CramX Logo
RegisterLog in
Strategic Management and Organizational Change: Key Concepts and Decision-Making Processes - Document preview page 1

Strategic Management and Organizational Change: Key Concepts and Decision-Making Processes - Page 1

Document preview content for Strategic Management and Organizational Change: Key Concepts and Decision-Making Processes

Strategic Management and Organizational Change: Key Concepts and Decision-Making Processes

A study of strategic management and organizational change, focusing on key concepts and decision-making processes.

Elijah Nelson
Contributor
4.1
0
12 months ago
Preview (7 of 23 Pages)
100%
Log in to unlock
Page 1 of 7
Strategic Management and Organizational Change: Key Concepts and Decision-Making Processes - Page 1 preview imageStrategic Management and Organizational Change: Key Concepts and Decision-Making ProcessesGoals set with and by lower-level managers are called:A.strategic.B.B. tactical.C.DevelopmentalD.operational.When Proctor and Gamble compares its capabilities against competitors to find outwhether the firm possesses any unique strengths, the firm is determining:A.a tactical goal.B.a strategic goal.C.an operational goal.D.its distinctive competencies.Strategic goals are set by:A.first-line managers.B.middle managers.C.top managers.D.stockholdersWhich of the following outlines the organization's purpose, assumptions, values, anddirection?A.MissionB.PurposeC.Strategic planD. Strategic goalThe component of strategy that indicates how the organization intends to allocateresources is:A.resource deployment.B.scope.C.competitive advantage.D.synergy
Page 2 of 7
Strategic Management and Organizational Change: Key Concepts and Decision-Making Processes - Page 2 preview image
Page 3 of 7
Strategic Management and Organizational Change: Key Concepts and Decision-Making Processes - Page 3 preview imageCoca-Cola's success in global marketing is the result of its distribution system and itsmarketing communications, which are two of the company's:A.organizational weaknesses.B.environmental strengths.C.environmental weaknesses.D.organizational strengths.There are a lot of companies that make decorative items for the home. Franklin Mintmakes decorative gift items that it sells as collectibles. For instance, each decoratorplate that it markets is given a number, and only a finite quantity of each plate ismanufactured. By use of a(n) __________ strategy, Franklin Mint distinguishes itselffrom other companies that make decorative items for the home.A. related diversificationB. focusC. BCGD. diversification__________ is a useful framework for managers to use as they plot business strategyover time.A. Portfolio approachB. Product life cycleC. Environmental SWOT analysisD. Porter modelTide laundry detergent, manufactured by Proctor & Gamble, is the number-one sellingdetergent in the United States, although sales volume has been flat for years. In theU.S., in what stage of the product life is Tide laundry detergent?A. GrowthB. DeclineC. FocusD. MaturityWhich of the following is an advantage of unrelated diversification?
Page 4 of 7
Strategic Management and Organizational Change: Key Concepts and Decision-Making Processes - Page 4 preview imageA. Stable financial performance over timeB. Reduced overhead costsC. Specific, detailed knowledge about each individual SBUD. SynergyDecisions by managers of Time Warner to sell off Warner Music Group's DVD and CDmanufacturing, printing, packaging, physical distribution, and merchandising businesswas an example of a(n) __________ decision.A. programmedB. satisficingC. nonprogrammedD. irrational“Decision making under risk” means the decision maker:A. has no data on which to base his or her decision.B. is risk-averse, avoiding risky investments.C. knows all the risks involved in the decision.D. can estimate decision data with some probability.Bar code scanning computers at checkout have greatly simplified the inventory__________ decisions.A. nonprogrammedB. certaintyC. riskD. programmedSuppose that a bank manager is trying to decrease turnover of his employees. Hewants to develop as many possible courses of action as he can. At what stage of therational decision-making process is this bank manager?A. Implementing the chosen alternativeB. Selecting the best alternativeC. Recognizing the decision situation
Page 5 of 7
Strategic Management and Organizational Change: Key Concepts and Decision-Making Processes - Page 5 preview imageD. Identifying alternativesIn the classical decision-making model, “optimization” means:A. implementing two or more alternatives simultaneously.B. choosing the alternative with the best overall expected outcomes.C. gathering the most complete information before making the decision.D. reaching a satisfactory level of performance.When a plant manager is attempting to find a site for a new plant and selects the firstsite that he finds that meets the basic requirements for price, utilities, andtransportation, which decision-making strategy is this plant manager utilizing?A. Bounded rationalityB. Escalation of commitmentC. SatisficingD. CoalitionOne advantage of group decision making is:A. groupthink.B. compromise.C. more information and knowledge are available.D. one person may dominate the group.A very strong-willed manager, when involved in a group decision, is often able topersuade the rest of the group to do what works best for him. Which disadvantage ofgroup decision making is this group experiencing?A. Diversity of backgroundB. CompromiseC. GroupthinkD. Domination by one member
Page 6 of 7
Strategic Management and Organizational Change: Key Concepts and Decision-Making Processes - Page 6 preview imageWhen a plant manager who is trying to reduce turnover of production workers noticesthat turnover has decreased by 10 percent four months after he instituted a newtraining program, at which step in the rational decision-making process is thismanager?A. Evaluating the resultsB. Identifying alternativesC. Recognizing the decision situationD. Selecting the best alternativeBounded rationality is assumed in:A. the administrative model.B. the rational model.C. the irrational model.D. decision making under certainty.The starting point for all job design activities is determining the level of desired job:A. specialization.B. rotation.C. enlargement.D. enrichment.An assembly operation includes four different jobs. Bob spends three weeks on each ofthesejobs and then starts the cycle over again with the first job of the operation. Thisis an example of job:A. specialization.B. rotation.C. enlargement.D. enrichment.
Page 7 of 7
Strategic Management and Organizational Change: Key Concepts and Decision-Making Processes - Page 7 preview imageWhich of the following alternatives to specialization gives individual workers more todo and keeps each worker on the same job all the time without giving more authorityover and responsibility for the work?A. Job enlargementB. Job rotationC. Job enrichmentD. Work teamsAccording to the job characteristics approach, when task significance is high, workers:A. do many tasks as part of their job.B. believe the task is important.C. perform a complete portion of the total job.D. have a lot of control over the tasks.Dell Computer Corporation sells virtually the same personal computers through anyone of its three divisions: Personal, Business, and Education. This represents whichtype of departmentalization?A. FunctionalB. ProductC. CustomerD. Location__________ is defined as clear and distinct lines of authority among all positions in anorganization.A. Span of controlB. Job rotationC. Job enrichmentD. Chain of commandA wide span of management results in:A. a flat organization.
Preview Mode

This document has 23 pages. Sign in to access the full document!

Study Now!

X-Copilot AI
Unlimited Access
Secure Payment
Instant Access
24/7 Support
Document Chat

Document Details

Subject
Business Management

Related Documents

View all
Solved Assignments

CIS 337 Unit 7 Assignment Final Project Part IV Pr

Class Notes

Analysis of Leadership in Monster Inc

Class Presentation

Evaluation of Alphabet's Mission, Vision, and 8-29

Class Notes

Boundless Management

Solved Assignments

Uncovering the Martha Stewart Tax Scandal Insider

Class Notes

Boundless Business

Solved Assignments

JetBlue Airlines Case Analysis

Class Notes

Effective Speaker Notes Template for BUS 210 Prese

Class Notes

Leading as a Function of Management

Class Notes

McDonald's Q4 Earnings U