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TEST BANK STRATEGIC MANAGEMENT, TEXT
|\ |\ |\ |\
|\ AND CASES 10TH EDITION BY DESS,
| \ |\ |\ |\ |\
|\ MCNAMARA, EISNER |\
Page |\1 |\of |\ 649
,Strategic |\Management: |\Text |\and |\Cases, |\10e |\(Dess)
Chapter |\1 | \ | \ Strategic |\Management: |\Creating |\Competitive |\Advantages
1) Lands' |\End's |\failure |\under |\the |\leadership |\of |\Ms. |\Frederica |\Marchionni |\was |\said |\to |\be |\a
|\direct |\result |\of |\the |\quality |\of |\her |\leadership. |\According |\to |\the |\text, |\this |\ would |\be |\an |\example
|\of |\the |\"romantic" |\perspective |\of |\leadership.
Answer: | \ TRUE
Explanation: | \ In |\the |\romantic |\view |\of |\leadership, |\the |\implicit |\assumption |\is |\that |\the |\leader |\is
|\the |\key |\force |\in |\determining |\an |\organization's |\success |\or |\lack |\thereof. |\ Under |\Ms.
|\Marchionni's |\leadership, |\the |\company |\reported |\a |\19.5-million-dollar |\loss |\for |\2016 |\after
|\having |\reported |\a |\73.8-million-dollar |\profit |\for |\the |\previous |\year |\under |\its |\previous |\CEO.
Difficulty: |\2 |\Medium
Topic: | \ Strategy |\and |\the |\Strategic |\Management |\Process
Learning |\Objective: | \ 01-01 |\The |\definition |\of |\strategic |\management |\and |\its |\four |\key |\attributes.
|\Bloom's: | \ Understand
AACSB: | \ Analytical |\Thinking
|\Accessibility: | \ Keyboard |\Navigation
2) Strategic |\management |\consists |\of |\the |\analyses, |\decisions, |\and |\actions |\an
|\organization |\undertakes |\in |\order |\to |\create |\and |\sustain |\competitive |\advantages.
Answer: | \ TRUE
Explanation: | \ According |\to |\the |\textbook, |\this |\is |\the |\definition |\of |\strategic |\management.
|\Difficulty: |\1 |\Easy
Topic: | \ Strategy |\and |\the |\Strategic |\Management |\Process
Learning |\Objective: | \ 01-01 |\The |\definition |\of |\strategic |\management |\and |\its |\four |\key |\attributes.
|\Bloom's: | \ Remember
AACSB: | \ Knowledge |\Application
|\Accessibility: | \ Keyboard |\Navigation
3) Management |\innovations |\such |\as |\total |\quality, |\just-in-time, |\benchmarking, |\business |\process
|\reengineering, |\and |\outsourcing |\are |\important |\but |\not |\enough |\for |\building |\sustainable
|\competitive |\advantage.
Answer: | \ TRUE
Explanation: | \ Sustainable |\competitive |\advantage |\cannot |\be |\achieved |\through |\operational
|\effectiveness |\alone. |\Popular |\management |\innovations |\of |\the |\last |\two |\decades |\like |\total
|\quality, |\just-in-time, |\benchmarking, |\business |\process |\reengineering, |\and |\outsourcing |\are
|\concerned |\with |\operational |\effectiveness.
Difficulty: |\2 |\Medium
Topic: | \ Strategy |\and |\the |\Strategic |\Management |\Process
Learning |\Objective: | \ 01-01 |\The |\definition |\of |\strategic |\management |\and |\its |\four |\key |\attributes.
|\Bloom's: | \ Understand
AACSB: | \ Analytical |\Thinking
|\Accessibility: | \ Keyboard |\Navigation
4) Trade-off |\decisions |\ between |\effectiveness |\and |\efficiency |\are |\important |\in |\the |\practice |\of
Page |\2 |\ of |\660
,strategic |\management.
Answer: | \ TRUE
Explanation: | \ The |\fourth |\attribute |\of |\strategic |\management |\is |\that |\it |\involves |\the |\recognition
|\of |\trade-offs |\between |\effectiveness |\and |\efficiency. |\Some |\authors |\have |\referred |\to |\this |\as |\the
|\difference |\between |\doing |\the |\right |\thing |\(effectiveness) |\and |\doing |\things |\right |\(efficiency).
Difficulty: |\2 |\Medium
Topic: | \ Strategy |\and |\the |\Strategic |\Management |\Process
Learning |\Objective: | \ 01-01 |\The |\definition |\of |\strategic |\management |\and |\its |\four |\key |\attributes.
|\Bloom's: | \ Understand
AACSB: | \ Analytical |\Thinking
|\Accessibility: | \ Keyboard |\Navigation
5) According |\to |\Henry |\Mintzberg, |\a |\management |\scholar, |\most |\firms |\do |\not |\realize |\their
|\original |\intended |\strategy.
Answer: | \ TRUE
Explanation: | \ Henry |\Mintzberg |\states |\that |\the |\intended |\strategy |\rarely |\survives |\in |\its |\original
|\form. |\Unforeseen |\environmental |\developments, |\unanticipated |\resource |\constraints, |\or |\changes |\in
|\managerial |\preferences |\may |\result |\in |\at |\least |\some |\parts |\of |\the |\intended |\strategy |\remaining
|\unrealized. |\On |\the |\other |\hand, |\good |\managers |\will |\want |\to |\take |\advantage |\of |\a |\new
|\opportunity |\presented |\by |\the |\environment, |\even |\if |\it |\was |\not |\part |\of |\the |\original |\set |\of
|\intentions.
Difficulty: |\2 |\Medium
Topic: | \ Strategy |\and |\the |\Strategic |\Management |\Process
Learning |\Objective: | \ 01-02 |\The |\strategic |\management |\process |\and |\its |\three |\interrelated |\and
|\principal |\activities.
Bloom's: | \ Understand
|\AACSB: | \ Analytical
|\Thinking
Accessibility: | \ Keyboard |\Navigation
6) The |\final |\realized |\strategy |\of |\a |\firm |\is |\a |\combination |\of |\deliberate |\and |\time-tested
|\strategies |\only.
Answer: | \ FALSE
Explanation: | \ Realized |\strategy |\is |\that |\strategy |\of |\a |\firm |\in |\which |\organizational |\decisions |\are
|\determined |\by |\both |\analysis |\and |\unforeseen |\environmental |\developments, |\unanticipated |\resource
|\constraints, |\and/or |\changes |\in |\managerial |\preferences.
Difficulty: |\2 |\Medium
Topic: | \ Strategy |\and |\the |\Strategic |\Management |\Process
Learning |\Objective: | \ 01-02 |\The |\strategic |\management |\process |\and |\its |\three |\interrelated |\and
|\principal |\activities.
Bloom's: | \ Understand
AACSB: | \ Knowledge |\Application
|\Accessibility: | \ Keyboard |\Navigation
Page |\3 |\ of |\660
, 7) Strategy |\analysis |\ is |\the |\study |\of |\only |\the |\big |\picture |\external |\environments |\ of |\the |\firm.
Answer: | \ FALSE
Explanation: | \ Strategy |\analysis |\is |\the |\study |\of |\the |\external |\and |\internal |\environments |\of |\a
|\firm, |\and |\their |\fit |\ with |\organizational |\vision |\and |\goals.
Difficulty: |\2 |\Medium
Topic: | \ Strategy |\and |\the |\Strategic |\Management |\Process
Learning |\Objective: | \ 01-02 |\The |\strategic |\management |\process |\and |\its |\three |\interrelated |\and
|\principal |\activities.
Bloom's: | \ Understand
AACSB: | \ Knowledge |\Application
|\Accessibility: | \ Keyboard |\Navigation
8) All |\successful |\firms |\compete |\and |\outperform |\their |\rivals |\by |\developing |\bases |\for
|\competitive |\advantage, |\which |\can |\be |\achieved |\only |\through |\cost |\leadership.
Answer: | \ FALSE
Explanation: | \ Successful |\firms |\strive |\to |\develop |\bases |\for |\competitive |\advantage, |\which |\can |\be
|\achieved |\through |\cost |\leadership |\and/or |\differentiation |\as |\well |\as |\by |\ focusing |\on |\a |\narrow |\or
|\industrywide |\market |\segment.
Difficulty: |\2 |\Medium
Topic: | \ Strategy |\and |\the |\Strategic |\Management |\Process
Learning |\Objective: | \ 01-02 |\The |\strategic |\management |\process |\and |\its |\three |\interrelated |\and
|\principal |\activities.
Bloom's: | \ Understand
|\AACSB: | \ Analytical
|\Thinking
Accessibility: | \ Keyboard |\Navigation
9) The |\three |\primary |\participants |\in |\corporate |\governance |\are: |\(1) |\the |\shareholders, |\(2)
|\the |\management |\(led |\by |\the |\chief |\executive |\officer), |\and |\(3) |\the |\employees.
Answer: | \ FALSE
Explanation: | \ The |\primary |\participants |\are: |\(1) |\the |\shareholders, |\(2) |\the |\management |\(led |\by |\the
|\chief |\executive |\officer), |\and |\(3) |\the |\board |\of |\directors.
Difficulty: |\2 |\Medium
Topic: | \ Corporate |\Governance
Learning |\Objective: | \ 01-03 |\The |\strategic |\role |\of |\corporate |\governance |\and |\stakeholder
|\management, |\as |\well |\as |\how |\"symbiosis" |\can |\be |\achieved |\among |\an |\organization's |\stakeholders.
|\Bloom's: | \ Understand
AACSB: | \ Knowledge |\Application
|\Accessibility: | \ Keyboard |\Navigation
Page |\4 |\ of |\660
TEST BANK STRATEGIC MANAGEMENT, TEXT
|\ |\ |\ |\
|\ AND CASES 10TH EDITION BY DESS,
| \ |\ |\ |\ |\
|\ MCNAMARA, EISNER |\
Page |\1 |\of |\ 649
,Strategic |\Management: |\Text |\and |\Cases, |\10e |\(Dess)
Chapter |\1 | \ | \ Strategic |\Management: |\Creating |\Competitive |\Advantages
1) Lands' |\End's |\failure |\under |\the |\leadership |\of |\Ms. |\Frederica |\Marchionni |\was |\said |\to |\be |\a
|\direct |\result |\of |\the |\quality |\of |\her |\leadership. |\According |\to |\the |\text, |\this |\ would |\be |\an |\example
|\of |\the |\"romantic" |\perspective |\of |\leadership.
Answer: | \ TRUE
Explanation: | \ In |\the |\romantic |\view |\of |\leadership, |\the |\implicit |\assumption |\is |\that |\the |\leader |\is
|\the |\key |\force |\in |\determining |\an |\organization's |\success |\or |\lack |\thereof. |\ Under |\Ms.
|\Marchionni's |\leadership, |\the |\company |\reported |\a |\19.5-million-dollar |\loss |\for |\2016 |\after
|\having |\reported |\a |\73.8-million-dollar |\profit |\for |\the |\previous |\year |\under |\its |\previous |\CEO.
Difficulty: |\2 |\Medium
Topic: | \ Strategy |\and |\the |\Strategic |\Management |\Process
Learning |\Objective: | \ 01-01 |\The |\definition |\of |\strategic |\management |\and |\its |\four |\key |\attributes.
|\Bloom's: | \ Understand
AACSB: | \ Analytical |\Thinking
|\Accessibility: | \ Keyboard |\Navigation
2) Strategic |\management |\consists |\of |\the |\analyses, |\decisions, |\and |\actions |\an
|\organization |\undertakes |\in |\order |\to |\create |\and |\sustain |\competitive |\advantages.
Answer: | \ TRUE
Explanation: | \ According |\to |\the |\textbook, |\this |\is |\the |\definition |\of |\strategic |\management.
|\Difficulty: |\1 |\Easy
Topic: | \ Strategy |\and |\the |\Strategic |\Management |\Process
Learning |\Objective: | \ 01-01 |\The |\definition |\of |\strategic |\management |\and |\its |\four |\key |\attributes.
|\Bloom's: | \ Remember
AACSB: | \ Knowledge |\Application
|\Accessibility: | \ Keyboard |\Navigation
3) Management |\innovations |\such |\as |\total |\quality, |\just-in-time, |\benchmarking, |\business |\process
|\reengineering, |\and |\outsourcing |\are |\important |\but |\not |\enough |\for |\building |\sustainable
|\competitive |\advantage.
Answer: | \ TRUE
Explanation: | \ Sustainable |\competitive |\advantage |\cannot |\be |\achieved |\through |\operational
|\effectiveness |\alone. |\Popular |\management |\innovations |\of |\the |\last |\two |\decades |\like |\total
|\quality, |\just-in-time, |\benchmarking, |\business |\process |\reengineering, |\and |\outsourcing |\are
|\concerned |\with |\operational |\effectiveness.
Difficulty: |\2 |\Medium
Topic: | \ Strategy |\and |\the |\Strategic |\Management |\Process
Learning |\Objective: | \ 01-01 |\The |\definition |\of |\strategic |\management |\and |\its |\four |\key |\attributes.
|\Bloom's: | \ Understand
AACSB: | \ Analytical |\Thinking
|\Accessibility: | \ Keyboard |\Navigation
4) Trade-off |\decisions |\ between |\effectiveness |\and |\efficiency |\are |\important |\in |\the |\practice |\of
Page |\2 |\ of |\660
,strategic |\management.
Answer: | \ TRUE
Explanation: | \ The |\fourth |\attribute |\of |\strategic |\management |\is |\that |\it |\involves |\the |\recognition
|\of |\trade-offs |\between |\effectiveness |\and |\efficiency. |\Some |\authors |\have |\referred |\to |\this |\as |\the
|\difference |\between |\doing |\the |\right |\thing |\(effectiveness) |\and |\doing |\things |\right |\(efficiency).
Difficulty: |\2 |\Medium
Topic: | \ Strategy |\and |\the |\Strategic |\Management |\Process
Learning |\Objective: | \ 01-01 |\The |\definition |\of |\strategic |\management |\and |\its |\four |\key |\attributes.
|\Bloom's: | \ Understand
AACSB: | \ Analytical |\Thinking
|\Accessibility: | \ Keyboard |\Navigation
5) According |\to |\Henry |\Mintzberg, |\a |\management |\scholar, |\most |\firms |\do |\not |\realize |\their
|\original |\intended |\strategy.
Answer: | \ TRUE
Explanation: | \ Henry |\Mintzberg |\states |\that |\the |\intended |\strategy |\rarely |\survives |\in |\its |\original
|\form. |\Unforeseen |\environmental |\developments, |\unanticipated |\resource |\constraints, |\or |\changes |\in
|\managerial |\preferences |\may |\result |\in |\at |\least |\some |\parts |\of |\the |\intended |\strategy |\remaining
|\unrealized. |\On |\the |\other |\hand, |\good |\managers |\will |\want |\to |\take |\advantage |\of |\a |\new
|\opportunity |\presented |\by |\the |\environment, |\even |\if |\it |\was |\not |\part |\of |\the |\original |\set |\of
|\intentions.
Difficulty: |\2 |\Medium
Topic: | \ Strategy |\and |\the |\Strategic |\Management |\Process
Learning |\Objective: | \ 01-02 |\The |\strategic |\management |\process |\and |\its |\three |\interrelated |\and
|\principal |\activities.
Bloom's: | \ Understand
|\AACSB: | \ Analytical
|\Thinking
Accessibility: | \ Keyboard |\Navigation
6) The |\final |\realized |\strategy |\of |\a |\firm |\is |\a |\combination |\of |\deliberate |\and |\time-tested
|\strategies |\only.
Answer: | \ FALSE
Explanation: | \ Realized |\strategy |\is |\that |\strategy |\of |\a |\firm |\in |\which |\organizational |\decisions |\are
|\determined |\by |\both |\analysis |\and |\unforeseen |\environmental |\developments, |\unanticipated |\resource
|\constraints, |\and/or |\changes |\in |\managerial |\preferences.
Difficulty: |\2 |\Medium
Topic: | \ Strategy |\and |\the |\Strategic |\Management |\Process
Learning |\Objective: | \ 01-02 |\The |\strategic |\management |\process |\and |\its |\three |\interrelated |\and
|\principal |\activities.
Bloom's: | \ Understand
AACSB: | \ Knowledge |\Application
|\Accessibility: | \ Keyboard |\Navigation
Page |\3 |\ of |\660
, 7) Strategy |\analysis |\ is |\the |\study |\of |\only |\the |\big |\picture |\external |\environments |\ of |\the |\firm.
Answer: | \ FALSE
Explanation: | \ Strategy |\analysis |\is |\the |\study |\of |\the |\external |\and |\internal |\environments |\of |\a
|\firm, |\and |\their |\fit |\ with |\organizational |\vision |\and |\goals.
Difficulty: |\2 |\Medium
Topic: | \ Strategy |\and |\the |\Strategic |\Management |\Process
Learning |\Objective: | \ 01-02 |\The |\strategic |\management |\process |\and |\its |\three |\interrelated |\and
|\principal |\activities.
Bloom's: | \ Understand
AACSB: | \ Knowledge |\Application
|\Accessibility: | \ Keyboard |\Navigation
8) All |\successful |\firms |\compete |\and |\outperform |\their |\rivals |\by |\developing |\bases |\for
|\competitive |\advantage, |\which |\can |\be |\achieved |\only |\through |\cost |\leadership.
Answer: | \ FALSE
Explanation: | \ Successful |\firms |\strive |\to |\develop |\bases |\for |\competitive |\advantage, |\which |\can |\be
|\achieved |\through |\cost |\leadership |\and/or |\differentiation |\as |\well |\as |\by |\ focusing |\on |\a |\narrow |\or
|\industrywide |\market |\segment.
Difficulty: |\2 |\Medium
Topic: | \ Strategy |\and |\the |\Strategic |\Management |\Process
Learning |\Objective: | \ 01-02 |\The |\strategic |\management |\process |\and |\its |\three |\interrelated |\and
|\principal |\activities.
Bloom's: | \ Understand
|\AACSB: | \ Analytical
|\Thinking
Accessibility: | \ Keyboard |\Navigation
9) The |\three |\primary |\participants |\in |\corporate |\governance |\are: |\(1) |\the |\shareholders, |\(2)
|\the |\management |\(led |\by |\the |\chief |\executive |\officer), |\and |\(3) |\the |\employees.
Answer: | \ FALSE
Explanation: | \ The |\primary |\participants |\are: |\(1) |\the |\shareholders, |\(2) |\the |\management |\(led |\by |\the
|\chief |\executive |\officer), |\and |\(3) |\the |\board |\of |\directors.
Difficulty: |\2 |\Medium
Topic: | \ Corporate |\Governance
Learning |\Objective: | \ 01-03 |\The |\strategic |\role |\of |\corporate |\governance |\and |\stakeholder
|\management, |\as |\well |\as |\how |\"symbiosis" |\can |\be |\achieved |\among |\an |\organization's |\stakeholders.
|\Bloom's: | \ Understand
AACSB: | \ Knowledge |\Application
|\Accessibility: | \ Keyboard |\Navigation
Page |\4 |\ of |\660
