TEST ITEM FILE
For
Mary M. Crossan, Michael J. Rouse, Joseph N. Fry, J. Peter Killing
STRATEGIC ANALYSIS
AND ACTION
Eighth Edition
Prepared by
Dr. Bonita I. Russell, Vancouver Island University
, Toronto
ISBN 978-0-13-294393-2
Copyright © 2013 Pearson Canada Inc., Toronto, Ontario. All rights reserved.
This work is protected by Canadian copyright laws and is provided solely for the use of instructors in
teaching their courses and assessing student learning. Dissemination or sale of any part of this work
(including on the Internet) will destroy the integrity of the work and is not permitted. The copyright
holder grants permission to instructors who have adopted Strategic Analysis and Action, Eighth Edition
by Crossan/Rouse/Fry/Killing, to post this material online only if the use of the website is restricted by
access codes to students in the instructor’s class that is using the textbook and provided the
reproduced material bears this copyright notice.
, Chapter One: A General Management Perspective
Multiple Choice
MC 1-1 A general management perspective is
a. a pre-requisite in order to become a manager
b. an understanding of the requirements of the strategic planning process
c. essential for all employees
d. a capacity for appreciating the issues associated with organizational performance
Answer: d
Difficulty: challenging
Page: 1
MC 1-2 One of the ways in which a general manager creates value for the organization is by
a. establishing effective working relationships with the media
b. identifying emerging opportunities for the organization
c. meeting the requirements of the regulators for full disclosure
d. sponsoring community-based charitable fund raising initiatives
Answer: b
Difficulty: moderate
Page: 1
MC 1-3 The basic tasks of the general manager are
, a. planning, organizing, managing, and controlling.
b. setting direction, creating strategy, implementing change, and assessing
performance.
c. developing and implementing the strategic plan and evaluating performance-to-
plan.
d. assessing the strengths and weaknesses of the organization and identifying
opportunities and threats.
Answer: b
Difficulty: easy
Page: 3
MC 1-4 Organizational performance is based on two sets of measures:
a. the strengths of the general manager and the profitability of the firm
b. the health of the organization and the financial performance of the firm
c. the safety record of the firm and the quality standards for the product
d. the satisfaction of the shareholders and the return on investment
Answer: b
Difficulty: easy
Page: 4
MC 1-5 One of the reasons senior managers are often unaware of the organizational health
of their firm is they
a. do not survey their employees often enough
b. equate low turnover with employee satisfaction
c. receive filtered information from middle managers
d. are more concerned about the financial health of the organization
For
Mary M. Crossan, Michael J. Rouse, Joseph N. Fry, J. Peter Killing
STRATEGIC ANALYSIS
AND ACTION
Eighth Edition
Prepared by
Dr. Bonita I. Russell, Vancouver Island University
, Toronto
ISBN 978-0-13-294393-2
Copyright © 2013 Pearson Canada Inc., Toronto, Ontario. All rights reserved.
This work is protected by Canadian copyright laws and is provided solely for the use of instructors in
teaching their courses and assessing student learning. Dissemination or sale of any part of this work
(including on the Internet) will destroy the integrity of the work and is not permitted. The copyright
holder grants permission to instructors who have adopted Strategic Analysis and Action, Eighth Edition
by Crossan/Rouse/Fry/Killing, to post this material online only if the use of the website is restricted by
access codes to students in the instructor’s class that is using the textbook and provided the
reproduced material bears this copyright notice.
, Chapter One: A General Management Perspective
Multiple Choice
MC 1-1 A general management perspective is
a. a pre-requisite in order to become a manager
b. an understanding of the requirements of the strategic planning process
c. essential for all employees
d. a capacity for appreciating the issues associated with organizational performance
Answer: d
Difficulty: challenging
Page: 1
MC 1-2 One of the ways in which a general manager creates value for the organization is by
a. establishing effective working relationships with the media
b. identifying emerging opportunities for the organization
c. meeting the requirements of the regulators for full disclosure
d. sponsoring community-based charitable fund raising initiatives
Answer: b
Difficulty: moderate
Page: 1
MC 1-3 The basic tasks of the general manager are
, a. planning, organizing, managing, and controlling.
b. setting direction, creating strategy, implementing change, and assessing
performance.
c. developing and implementing the strategic plan and evaluating performance-to-
plan.
d. assessing the strengths and weaknesses of the organization and identifying
opportunities and threats.
Answer: b
Difficulty: easy
Page: 3
MC 1-4 Organizational performance is based on two sets of measures:
a. the strengths of the general manager and the profitability of the firm
b. the health of the organization and the financial performance of the firm
c. the safety record of the firm and the quality standards for the product
d. the satisfaction of the shareholders and the return on investment
Answer: b
Difficulty: easy
Page: 4
MC 1-5 One of the reasons senior managers are often unaware of the organizational health
of their firm is they
a. do not survey their employees often enough
b. equate low turnover with employee satisfaction
c. receive filtered information from middle managers
d. are more concerned about the financial health of the organization
