Question 1

Which is NOT one of the competencies Hewlett Packard uses for identifying potential executives?
A)Practice the HP way.
B)Lead change and learning.
C)Achieve results.
D)Align the organization.
E)Manage around the external environment.

Accepted Answer

Hewlett Packard does not list "Manage around the external environment" as one of the competencies for identifying potential executives.

Question 2

Research suggests that boards of directors tend to look outside the firm for the next CEO under which following circumstance?
A)when the company is prosperous
B)when the company is having temporary difficulty
C)when the company is in trouble
D)when the company needs to follow a stability strategy
E)when the company needs to expand in order to continue growing

Accepted Answer

Boards of directors tend to look outside the firm for the next CEO when the company is in trouble, as they may feel that an outsider with new insight and experience could help turn the company around. When the company is prosperous or needs to follow a stability strategy, the board may be more likely to look internally for a CEO succession plan. When the company needs to expand, the board may consider both internal and external candidates depending on their qualifications and experience.

Question 3

Which type of chief executive officer with a great deal of experience in that particular industry would be appropriate for a corporation following a concentration strategy emphasizing vertical or horizontal growth?
A)professional liquidator
B)dynamic industry expert
C)turnaround specialist
D)analytical portfolio manager
E)cautious profit planner

Accepted Answer

A dynamic industry expert with a great deal of experience in the particular industry would be able to provide valuable insights and knowledge about the industry's dynamics and growth opportunities, which would be necessary for a corporation pursuing a concentration strategy emphasizing vertical or horizontal growth. The other options, such as a professional liquidator or cautious profit planner, would not be suitable for this type of strategy.

Question 4

Successful analyzer firms tend to be headed by CEOs with backgrounds in the areas of
A)research/engineering and general management.
B)accounting/finance, manufacturing/production, and general management.
C)marketing/sales.
D)human resources and strategy.
E)purchasing and logistics.

Accepted Answer

The answer of Successful analyzer firms tend to be headed...

Question 5

Downsizing is often used to implement a(n)________ strategy.
A)retrenchment
B)growth
C)stability
D)hold
E)integration

Accepted Answer

Downsizing involves reducing the size or scale of a business, often through laying off employees or selling off assets. This is typically done in response to financial difficulties or a need to cut costs, as part of a retrenchment strategy.

Question 6

Successful defender firms tend to be headed by CEOs with backgrounds in the areas of
A)research/engineering and general management.
B)accounting/finance, manufacturing/production, and general management.
C)marketing/sales.
D)human resources and strategy.
E)purchasing and logistics.

Accepted Answer

Defender firms require strong financial management and efficient production methods, making CEOs with backgrounds in accounting/finance, manufacturing/production, and general management the most successful leaders in these types of companies. While research/engineering and marketing/sales may be important areas for a defender firm, they are not as critical for overall success as the areas listed in option B. CEOs with backgrounds in human resources and strategy or purchasing and logistics may be important in other types of companies, but they are not necessarily essential for a successful defender firm.

Question 7

According to the text, the process of replacing a key top manager is called
A)executive succession.
B)executive placement.
C)executive strategy.
D)executive search.
E)executive outside succession.

Accepted Answer

The answer of According to the text, the process of...

Question 8

Successful prospector firms tend to be headed by CEOs with backgrounds in the areas of
A)research/engineering and general management.
B)accounting/finance, manufacturing/production, and general management.
C)marketing/sales.
D)human resources and strategy.
E)purchasing and logistics.

Accepted Answer

Prospecting firms typically rely heavily on research and engineering to identify and develop new opportunities, and general management skills are necessary for overseeing operations and driving growth. While accounting/finance and manufacturing/production are important functions in many companies, they may not be as directly relevant for prospectors. Marketing/sales may be relevant in certain cases, but it is not as crucial as research/engineering and general management. Human resources and strategy also play important roles in many organizations, but again, may not be as directly relevant for prospectors. Purchasing and logistics are also important functions, but are unlikely to be the primary focus of a prospector firm.

Question 9

According to the text, a complete package for an executive working in another country costs
A)$50,000 to $75,000 annually.
B)$100,000 to $200,000 annually.
C)$150,000 to 250,000 annually.
D)$200,000 to $500,000 annually.
E)$300,000 to $1 million annually.

Accepted Answer

The answer of According to the text, a complete package...

Question 10

Which one of the following is NOT one of the activities and techniques typically used in an assessment center to evaluate a person's suitability for advancement?
A)leaderless group discussions
B)management games
C)in-basket exercises
D)IQ tests
E)case analyses

Accepted Answer

IQ tests are not typically used in an assessment center to evaluate a person's suitability for advancement. Assessment centers typically focus on evaluating a person's behavioral competencies and skills relevant to job performance. Activities and techniques such as leaderless group discussions, management games, in-basket exercises, and case analyses are commonly used in assessment centers.

Question 11

To ensure employees are gaining the appropriate mix of experience to prepare employees for future responsibilities, many corporations move people from one job to another utilizing the technique of
A)job design.
B)job specialization.
C)job rotation.
D)job enlargement.
E)job enrichment.

Accepted Answer

Job rotation is a technique where employees are moved from one job to another to gain a mix of experience in different areas of the organization. This helps employees prepare for future responsibilities by expanding their skills and knowledge beyond their current role. Job design, job specialization, job enlargement, and job enrichment do not involve moving employees between different jobs.

Question 12

Which type of chief executive officer with a conservative style, a production or engineering background, and experience with controlling budgets, capital expenditures, inventories, and standardization procedures would be appropriate for a corporation following a stability strategy?
A)professional liquidator
B)dynamic industry expert
C)turnaround specialist
D)analytical portfolio manager
E)cautious profit planner

Accepted Answer

A cautious profit planner with a conservative style and experience in controlling budgets, capital expenditures, inventories, and standardization procedures would be appropriate for a corporation following a stability strategy. This type of CEO would focus on maintaining the status quo and maximizing profits rather than taking risks or pursuing aggressive growth strategies. Their production or engineering background can also help ensure efficiency and cost-effectiveness in the company's operations.

Question 13

What did a study of 173 firms over a 25-year period reveal about CEOs of successful corporations?
A)They tended to have less loyalty than former CEOs, switching companies as a faster pace.
B)They tended to have the same functional specialization as the former CEO.
C)They tended to be more aggressive in their risk-taking than former CEOs.
D)They tended to rely more on skills developed through group decision making.
E)They tended to be turnaround specialists.

Accepted Answer

CEOs of successful corporations tended to have the same functional specialization as the former CEO.

Question 14

One of the big common mistakes by corporations sending executives on global assignments is NOT
A)raising their salaries.
B)educating executives about customs and values in other countries.
C)providing training for the regulatory environment.
D)providing excellent health care.
E)giving executives the opportunity to visit home.

Accepted Answer

Educating executives about customs and values in other countries is essential to ensure that they can effectively navigate the culture and business practices of the foreign country. This can prevent misunderstandings, cultural faux pas, and possible legal issues. The other options listed may also be important, but providing cultural education is a key factor in the success of a global assignment.

Question 15

According to the text, assessment centers have been able to accurately predict subsequent
A)job satisfaction.
B)job performance and career success.
C)organizational commitment.
D)organizational attachment.
E)job management skills.

Accepted Answer

The text states that assessment centers have been able to accurately predict job performance and career success.

Question 16

Which of the following is NOT a guideline proposed for successful downsizing?
A)Contract out work that others can do cheaper.
B)Plan for long-run efficiencies.
C)Make across-the-board cuts.
D)Communicate the reasons for actions.
E)Invest in the remaining employees.

Accepted Answer

Making across-the-board cuts is NOT a guideline proposed for successful downsizing. This approach may result in cutting valuable positions or departments, without assessing their potential impact on the organization. Instead, prioritizing long-run efficiencies and investing in the remaining employees are recommended guidelines. It is also essential to communicate the reasons and plan for downsizing while considering alternatives like contracting out work to others who can do it cheaper.

Question 17

When Hewlett Packard searches for executive leadership, all of the following represent its broad competency of achieving results EXCEPT
A)building a track record.
B)increasing stock price.
C)establishing accountability.
D)supporting calculated risks.
E)resolving performance problems.

Accepted Answer

While increasing stock price may be a desired outcome, it is not a competency in and of itself. The other options represent more tangible actions that demonstrate a leader's ability to achieve results.

Question 18

Which type of chief executive officer who is highly knowledgeable in other industries and can manage diverse product lines would be appropriate for a corporation following a diversification strategy?
A)professional liquidator
B)dynamic industry expert
C)turnaround specialist
D)analytical portfolio manager
E)cautious profit planner

Accepted Answer

An analytical portfolio manager is suitable for a corporation following a diversification strategy because they have the skills to manage and analyze a diverse range of products and investments, aligning with the needs of a diversified company.

Question 19

According to a study of downsizing in the automobile-related industry, which one of the following is NOT a problem associated with inappropriate downsizing?
A)Produced long-term benefits.
B)Blanket offers for early retirement prompted even valuable employees to leave.
C)Surviving employees experienced decreased morale.
D)Surviving employees had to do extra work in addition to their own.
E)The wrong jobs were eliminated.

Accepted Answer

The question specifically asks for a problem associated with inappropriate downsizing, and produced long-term benefits is not a problem, but rather a potential positive outcome of appropriate downsizing. Therefore, option A is not a problem associated with inappropriate downsizing.

Question 20

Which of the following statements is true concerning the career life cycle for top executives?
A)During the early years of executives' tenures, they tend to experiment extensively with product lines to learn about their business.
B)It is possible that a current CEO may not be appropriate to implement a new strategy.
C)The harvest stage occurs when executives' accumulated knowledge allows them to reduce experimentation and increase knowledge.
D)There is an inverted U-shaped relationship between top executive tenure and the firm financial performance.
E)all of the above

Accepted Answer

All of the statements are true concerning the career life cycle for top executives.

Quiz 10: Strategy Implementation: Staffing and Directing

Which is NOT one of the competencies Hewlett Packard uses for identifying potential executives?

Research suggests that boards of directors tend to look outside the firm for the next CEO under which following circumstance?

Which type of chief executive officer with a great deal of experience in that particular industry would be appropriate for a corporation following a concentration strategy emphasizing vertical or horizontal growth?

Successful analyzer firms tend to be headed by CEOs with backgrounds in the areas of

Downsizing is often used to implement a(n) ________ strategy.

Successful defender firms tend to be headed by CEOs with backgrounds in the areas of

According to the text, the process of replacing a key top manager is called

Successful prospector firms tend to be headed by CEOs with backgrounds in the areas of

According to the text, a complete package for an executive working in another country costs

Which one of the following is NOT one of the activities and techniques typically used in an assessment center to evaluate a person's suitability for advancement?

To ensure employees are gaining the appropriate mix of experience to prepare employees for future responsibilities, many corporations move people from one job to another utilizing the technique of

Which type of chief executive officer with a conservative style, a production or engineering background, and experience with controlling budgets, capital expenditures, inventories, and standardization procedures would be appropriate for a corporation following a stability strategy?

What did a study of 173 firms over a 25-year period reveal about CEOs of successful corporations?

One of the big common mistakes by corporations sending executives on global assignments is NOT

According to the text, assessment centers have been able to accurately predict subsequent

Which of the following is NOT a guideline proposed for successful downsizing?

When Hewlett Packard searches for executive leadership, all of the following represent its broad competency of achieving results EXCEPT

Which type of chief executive officer who is highly knowledgeable in other industries and can manage diverse product lines would be appropriate for a corporation following a diversification strategy?

According to a study of downsizing in the automobile-related industry, which one of the following is NOT a problem associated with inappropriate downsizing?

Which of the following statements is true concerning the career life cycle for top executives?