective
B. Business process perspective
C. Learning and growth perspective
D. Financial perspective
Q:
(p.407) Robert Kaplan and David Norton created the _________, a management control system that enables companies to clarify their strategies, translate them into action and provide quantitative feedback as to whether the strategy is creating value, leveraging core competencies, satisfying the company's customers and generating a financial reward to its shareholders.
A. Balance-matrix
B. Shareholder methodology
C. Balanced scorecard
D. Strategic approach
Q:
(p. 406) The _______ is of particular interest because it provides a basis for examining suggested actions and for finalizing decisions on changes or adjustments in the firm's operations.
A. Progress to date
B. Simple ranking
C. Current deviation
D. Operational standard
Q:
(p. 405) Which of the following is NOT one of the steps necessary for operational control systems to be effective?
A. Measure post-action performance
B. Set standards for performance
C. Initiate corrective action
D. Identify deviations from standards set
Q:
(p. 403) The __________ that take place usually involve a full-scale reassessment of the strategy and of the advisability of continuing or refocusing the firm's direction.
A. Abandonment reviews
B. Milestone reviews
C. Strategic thrusts
D. Strategic implementation
Q:
(p. 403) __________ provide managers with information that helps them determine whether the overall strategy is progressing as planned or needs to be adjusted.
A. Strategic threats
B. Strategic thrusts
C. Milestone reviews
D. Frequency reviews
Q:
(p. 403) _____________ is designed to assess whether the overall strategy should be changed in light of the results associated with the incremental actions that implement the overall strategy.
A. Strategic surveillance
B. Special alert control
C. Premise control
D. Implementation control
Q:
(p. 402) The 2011 Japanese earthquake and tsunami would trigger what kind of control?
A. Strategic surveillance
B. Implementation control
C. Special alert control
D. Premise control
Q:
(p. 402) A(n) _____________ is the thorough and often rapid, reconsideration of the firm's strategy because of a sudden, unexpected event.
A. Special alert control
B. Implementation control
C. Milestone control
D. Premise control
Q:
(p. 401) _______ should be a loose environmental scanning activity.
A. Special alert control
B. Implementation control
C. Strategic surveillance
D. Premise control
Q:
(p. 401) Strategic surveillance must be kept:
A. As focused as possible
B. As unfocused as possible
C. As fast as possible
D. Internal
Q:
(p. 401) ___________ is designed to monitor a broad range of events inside and outside the firm that are likely to affect the course of its strategy.
A. Special alert control
B. Strategic surveillance
C. Premise control
D. Implementation control
Q:
(p. 399) ________ is the systematic recognition and analysis of assumptions upon which a strategic plan is based, to determine if those assumptions remain valid in changing circumstances and in light of new information.
A. Special alert control
B. Implementation control
C. Premise control
D. Strategic surveillance
Q:
(p. 399) ___________ is designed to check systematically and continuously whether the premises on which the strategy is based are still valid.
A. Strategic surveillance
B. Implementation control
C. Special alert control
D. Premise control
Q:
(p. 400) Which of the following types of strategic control seldom is used with environmental factors?
A. Strategic surveillance
B. Special alert control
C. Premise control
D. Implementation control
Q:
(p. 400) Which of the following types of strategic control has a low degree of centralization?
A. Special alert control
B. Implementation control
C. Strategic surveillance
D. Premise control
Q:
(p. 400) Which of the following types of strategic control has a low degree of formalization?
A. Special alert control
B. Implementation control
C. Strategic surveillance
D. Premise control
Q:
(p. 400) Which of the following types of strategic control has a low degree of focusing?
A. Special alert control
B. Implementation control
C. Strategic surveillance
D. Premise control
Q:
(p. 399) Which of the following is NOT one of the basic types of strategic control?
A. Premise control
B. Performance control
C. Special alert control
D. Implementation control
Q:
(p. 399) The control of strategy can be characterized as a form of:
A. "Performance control"
B. "Mission control"
C. "Vision control"
D. "Steering control"
Q:
(p. 399) The rapid, accelerating change of the global marketplace has made the need for ____________ key in managing a company.
A. strategic control
B. Mission clarification
C. Long-term performance
D. Alternative structures
Q:
(p. 398) Which of the following is typically not a question asked by managers who are responsible for the success of their strategy?
A. Are we moving in the proper direction?
B. Are key things falling in place?
C. Is our portfolio balanced?
D. How are we performing?
Q:
(p. 398) _______________ is concerned with tracking a strategy as it is being implemented, detecting problems or changes in its underlying premises and making necessary adjustments.
A. Strategy evaluation
B. Strategic implementation
C. Strategic control
D. Strategic decision-making
Q:
How do organizational stories and legends contribute to organizational culture?
Q:
Discuss the framework for managing the strategy-culture relationship that leaders face.
Q:
Describe the four main sources of power available to an organizational leader.
Q:
What are the three levels of competencies required for senior leaders as per researcher Ronald Riggio?
Q:
What is meant by passion in the context of organizational leadership?
Q:
Describe three ways good leaders go about building the organization they want and deal with problems that arise.
Q:
How do good leaders use leadership development to build an organization?
Q:
Why is clarifying performance expectations key to articulate strategic intent?
Q:
What is strategic intent? How is articulating vision an important aspect of clarifying strategic intent?
Q:
Define and describe organizational leadership in the context of a leader's action.
Q:
(p. 390) Using a time of relative stability to remove organizational roadblocks to the desired culture is one broad theme in attempting to:
A. Manage around culture
B. Maximize synergy
C. Link to mission
D. Reformulate the strategy or culture
Q:
(p. 390) When there is a low potential compatibility of changes with the existing culture and few changes in key organizational factors that are necessary to implement the new strategy:
A. Managers should link changes to the basic mission and fundamental organizational norms
B. Managers should focus on reinforcing the culture and achieving synergies
C. Managers should manage around the culture
D. Managers should reformulate strategy or prepare carefully for long-term, difficult cultural change
Q:
(p. 390) When there is a high potential compatibility of changes with the existing culture and few changes in key organizational factors that are necessary to implement the new strategy:
A. Managers should focus on reinforcing the culture and achieving synergies
B. Managers should link changes to the basic mission and fundamental organizational norms
C. Managers should manage around the culture
D. Managers should reformulate strategy or prepare carefully for long-term, difficult cultural change
Q:
(p. 390) When there is a low potential compatibility of changes with the existing culture and many changes in key organizational factors that are necessary to implement the new strategy:
A. Managers should link changes to the basic mission and fundamental organizational norms
B. Managers should reformulate strategy or prepare carefully for long-term, difficult cultural change
C. Managers should focus on reinforcing the culture and achieving synergies
D. Managers should manage around the culture
Q:
(p. 390) When there is a high potential compatibility of changes with the existing culture and many changes in key organizational factors that are necessary to implement the new strategy:
A. Managers should manage around the culture
B. Managers should reformulate strategy or prepare carefully for long-term, difficult cultural change
C. Managers should link changes to the basic mission and fundamental organizational norms
D. Managers should focus on reinforcing the culture and achieving synergies
Q:
(p. 389) __________ differs across national borders.
A. Vision
B. Mission
C. Education
D. Intent
Q:
(p. 389) __________ differs across national borders in the various ways people are accustomed to learning.
A. Social norms
B. Social awareness
C. Education
D. Religion
Q:
(p. 389) __________, manifest in holidays, practices and belief structures, differ in fundamental ways that must be taken into account as one attempts to shape organizational culture in a global setting.
A. Values and attitudes
B. Social norms
C. Religion
D. Education
Q:
(p. 389) __________ about similar circumstances varies from country to country. In North America, individualism is central, but in Japan, the needs of the group dominate.
A. Values and attitudes
B. Religions
C. Educations
D. Social norms
Q:
(p. 388) Which one of the following is NOT a typical belief that shapes organizational culture
A. A belief in being the best
B. A belief in superior quality and service
C. A belief that suppliers should reign supreme
D. A belief in the importance of informal communication
Q:
(p. 389) _________ create differences across national boundaries that influence how people interact, read personal cues and otherwise interrelate socially.
A. Values
B. Religions
C. Social norms
D. Educations
Q:
(p. 388) Foto Show, an online full-service photo processing site, institutionalizes its storytelling among old and new employees alike--they even give awards to reinforce the given theme. This demonstrates:
A. Emphasizing dominant values
B. Encouraging dissemination of legends about core values
C. Building time in the organization
D. Managing organizational culture in a global organization
Q:
(p. 387) Power Fund is a long-standing brokerage firm with a great history of high returns and well-managed growth. The managers at Power Fund repeatedly refer to terms like "quality," "growth," and "reliability" in the firm's advertisements. This demonstrates managers':
A. Dissemination of stories and legends about core values
B. Emphasis on key themes or dominant values
C. Building time into the organization
D. Managing the firm globally
Q:
(p. 387) ________ are a person's basis for differentiating right from wrong.
A. Principles
B. Ethical standards
C. Morals
D. Laws
Q:
(p. 384) An organization is much like a(n) __________, in which new members must be initiated and earn trust and credibility among fellow members.
A. Institution
B. Tribe
C. Army
D. Elite club
Q:
(p. 384) Joe Germane, CEO of Brady Healthcare, has made sure to visit each of the international business units biannually since he was brought on in the firm. This demonstrates Joe's:
A. Building time in the organization
B. Emphasizing key themes
C. Adapting common themes in a unique way
D. Institutionalizing practices that reinforce desired beliefs
Q:
(p. 383) An organizations culture is
A stated
B. Very obvious to outsiders
intangible
D. Formalized
Q:
(p. 383) Assumptions become shared assumptions through __________ among an organization's individual members.
A. Internalization
B. Externalization
C. Reiteration
D. Reflection
Q:
(p. 383) When a member internalizes the beliefs and values of the firm, the corresponding behavior is:
A. A shared assumption
B. Extrinsically rewarding
C. Enforced using referent power
D. Intrinsically rewarding
Q:
(p. 383) An organizations ______ is similar to an individuals personality.
A. strategy
B. leadership
C. culture
D. vision
Q:
(p. 383) The important assumptions shared by members of an organization are often:
A. Very similar to all other organizations in that industry
B. Very obvious to outsiders
C. Unstated
D. Formalized
Q:
(p. 383) ________ is the set of important assumptions that members of an organization share in common.
A. Organizational culture
B. Organizational leadership
C. Organizational strategy
D. Organizational change
Q:
(p. 382) Attracting resources and capabilities and developing the business at the front-line management level exemplifies the:
A. Renewal process
B. Integration process
C. Innovation process
D. Entrepreneurial process
Q:
(p. 382) Linking skills, knowledge and resources across units in the middle-management level demonstrates the:
A. Renewal process
B. Integration process
C. Entrepreneurial process
D. Innovation process
Q:
(p. 382) Providing institutional leadership through shaping and embedding corporate purpose and challenging embedded assumptions at the top management level is reflective of the:
A. Innovation process
B. Integration process
C. Renewal process
D. Entrepreneurial process
Q:
(p. 382) In front-line management, creating and pursuing opportunities and managing contiguous performance improvement is an example of the:
A. Integration process
B. Entrepreneurial process
C. Renewal process
D. Innovation process