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75 Cards in this Set
- Front
- Back
Which of the following is true about planning? |
It helps managers create task strategies. |
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Which of the following is an advantage of planning |
It encourages people to work harder for extended periods. |
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According to the S.M.A.R.T. guidelines, goals should be |
measurable |
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The most popular approach to increasing goal commitment is |
encouraging workers' participation in goal setting |
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The last step in effective planning is to |
maintain flexibility in planning |
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Which of the following is an accepted method for tracking progress toward goal achievement? |
Gathering and providing performance feedback |
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_____ planning allows companies to maintain flexibility by making small simultaneous investments in many alternative plans. |
Options-based |
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Top management is responsible for developing ____. |
Strategic Plans |
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A(n) _____ is a brief, two-sentence statement of a company's purpose for existing. |
b. organizational mission |
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_____ plans specify how a company will use resources, budgets, and people to accomplish specific goals within its mission. |
Tactical |
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Who among the following is responsible for the creation of tactical plans? |
b. Middle managers |
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Management by objectives (MBO) is a management technique often used to develop and carry out. |
e. tactical plans |
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Which of the following is the first step in management by objectives? |
d. Discussing possible goals |
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Who among the following is responsible for developing operational plans? |
a. Lower-level managers |
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The ____ is a type of operational plan that saves managers time because it is created once and then used repeatedly to handle frequently recurring events. |
c. standing plan |
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A laptop manufacturer has created a set of methods to deal with specific technical issues raised by customers. These methods are _____. |
e. standing plans |
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____ are types of standing plans.
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Policies and procedures
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Which of the following is the most specific type of standing plan?
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Rules and regulations
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Budgets are a type of ____ plans.
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operational
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____ is the process of choosing a solution from available alternatives.
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Decision making
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____ is a systematic process of defining problems, evaluating alternatives, and choosing optimal solutions.
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. Rational decision making
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A ____ exists when there is a gap between a desired state (what managers want) and an existing state (the situation that the managers are facing).
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problem
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____ occurs when managers choose an alternative that is good enough, rather than the best possible alternative.
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Satisficing
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Groupthink occurs in ____.
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b. highly cohesive groups where there is a great deal of pressure to agree with each other
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____ is the emotional reaction that can occur when disagreements become personal rather than professional.
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b. A-type conflict
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______ are the assets, capabilities, processes, information, and knowledge that an organization uses to improve its effectiveness and efficiency, to create and sustain competitive advantage, and to fulfill a need or solve a problem.
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Resources
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Organizations can achieve a _____ by using their resources to provide greater value for customers than competitors can.
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c. competitive advantage
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A _____ resource is a resource that is not controlled or possessed by many competing firms.
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rare
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The strategy-making process begins with:
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c. the assessment of the need for strategic change.
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_____ is a discrepancy between a company's intended strategy and the strategic actions managers take when actually implementing that strategy.
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e. Strategic dissonance
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A _____ is an assessment of the strengths and weaknesses in an organization's internal environment and the opportunities and threats in its external environment.
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a. situational analysis
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Which of the following is an example of core capabilities of an organization?
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c. The organization's skill in maintaining large inventories effectively.
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_____ are the central companies in a strategic group.
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d. Core firms
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In the context of the strategic reference point theory, the _____ strategy aims to protect an existing competitive advantage.
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a. risk-avoiding
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Which of the following is an example of a common approach to corporate-level strategy?
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d. Grand strategies
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_____ is a strategy for reducing risk by buying a variety of items so that the failure of one stock or one business does not doom the entire portfolio.
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Diversification
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_____ is defined as the purchase of a company by another company.
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Acquisition
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The _____ is a portfolio strategy that managers use to categorize their corporation's businesses by growth rate and relative market share. This strategy helps them to decide how to invest corporate funds.
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e. BCG matrix
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The research on diversification in portfolio management indicates that the best approach is probably _____.
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e. related diversification
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The purpose of a _____ strategy is to increase profits, revenues, market share, or the number of places (stores, offices, locations) in which the company does business.
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growth
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Companies often choose a _____ strategy when their external environment doesn't change much or after they have struggled with periods of explosive growth.
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e. stability
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_____ consists of the strategic actions that a company takes to return to a growth strategy.
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Recovery
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A(n) _____ strategy is a corporate strategy that addresses the question "How should we compete in this line of business?"
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a. industry-level
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Which of the following is NOT one of the five industry forces that determine an industry's overall attractiveness and potential for long-term profitability?
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d. Organizational synergy
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_____ is the measure of the intensity of competitive behavior between companies in an industry.
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a. Character of the rivalry
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_____ strategies typically work in market niches that competitors have overlooked or have difficulty serving.
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Focus
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An industry-level strategy that is best suited to changes in the organization's external environment is a(n)_____ strategy.
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adaptive
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A company that is seeking to grow by taking risks and looking for innovations is best characterized as a(n) _____.
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prospector
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_____ is the rivalry between two companies that offer similar products and services, acknowledge each other as rivals, and act and react to each other's strategic actions.
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e. Direct competition
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Resource similarity and _____ are factors that determine the extent to which firms will be in direct competition with each other.
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b. market commonality
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Organizational _____ is the successful implementation of creative ideas in organizations.
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innovation
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A technology _____ begins with the birth of a new technology and ends when that technology reaches its limits and dies as it is replaced by a newer, substantially better technology.
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cycle
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Nearly all technology cycles follow the typical _____ pattern of innovation.
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a. S-curve
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_____ is defined as the knowledge, tools, and techniques used to transform inputs into outputs.
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Technology
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Over the long run, the best way for a company to sustain competitive advantage is to create _____ year after year.
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b. innovation streams
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____ is the phase of a technology cycle characterized by technological substitution and design competition.
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b. Discontinuous change
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_____ occurs when customers purchase new technologies to replace older technologies.
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b. Technological substitution
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In _____, the old technology and several different new technologies fight to establish a new technological standard or dominant design.
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e. design competition
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Which of the following is a characteristic of discontinuous change?
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a. Design competition
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When the first cell phone was released, only a few people could afford to buy it. Over the years, mobile manufacturers improved the phone designs and features and also reduced their cost to make them more affordable. This signaled the shift to the _____ stage of the technology cycle.
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e. incremental change
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The phases of a technology cycle within an innovation stream begins with:
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c. technological discontinuity.
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A technology can become a dominant design if:
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a. it solves a practical problem.
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_____ are defined as workplace cultures in which workers perceive that new ideas are welcomed, valued, and encouraged.
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b. Creative work environments
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Which of the following is NOT one of the components of creative work environments?
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e. Organizational impediments
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The _____ approach to innovation assumes that innovation is occurring within a highly uncertain environment.
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experiential
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Which of the following is NOT a part of the experiential approach to innovation?
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b. Design lockout
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The _____ approach to managing innovation assumes that innovation is a predictable process made up of a series of steps and that reducing the time it takes to complete those steps can speed up innovation.
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compression
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It is appropriate to use a(n) _____ approach to manage innovation in more certain environments, in which the goals are lower costs and incremental improvements in the performance and function of an existing technological design.
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compression
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The first step in the compression approach to innovation is _____.
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planning
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When companies don't anticipate, recognize, neutralize, or adapt to the internal or external pressures that threaten their survival, it results in _____.
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a. organizational decline
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Which of the following is a characteristic of the inaction stage of organizational decline?
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e. Managers wrongly assume that they can easily correct the problems, so they don't feel the situation is urgent.
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According to social psychologist Kurt Lewin, _____ lead to differences in the form, quality, or condition of an organization over time.
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d. change forces
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Which of the following statements about resistance to change is true?
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c. It is caused by misunderstanding and distrust.
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The three steps in the basic process of managing organizational change outlined by Kurt Lewin are ____.
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d. unfreezing, change intervention, and refreezing
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Organizational development _____.
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c. emphasizes employee participation in diagnosing, solving, and evaluating problems
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