Final Prep

Question 1

What denotes skills or expertise in an activity that constitutes the roots of competitiveness in an organization?

Answer 1

Core competencies

Question 2

According to Michael Porter’s competitive environment model, how can suppliers influence strategic planning?

Answer 2

Suppliers can reduce manufacturing time and increase product quality.

Question 3

A company offers unique products in its industry to create a competitive advantage.
Which type of strategy is the company using?

Answer 3

Differentiation

Question 4

Happy Inc. is a leading provider of family entertainment and BCD is a broadcasting company with news, cable, and entertainment networks. Happy Inc. recently acquired BCD in hopes of boosting its primary business of family entertainment.
Which type of corporate strategy is represented by Happy Inc.’s purchase of their

Answer 4

Vertical integration

Question 5

What happens when an effective value chain is created?

Answer 5

Profit margins are increased.

Question 6

What is the principal idea of reengineering?

Answer 6

To revolutionize key organizational systems and processes

Question 7

How many defects per million are there at Six Sigma, assuming a product or process is defect-free 99.99966% of the time?

Answer 7

Less than 3.4

Question 8

What is the last step to Deming’s 14 points of quality management?

Answer 8

To take action to accomplish the transformation

Question 9

What is the main objective of an internal quality audit?

Answer 9

To measure effectiveness of an organization’s quality management system

Question 10

A company is trying to systematically improve processes by eliminating nonconformity of their products to product specifications. The company believes their continuous effort to reduce variation in their process outputs is key to their business success.
Which quality process is the company utilizing?

Answer 10

Six Sigma

Question 11

Dr. Ohmae indicates that customer, corporation, and competitors should be integrated in a strategic triangle.

Answer 11

Sustained competitive advantage

Question 12

What can managers do to encourage useful conflict during a meeting to lessen inhibition about disagreeing and make the conflict less personal?

Answer 12

Provide a devil’s advocate

Question 13

What describes dimensions of conflict-handling intentions?

Answer 13

Cooperativeness and assertiveness

Question 14

A supervisor assigned office space to three new employees. The employees were upset by the offices they were given. The first had a large office but wanted a window, the second had a new computer but wanted room for some plants, and the third had a window but needed high-speed computing to perform the job well.
Which conflict resolution technique can the supervisor use to create a win-win solution for these employees?

Answer 14

Expansion of resources

Question 15

A corporation recently disbanded its flex time schedule for employees and now requires that all employees work 9:00 a.m. to 6:00 p.m. Monday through Friday. The employees banded together in opposition of the change.
What were the employees of the corporation experiencing?

Answer 15

Peer pressure

Question 16

The manager of the human resources department at a corporation agreed to authorize one-hour lunch breaks for all employees of the organization as long as the production manager agreed to shorten the morning and afternoon breaks of all employees to 15 minutes.
minutes.
Which approach were the managers using to enlist cooperation for the change

Answer 16

Negotiation and reward

Question 17

When selecting an organizational structure, which key elements should be considered?

Answer 17

Differentiation and integration

Question 18

Four small, independent organizations, each with its own type of expertise, plan to work together for six months for the sole purpose of developing a new product that will help each of them improve their ability to compete with larger organizations.
Which type of organization does their relationship characterize?

Answer 18

Virtual organization

Question 19

Which formal structure allows job holders to have broad responsibilities, accommodates decentralized and informal decision making, and values expertise?

Answer 19

Organic

Question 20

The Strategic management process has six major components:

Answer 20

1. Establishment of Mission, Vision, and Goals
2. Analysis of external opportunities and threats
3. Analysis of internal strengths and weaknesses
4. SWOT (strengths, weaknesses, opportunities, and threats) analysis and strategy formulation
5. Strategy implementation
   Strategic control
6. Strategic control

Question 21

Strategy Implementation involves four related steps:

Answer 21

1. Define Strategic tasks
2. Assess organization
   capabilities
3. Develop an
   implementation agenda
4. Create a implementation
   plan