Test Bank for Strategic Analysis and Action, 10th Canadian Edition by Crossan (All Chapters included)

TEST BANK



Strategic Analysis and Action, 10th
Canadian Edition by
Mary M. Crossan



Complete Chapter Test Bank
are included (Ch 1 to 11)




** Immediate Download
** Swift Response
** All Chapters included

,Table of Contents are given below




1.A General Management Perspective
2.Strategy
3.The Diamond-E Framework
4.Tools for Environment Analysis
5.Environment Analysis: The Strategy-Environment Linkage
6.Resource and Capabilities Analysis: The Strategy–Resource Linkage
7.Organizational Analysis: The Strategy–Organizational Design
Linkage
8.Management Preference Analysis: The Strategy–Management
Preference Linkage
9.Strategic Choice and Strategic Processes
10.Implementing Strategy: Change Agenda and Starting Conditions
11.Implementing Strategy: Guidelines and Action

,The test bank is organized in reverse order, with the last chapter displayed first, to ensure that all
chapters are included in this document. (Complete Chapters included Ch11-1)




Chapter Eleven: Implementing Strategy: Guidelines
and Action
Multiple Choice

MC 11-1 One of the considerations when developing a strategic action plan is the
a. product market focus
b. contingency allocation
c. corporate governance
d. leadership style

Answer: d
Difficulty: easy
Heading: Establishing Guidelines for
Action

MC 11-2 One of the elements of a strategic change agenda is often a list of
a. key competitors
b. required behaviours
c. critical suppliers
d. dominant stakeholders

Answer: b
Difficulty: moderate
Heading: Priority Objectives


MC 11-3 The behaviour-related objectives of a change agenda are considered
a. easier to address than the non-behaviour related objectives
b. the ones that should be addressed after the change process is well underway
c. harder to address than the non-behaviour related objectives
d. the ones that should be assigned to middle managers to implement at an appropriate
time

Answer: c
Difficulty: moderate
Heading: Behavioural versus Non-
Behavioural Objectives


MC 11-4 In crisis strategic change situations, change agents are likely to lack
a. foresight
b. stamina
c. capability
d. commitment

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, Answer: c
Difficulty: moderate
Heading: Adopters and Resistors


MC 11-5 In reactive change situations, the target for management attention should be the
a. proactive resistors
b. bystanders that could block progress
c. change agents
d. subordinates

Answer: b
Difficulty: moderate
Heading: Adopters and Resistors


MC 11-6 To effect behavioural change in crisis strategic change situations, managers might be
tempted to use
a. consultation and delegation
b. results-driven change techniques
c. power and delegation
d. responsibility-driven change techniques

Answer: b
Difficulty: moderate
Heading: Picking Starting Points for
Action


MC 11-7 One of the risks of using a participative leadership style in a crisis strategic change
situation is the issue of
a. poor problem definition
b. not enough time
c. high after-the-fact costs
d. inappropriate solution

Answer: b
Difficulty: challenging
Heading: The Participative Style

MC 11-8 For the directive leadership style to be effective, managers must not only know what
action is required but also have
a. weak competitors
b. time for consultation
c. an organization that is performing well
d. power to force compliance

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