Deck 11: Strategic Leadership and Change Management

Question 1

Ultimately,strategic leadership is the responsibility of the CEO and top management.

Answer 1

True

Question 2

An organization's external environment presents strengths and weaknesses,while it internal environment presents opportunities and threats.

Answer 2

False
Explanation:The reverse it true.

Question 3

Companies develop either financial objectives or strategic objectives; but usually not both.

Answer 3

False
Explanation:They develop both types of objectives.

Question 4

The values statement outlines guiding principles and ethical standards by which company personnel will conduct business.

Question 5

One area in which change is unmistakable is the increasing global competitive marketplace.

Question 6

To streamline the process,vision creation is done by top management and handed down to employees.

Question 7

Effective strategic leaders seek the counsel of a select group of employees throughout the strategic management process because the fewer people are involved the quicker decisions get made.

Question 8

The effectiveness of an organization's strategies is influenced by the degree of alignment between the organization's internal capabilities,resources,and its environmental opportunities.

Question 9

A vision statement specifies an organization's present purpose - its marketing niche,product/services offered,operating principles,and business model.

Question 10

The first step in the strategic management process is strategy formulation.

Question 11

The combined analysis of the external environment and internal environment is commonly referred to as SWOT analysis.

Question 12

The vision statement answers the question,"What business are we in?"

Question 13

The leader's role in leading the strategic management process only applies to for-profit organizations while non-profit organizations call for a different approach.

Question 14

A strategic vision is an ambitious view of the current state that everyone in the organization can believe in that is readily attainable.

Question 15

Strategic leadership is the set of decisions and actions used to formulate and implement specific strategies that will achieve a competitively superior fit between the organization and its environment,so as to achieve organizational goals.

Question 16

Environmental scanning is the first step in the strategic management process.

Question 17

There are several definitions of the concept of strategic leadership,each revolving around a different theme.

Question 18

Strategic leadership is a leader's ability to anticipate,envision,maintain flexibility,think strategically,and work with others to initiate changes that will create a viable future for the organization.

Question 19

The link between leadership and strategy is a new concept but quickly becoming accepted.

Question 20

Formulating and executing strategy is the central theme of strategic leadership in any organization.

Question 21

Two components that are often featured in a mission statement are the core values and the core purpose.

Question 22

The most distinctive and hard to imitate resource available to firms is knowledge.

Question 23

A mission statement is the organization's core purpose and reason for existence.

Question 24

Strategy evaluation has been described as the most important and most difficult part of the strategic management process.

Question 25

A core competence is a capability that allows an organization to perform extremely well in comparison to competitors.

Question 26

Objectives are the desired immediate outcomes top management dictates to employees.

Question 27

To insure successful change execution,effective leaders stay engaged and continue to articulate a compelling reason for change.

Question 28

One of factors that must be present for strategy execution to progress successfully,is the availability of adequate resources and capabilities.

Question 29

Customer value is the ratio of costs in the present to benefits in the future.

Question 30

Ultimately,organizational change is about changing the profit margin of the organization.

Question 31

A company pursuing a strategy of differentiation through innovation in a bureaucratic,hierarchical organizational structure is an example of a mismatch between strategy and structure.

Question 32

A well-crafted vision should be simple enough to understand,appealing enough to energize,and credible enough to be accepted as realistic.

Question 33

Learning anxiety is the feeling that unless an organization makes a change,it is going to be out of business or fail to achieve some important goals.

Question 34

A vision statement represents the enduring purpose of the organization in the present and a mission statement represents a future aspiration.

Question 35

A popular tool used to measure the effectiveness of the strategic management process is the balance scorecard.

Question 36

Effective strategy evaluation involves four fundamental activities.

Question 37

A key first step in managing change is for the leader to identify any internal or external threats and explain to followers the need for change.

Question 38

The force-field model proposes that the change process is divided into three phases: freezing,unfreezing,and refreezing.

Question 39

Effective change agents must be good listeners.

Question 40

Prior to formulating a strategy the leader should know the mission,vision,and objectives of the organization.

Question 41

Ensuring that change efforts are adequately staffed and funded is a recommendation for minimizing resistance to change.

Question 42

The link between leadership and ________ was established in the 1960's.

A)environmental sustainability
B)green marketing
C)strategy
D)organizational culture

Question 43

To overcome resistance to change,effective managers must think in terms of the cognitive,emotional and behavioral states of members.

Question 44

The strategic management process consists of five key decision areas laid out in five steps; the first step is:

A)strategy execution.
B)strategy formulation.
C)crafting a strategic vision and mission statement.
D)setting objectives.

Question 45

Certain skills,when mastered and used in concert,allow leaders to think strategically and navigate the unknown effectively. These skills include all of the following EXCEPT:

A)the ability to anticipate.
B)the ability to challenge.
C)the ability to coerce.
D)the ability to decide.

Question 46

To reduce or eliminate resistance to change,effective leaders communicate the need and urgency for change to just top management.

Question 47

An example of an incremental change is a strategic redirection of an organization's vision and mission.

Question 48

Any proposed change must take into account its impact on the values of those who are affected by the change.

Question 49

Companies are now selling environmentally friendly products,like Toyota's line of hybrid cars. This is an example of:

A)organizational inertia.
B)green marketing.
C)unethical advertising.
D)organizational identity.

Question 50

Strategic ____ is the set of decisions and actions used to formulate and implement specific strategies that will achieve a competitively superior fit between the organization and its environment,so as to achieve organizational goals.

A)leadership
B)analysis
C)management
D)vision

Question 51

Change often requires new skills,capabilities,and knowledge but the prospect of learning something may create learning anxiety.

Question 52

Effective leaders downplay employees' resistance to change and realize that it is a discipline problem.

Question 53

Key questions requiring top management input and leadership during the strategic management process include all of the following EXCEPT:

A)Who is our customer(s) and what are their needs?
B)What is our vision?
C)What is the federal government's profit margin?
D)Do we have a viable and competitive business model?

Question 54

One of the most common reasons why people resist change is because of the threat to their personal safety.

Question 55

Organizational identity is the aggregate of beliefs,norms,attitudes,values,assumptions,and ways of doing things that is shared by members of an organization and taught to new members.

Question 56

In the unfreezing phase of the three stage model of change,the key is to identify the problems or threats facing the organization,creating an urgency for change.

Question 57

Cultural inertia is a rigid,outdated culture that works against anything new or different from the status quo.

Question 58

In the three stage model of change,the unfreezing phase is where the actual changes take place.

Question 59

A ___________ is the set of beliefs,traits,and behavioral norms that management has determined should guide the pursuit of its vision and mission.

A)values statement
B)mission statement
C)strategic vision
D)vision statement

Question 60

Strategic ____ is the process of providing the direction and inspiration necessary to create and implement a firm's vision,mission,and strategies to achieve organizational objectives.

A)management
B)leadership
C)necessity
D)vision

Question 61

A strategy-structure fit is imperative for successful strategy execution but other strategic "fits" can also enhance firm performance. Which of the following is NOT listed by the text as one such "fit"?

A)Strategy-culture fit.
B)Strategy-capability fit.
C)Strategy-competitor fit.
D)Strategy-leadership fit.

Question 62

Which of the following statements concerning strategy and execution are true?

A)An excellent strategy that is poorly executed yields the same poor results as a bad strategy.
B)Strategy implementation takes place through a special organization unit.
C)Top leaders are the ones who actually turn the strategic plans into actions.
D)There are a number of factors that must be present for strategy execution to progress successfully, one of which is having the right front-line leadership.

Question 63

A values statement is also knows as core values,while a mission statement is the organization's:

A)core responsibility.
B)core purpose.
C)core code of ethics.
D)core competency.

Question 64

A _______ is an enduring statement  of purpose that distinguishes one organization from other similar enterprises.

A)values statement
B)mission statement
C)code of ethics
D)strategic vision

Question 65

An organization's core purpose and reason for existence is contained in its:

A)strategic vision.
B)mission statement.
C)strategy.
D)core competence.

Question 66

Strategy evaluation involves all of the following EXCEPT:

A)reviewing internal and external factors that are the bases for the current strategy.
B)measuring performance against stated objectives.
C)taking corrective action.
D)rewriting objectives if necessary.

Question 67

____ is a capability that allows an organization to perform extremely well in comparison to competitors and is the basis of competitive advantage.

A)A core competence
B)Synergistic opportunity
C)Value
D)Comparative advantage

Question 68

According to goal-setting theory,good goals must be all of the following EXCEPT:

A)measurable.
B)achievable.
C)relevant.
D)standard.

Question 69

Goal-setting theory asserts that people with ____ goals perform better than those with ____ goals.

A)strategic; corporate
B)vague; strategic
C)specific; strategic
D)specific; vague

Question 70

External factors in a firm's strategic environment which have a potential negative impact are called ____.

A)hindrances
B)weaknesses
C)alarms
D)threats

Question 71

____ anxiety is the feeling that unless an organization makes a change,it is going to be out of business or fail to achieve some important goals.

A)Learning
B)Organizational
C)Survival
D)Functional

Question 72

A _______ is an organization's chosen plan of action for outperforming its competitors and achieving superior outcomes.

A)strategic vision
B)mission statement
C)strategy
D)core competence

Question 73

________ change is an alteration of not only structures,systems,and processes but also a cognitive leadership reorientation.

A)Incremental
B)Organizational
C)Functional
D)Environmental

Question 74

Which of the following is not one of the three generic core strategies leaders can select from?

A)Differentiation strategy.
B)Low-cost strategy.
C)Value-based strategy.
D)Average-cost strategy.

Question 75

_______ is the perceived benefits received to the perceived price paid by the customer.

A)Product value
B)Customer value
C)Benefit value
D)Perceived value

Question 76

SWOT analysis includes all of the following EXCEPT:

A)senses.
B)weaknesses.
C)opportunities.
D)threats.

Question 77

Strategy ____ has been described as the most important and most difficult part of the strategic management process.

A)formulation
B)execuation
C)evaluation
D)analysis

Question 78

A ________ is an ambitious view of the future that everyone in the organization can believe in and that is not readily attainable,yet offers a future that is better in important ways than what now exists.

A)strategic vision
B)mission statement
C)values statement
D)core competence

Question 79

Core competencies that have the best chance of sustaining the company's competitive advantage have certain characteristics. Which of the following is not one of those characteristics?

A)Unique or distinctive.
B)Difficult to copy.
C)Adequately funded and supported by top management.
D)Not easily substitutable.

Question 80

____________ is the members' consensual understanding of "who we are as an organization" that emerges from that which is central,distinctive,and enduring to the organization as a whole.

A)Organizational culture
B)Strategic vision
C)Organizational identity
D)Core competence