Test Bank for Strategic Analysis in
Action, 10th Edition ,Verified
General Management Perspective -Answer--A capacity for appreciating the issues
associated with organizational performance.
StratTest Bank for Strategic Analysis in Action, 10th Editionegic Leadership
Perspective -Answer--Having a cross-enterprise leadership perspective.
Job of the General Manager -Answer--Create, capture, and appropriately distribute
value for the enterprise.
Fourth Fundamental Component of General Manager's Job -Answer--Assessing
performance.
Organizational Performance Measures -Answer--The health of the organization and
the operational performance of the firm.
Starting Position Understanding -Answer--Creating a meaningful and solid
assessment of company performance.
Typical Measures of Operating Performance -Answer--Profitability, financial position,
and market performance.
Financial Position Indicator -Answer--Leverage ratios.
Management Understanding Failures -Answer--Negative feedback to upper-level
managers may be implicitly or explicitly discouraged.
Common Measures of Operating Performance -Answer--Sales revenue and gross
margin.
Common Measure of Organizational Health -Answer--Employee satisfaction rates.
Type of Organization with Negative Operational Performance and Positive
Organizational Health -Answer--A complacent organization.
,Type of Organization with Positive Operational and Organizational Performance
-Answer--A healthy organization.
An organization in crisis -Answer--An enterprise where operating performance is
positive and organizational health is negative.
A troubled organization -Answer--An enterprise where both operating and
organizational performance are negative.
A complacent organization -Answer--An enterprise where operating performance is
positive and organizational health is also positive.
A healthy organization -Answer--An enterprise where both operating performance
and organizational health are positive.
Vision statement purpose -Answer--To prevent confusion over the purpose of the
business.
Components of a vision -Answer--A vision consists of a guiding philosophy and a
tangible image.
Core purpose and core values -Answer--They represent an organization's guiding
philosophy.
Apple's name change in 2007 -Answer--An example of carrying out a public relations
exercise.
Envisioned future timeframe -Answer--Core values and core purpose need to be
paired with a vivid description that is reachable in over 10 years.
Good vision statements -Answer--Best described as feasible and challenging.
Difference between vision and strategy -Answer--The vision provides broad
direction; strategy sets general priorities.
Difference between tactics and strategy -Answer--Tactics focus on short term;
strategy focuses on long term.
Failure to translate vision into strategy -Answer--Sometimes known as strategic drift.
General manager's job aspects -Answer--Setting direction and developing the
business plan must be addressed before the strategy-making process can begin.
, General manager's responsibility -Answer--An individual who has responsibility for all
functional aspects of the business.
Creating value -Answer--The general manager is expected to create value for the
organization.
General management perspective -Answer--Any individual in a functional position
can also have a general management perspective.
Establishing long term direction -Answer--The general manager is required to
establish a long term direction for the organization.
General manager's tasks -Answer--The general manager should set direction, create
strategy, implement change, and control the process.
Organizational performance measures -Answer--Based on two sets of measures:
operational performance and financial health.
Market share -Answer--An example of an operating performance measure.
Employee turnover -Answer--An example of an operating performance measure.
Organizational learning -Answer--Considered a non-operating measure.
Anonymous employee surveys -Answer--Often used to gauge organizational health.
Performance matrix classification -Answer--Often considered when classifying
operating performance and organizational health.
Complacent organization -Answer--Has positive organizational and operating
performance.
Troubled organization -Answer--Has positive operating performance and negative
organizational health.
Crisis -Answer--Negative operating performance and organizational health.
Core Values -Answer--Enduring beliefs guiding company behavior.
Values -Answer--Basic beliefs governing individual and group behavior.
Liability of Core Values -Answer--Strongly held values may hinder adaptability over
time.
Action, 10th Edition ,Verified
General Management Perspective -Answer--A capacity for appreciating the issues
associated with organizational performance.
StratTest Bank for Strategic Analysis in Action, 10th Editionegic Leadership
Perspective -Answer--Having a cross-enterprise leadership perspective.
Job of the General Manager -Answer--Create, capture, and appropriately distribute
value for the enterprise.
Fourth Fundamental Component of General Manager's Job -Answer--Assessing
performance.
Organizational Performance Measures -Answer--The health of the organization and
the operational performance of the firm.
Starting Position Understanding -Answer--Creating a meaningful and solid
assessment of company performance.
Typical Measures of Operating Performance -Answer--Profitability, financial position,
and market performance.
Financial Position Indicator -Answer--Leverage ratios.
Management Understanding Failures -Answer--Negative feedback to upper-level
managers may be implicitly or explicitly discouraged.
Common Measures of Operating Performance -Answer--Sales revenue and gross
margin.
Common Measure of Organizational Health -Answer--Employee satisfaction rates.
Type of Organization with Negative Operational Performance and Positive
Organizational Health -Answer--A complacent organization.
,Type of Organization with Positive Operational and Organizational Performance
-Answer--A healthy organization.
An organization in crisis -Answer--An enterprise where operating performance is
positive and organizational health is negative.
A troubled organization -Answer--An enterprise where both operating and
organizational performance are negative.
A complacent organization -Answer--An enterprise where operating performance is
positive and organizational health is also positive.
A healthy organization -Answer--An enterprise where both operating performance
and organizational health are positive.
Vision statement purpose -Answer--To prevent confusion over the purpose of the
business.
Components of a vision -Answer--A vision consists of a guiding philosophy and a
tangible image.
Core purpose and core values -Answer--They represent an organization's guiding
philosophy.
Apple's name change in 2007 -Answer--An example of carrying out a public relations
exercise.
Envisioned future timeframe -Answer--Core values and core purpose need to be
paired with a vivid description that is reachable in over 10 years.
Good vision statements -Answer--Best described as feasible and challenging.
Difference between vision and strategy -Answer--The vision provides broad
direction; strategy sets general priorities.
Difference between tactics and strategy -Answer--Tactics focus on short term;
strategy focuses on long term.
Failure to translate vision into strategy -Answer--Sometimes known as strategic drift.
General manager's job aspects -Answer--Setting direction and developing the
business plan must be addressed before the strategy-making process can begin.
, General manager's responsibility -Answer--An individual who has responsibility for all
functional aspects of the business.
Creating value -Answer--The general manager is expected to create value for the
organization.
General management perspective -Answer--Any individual in a functional position
can also have a general management perspective.
Establishing long term direction -Answer--The general manager is required to
establish a long term direction for the organization.
General manager's tasks -Answer--The general manager should set direction, create
strategy, implement change, and control the process.
Organizational performance measures -Answer--Based on two sets of measures:
operational performance and financial health.
Market share -Answer--An example of an operating performance measure.
Employee turnover -Answer--An example of an operating performance measure.
Organizational learning -Answer--Considered a non-operating measure.
Anonymous employee surveys -Answer--Often used to gauge organizational health.
Performance matrix classification -Answer--Often considered when classifying
operating performance and organizational health.
Complacent organization -Answer--Has positive organizational and operating
performance.
Troubled organization -Answer--Has positive operating performance and negative
organizational health.
Crisis -Answer--Negative operating performance and organizational health.
Core Values -Answer--Enduring beliefs guiding company behavior.
Values -Answer--Basic beliefs governing individual and group behavior.
Liability of Core Values -Answer--Strongly held values may hinder adaptability over
time.
