Test Bank for Understanding Business Strategy Concepts Plus 3rd Edition by R. Duane Ireland
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Test Bank for Understanding Business Strategy Concepts Plus 3rd Edition by R. Duane Ireland is a valuable resource for students seeking to master the fundamentals of business strategy. This comprehensive test bank offers a wide array of practice questions and answers, covering key concepts such as strategic analysis, formulation, implementation, and competitive advantage. By utilizing this resource, you can reinforce your understanding of strategic management principles, enhance your critical thinking skills, and confidently approach your exams.
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- Edition:3rd
- Author, Robert E. Hoskisson, Michael A. Hitt
- Publisher: Cengage Learning;
- ISBN-13: 978-0538476812ISBN-10: 0538476818
Test Bank for Understanding Business Strategy Concepts Plus 3rd Edition by R. Duane Ireland
Chapter 2 – Leading Strategically
TRUE/FALSE
1.The job of strategic leadership is reserved for top managers. Managers at lower levels can not be strategic leaders.
ANS: F PTS: 1 REF: Page 26 OBJ: Learning Objective 1
KEY:Comprehension
MSC:AACSB: Analytic | Management: Leadership Principles | Dierdorff & Rubin: Learning, Motivation, & Leadership
2.In order to be successful, strategic leaders must only make revolutionary changes when they are new to an organization.
ANS: F PTS: 1 REF: Page 26-28 OBJ: Learning Objective 1
KEY:Comprehension
MSC:AACSB: Analytic | Management: Leadership Principles | Dierdorff & Rubin: Learning, Motivation, & Leadership
3.The jobs of CEO and Chairman of the Board of Directors are essentially the same.
ANS: F PTS: 1 REF: Page 25-26 OBJ: Learning Objective 1
KEY:Conceptual
MSC: AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills
4.Today’s strategic leaders generally involve others in strategic management.
ANS: T PTS: 1 REF: Page 29 OBJ: Learning Objective 1
KEY:Comprehension
MSC: AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Learning, Motivation, & Leadership
5.Developing the top management team and a plan for management succession are important strategic leadership actions.
ANS: T PTS: 1 REF: Page 29-31 OBJ: Learning Objective 1
KEY:Knowledge
MSC: AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Learning, Motivation, & Leadership
6.A company’s mission statement should be more concrete than the vision.
ANS: T PTS: 1 REF: Page 28 OBJ: Learning Objective 2
KEY:Knowledge
MSC: AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills
7.When firms are performing poorly they are more likely to use an outside CEO succession.
ANS: T PTS: 1 REF: Page 28 OBJ: Learning Objective 4
KEY:Comprehension
MSC: AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills
8.Wal-Mart was ranked #1 on Fortune’s Most Admired Companies rankings from 2006-2008..
ANS: F PTS: 1 REF: Page 29 OBJ: Learning Objective 2
KEY:Knowledge
MSC: AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills
9.The top management team at most firms is composed of people with the title of General Manager and higher.
ANS: F PTS: 1 REF: Page 29-30 OBJ: Learning Objective 3
KEY:Knowledge
MSC: AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills
10.When CEOs select members of their top management team, they usually prefer people who think differently from them and who will be willing to disagree with them.
ANS: F PTS: 1 REF: Page 29 OBJ: Learning Objective 3
KEY:Comprehension
MSC: AACSB: Analytic | Management: Strategy | Dierdorff & Rubin: Strategic & Systems Skills
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