TLI 112 Midterm 1 Review Questions with
correct answers
Fayolian nnManagement nnCycle nn- nncorrect nnanswer-planning, nnorganizing, nndirecting, nncontrolling.
Leader-centric nnperspective nn- nncorrect nnanswer-leadership nnflows nnfrom nncharacteristics nnof nnthe nnleader
Follower-centric nnperspective nn- nncorrect nnanswer-assumes nnthat nnleadership nnis nnattributed nnto nnleaders
nnby nntheir nnfollowers nnbut nnhas nnnothing nnto nndo nnwith nnthe nnleader's nntraits nnor nnactions
Max nnWeber's nnpower nntheory nn- nncorrect nnanswer-the nnability nnto nnexercise nnone's nnwill nnover nnothers
nndespite nnresistance.
Strategic nnManagement nn- nncorrect nnanswer-an nnintegrative nnmanagement nnfield nnthat nncombines
nnanalysis, nnformulation, nnand nnimplementation nnin nnthe nnquest nnfor nncompetitive nnadvantage
Poles nnof nna nnstrategic nnmanagement nnplan nn- nncorrect nnanswer-values, nnenvironment, nnresources
macro-environmental nnfactors nn- nncorrect nnanswer-aspects nnof nnthe nnexternal nnenvironment nnthat nnaffect nna
nncompany's nnbusiness, nnsuch nnas nnthe nnculture, nndemographics, nnsocial nnissues, nntechnological nnadvances,
nneconomic nnsituation, nnand nnpolitical/regulatory nnenvironment
micro nnenvironmental nnfactors nn- nncorrect nnanswer-1. nnthe nncompany: nnthe nnfirm nnitself
2. nncorporate nnpartners nn--> nnsuppliers/distributers
3. nncompetition
Strategic nnManagement nnProcess nn- nncorrect nnanswer-1. nnMission nnand nnGoals
2. nnEnvironmental nnAnalysis
3. nnStrategic nnformulation
, 4. nnStrategy nnImplementation
STEEPLE nnFramework nn- nncorrect nnanswer-socio nncultural nnfactors, nntechnology, nneconomic nnglobalization,
nnecology, nnpolitics, nnlegal, nnethical. nnAll nnrelate nnto nnmacro nnenvironment.
PRIMO-F nn- nncorrect nnanswer-- nnpeople, nnresources, nninnovation nnand nnideas, nnmarketing, nnoperations nnand
nnfinance
- nnall nnrelate nnto nnmicro nnenvironment.
Strategy nnHeirarchy nn- nncorrect nnanswer-corporate nnlevel, nnbusiness nnlevel, nnfunctional nnlevel, nnteam nnlevel.
disruptive nninnovation nn- nncorrect nnanswer-an nninnovation nnthat nnleverages nnnew nntechnologies nnto nnattack
nnexisting nnmarkets. nndisrupts nnan nnindustry.
innovation nnprocess nn- nncorrect nnanswer-creative nnideas, nnselection nnand nndevelopment, nnimplementing,
nnmarketing
leaders nnrole nnin nninnovation nn- nncorrect nnanswer-constructing nnenvironments nnin nnwhich nnpeople nnfeel
nnencouraged nnand nnenabled nnto nninnovate, nnand nnalso nnby nnsetting nngoals nnand nndirecting nnactivities.
Max nnWeber's nntheory nnof nnpower nn- nncorrect nnanswer-power nnis nnderived nnfrom nnthe nnownership nnand
nnknowledge nnof nnproduction.
French nnand nnRaven's nntheory nnof nnpower nn- nncorrect nnanswer-Focuses nnon nnthe nnpotential nnability nnof nnone
nnindividual nnto nninfluence nnanother nnwithin nna nncertain nnsocial nnsituation.
This nntheory nnassumes nnthat nnthe nnparticular nn'resource' nnpossessed nnby nnthe nnindividual nnthat nnwill nnhave
nna nnutility nnin nnone nnsituation, nnwill nnhave nnthat nnusefulness nnin nnall nnsituations.
french nnand nnraven's nnfive nnforms nnof nnpower nn- nncorrect nnanswer-reward nnpower
coercive nnpower
referent nnpower
legitimate nnpower
correct answers
Fayolian nnManagement nnCycle nn- nncorrect nnanswer-planning, nnorganizing, nndirecting, nncontrolling.
Leader-centric nnperspective nn- nncorrect nnanswer-leadership nnflows nnfrom nncharacteristics nnof nnthe nnleader
Follower-centric nnperspective nn- nncorrect nnanswer-assumes nnthat nnleadership nnis nnattributed nnto nnleaders
nnby nntheir nnfollowers nnbut nnhas nnnothing nnto nndo nnwith nnthe nnleader's nntraits nnor nnactions
Max nnWeber's nnpower nntheory nn- nncorrect nnanswer-the nnability nnto nnexercise nnone's nnwill nnover nnothers
nndespite nnresistance.
Strategic nnManagement nn- nncorrect nnanswer-an nnintegrative nnmanagement nnfield nnthat nncombines
nnanalysis, nnformulation, nnand nnimplementation nnin nnthe nnquest nnfor nncompetitive nnadvantage
Poles nnof nna nnstrategic nnmanagement nnplan nn- nncorrect nnanswer-values, nnenvironment, nnresources
macro-environmental nnfactors nn- nncorrect nnanswer-aspects nnof nnthe nnexternal nnenvironment nnthat nnaffect nna
nncompany's nnbusiness, nnsuch nnas nnthe nnculture, nndemographics, nnsocial nnissues, nntechnological nnadvances,
nneconomic nnsituation, nnand nnpolitical/regulatory nnenvironment
micro nnenvironmental nnfactors nn- nncorrect nnanswer-1. nnthe nncompany: nnthe nnfirm nnitself
2. nncorporate nnpartners nn--> nnsuppliers/distributers
3. nncompetition
Strategic nnManagement nnProcess nn- nncorrect nnanswer-1. nnMission nnand nnGoals
2. nnEnvironmental nnAnalysis
3. nnStrategic nnformulation
, 4. nnStrategy nnImplementation
STEEPLE nnFramework nn- nncorrect nnanswer-socio nncultural nnfactors, nntechnology, nneconomic nnglobalization,
nnecology, nnpolitics, nnlegal, nnethical. nnAll nnrelate nnto nnmacro nnenvironment.
PRIMO-F nn- nncorrect nnanswer-- nnpeople, nnresources, nninnovation nnand nnideas, nnmarketing, nnoperations nnand
nnfinance
- nnall nnrelate nnto nnmicro nnenvironment.
Strategy nnHeirarchy nn- nncorrect nnanswer-corporate nnlevel, nnbusiness nnlevel, nnfunctional nnlevel, nnteam nnlevel.
disruptive nninnovation nn- nncorrect nnanswer-an nninnovation nnthat nnleverages nnnew nntechnologies nnto nnattack
nnexisting nnmarkets. nndisrupts nnan nnindustry.
innovation nnprocess nn- nncorrect nnanswer-creative nnideas, nnselection nnand nndevelopment, nnimplementing,
nnmarketing
leaders nnrole nnin nninnovation nn- nncorrect nnanswer-constructing nnenvironments nnin nnwhich nnpeople nnfeel
nnencouraged nnand nnenabled nnto nninnovate, nnand nnalso nnby nnsetting nngoals nnand nndirecting nnactivities.
Max nnWeber's nntheory nnof nnpower nn- nncorrect nnanswer-power nnis nnderived nnfrom nnthe nnownership nnand
nnknowledge nnof nnproduction.
French nnand nnRaven's nntheory nnof nnpower nn- nncorrect nnanswer-Focuses nnon nnthe nnpotential nnability nnof nnone
nnindividual nnto nninfluence nnanother nnwithin nna nncertain nnsocial nnsituation.
This nntheory nnassumes nnthat nnthe nnparticular nn'resource' nnpossessed nnby nnthe nnindividual nnthat nnwill nnhave
nna nnutility nnin nnone nnsituation, nnwill nnhave nnthat nnusefulness nnin nnall nnsituations.
french nnand nnraven's nnfive nnforms nnof nnpower nn- nncorrect nnanswer-reward nnpower
coercive nnpower
referent nnpower
legitimate nnpower
