MGMT 425 LATEST 2026 TEST PAPER QUESTIONS AND
ANSWERS RATED A+
✔✔The three components of building a capable organization are: - ✔✔D. staffing the
organization, acquiring, developing, and strengthening key resources and competitive
capabilities, and structuring the organization and work effort
✔✔Building an organization capable of good strategy execution entails: - ✔✔A. staffing
the organization, acquiring, developing, and strengthening key resources and
competitive capabilities, and structuring the organization and work effort.
✔✔Putting together a capable top management team with the right mix of experiences,
skills, and abilities: - ✔✔D. entails filling key managerial slots with smart people who are
clear thinkers, good at figuring out what needs to be done, and who are skilled in
"making it happen" and delivering good results
✔✔Which of the following is one of the first steps to take in launching the strategy
execution process? - ✔✔D. Put together a talented mgmt team with the right mix of
experiences, skills, and abilities to get things done
✔✔The paramount aim in building a mgmt team should be to: - ✔✔B. assemble a
criticalmass of talented managers who can function as agents of change, work well
together as a team, and produce organizational results that are dramatically better than
what one or two star managers acting individually can achieve
✔✔Recruiting and retaining capable employees - ✔✔B. is important because the quality
of an organization's people is always an essential ingredient of successful strategy
execution. Knowledgeable, engaged employees are a company's best source of
creative ideas for the nuts-and-bolts improvements that lead to operating excellence
✔✔Which one of the following statements about recruiting and retaining capable
employees is false? - ✔✔C. Recruiting and retaining capable employees are usually
much more important to good strategy execution and the achievement of true operating
excellence than is assembling a capable top mgmt team.
✔✔Which of the following is generally NOT among the common practices that
companies use to staff jobs with talented people, particularly if intellectual capital greatly
aids good strategy execution? - ✔✔C. eliminating the bottom 10 percent of the lowest-
performing employees each year to increase the overall quality performance metrics to
above-average industry standards
✔✔In companies where intellectual capital is crucial to good strategy execution, which
of the following is generally NOT among the practices companies use to establish a
, talented knowledge base? - ✔✔C. Coaching average performers to improve their skills
and capabilities, while weeding out underperformers and benchwarmers
✔✔Good strategy execution requires which of the following? - ✔✔A. Putting those
resources and capabilities into place, strengthening them as needed and then modifying
them as market conditions evolve.
✔✔A dynamic capability: - ✔✔A. is the ongoing capacity to modify existing resources
and capabilities to create new ones.
✔✔The most common approaches to capability building include: - ✔✔A. internal
development
✔✔The capability building process: - ✔✔A. requires two things: 1) developing the ability
to do something, however imperfectly or inefficiently, and 2) molding these efforts in an
organizational ability and as experience grows and personnel perform the activity
consistently well and at an acceptable cost, it is transformed into a tried-and-true
competence as they continue to polish and refine their know-how into further
improvements, they then create a real competitive capability.
✔✔Core competencies and competitive capabilities: - ✔✔C. are usually bundles of skills
and know-how that must often grow out of the collaborative efforts of cross-functional
work groups and departments performing complementary activities at different locations
in a firm's value chain
✔✔Which of the following is NOT one of the traits of the capability building process? -
✔✔A. core competencies or capabilities are usually the product of astute company
efforts to hire and train talented employees
✔✔The traits of the capability building process involve which of the following? - ✔✔E. all
of these [evolving changes in customers needs, concentrating more effort and talent
than rivals on deepening and strengthening a competence or capability, core
competencies or capabilities that are most often bundles of skills and know-how that
grow out of combined efforts of cross-functional work groups, bolster skills that
contribute to earlier successes or to respond to customer problems, new tech and
market opportunities, and the competitive maneuvering of rivals
✔✔Which of the following statements about developing organizational competencies
and capabilities is false? - ✔✔D. building organizational capabilities is best and most
cost-effectively accomplished by hiring a cadre of people with the right talent and
expertise, putting them together in a single work group, and then teaming the work
group with key strategic allies/partners to mesh the skills expertise and competencies
needed
ANSWERS RATED A+
✔✔The three components of building a capable organization are: - ✔✔D. staffing the
organization, acquiring, developing, and strengthening key resources and competitive
capabilities, and structuring the organization and work effort
✔✔Building an organization capable of good strategy execution entails: - ✔✔A. staffing
the organization, acquiring, developing, and strengthening key resources and
competitive capabilities, and structuring the organization and work effort.
✔✔Putting together a capable top management team with the right mix of experiences,
skills, and abilities: - ✔✔D. entails filling key managerial slots with smart people who are
clear thinkers, good at figuring out what needs to be done, and who are skilled in
"making it happen" and delivering good results
✔✔Which of the following is one of the first steps to take in launching the strategy
execution process? - ✔✔D. Put together a talented mgmt team with the right mix of
experiences, skills, and abilities to get things done
✔✔The paramount aim in building a mgmt team should be to: - ✔✔B. assemble a
criticalmass of talented managers who can function as agents of change, work well
together as a team, and produce organizational results that are dramatically better than
what one or two star managers acting individually can achieve
✔✔Recruiting and retaining capable employees - ✔✔B. is important because the quality
of an organization's people is always an essential ingredient of successful strategy
execution. Knowledgeable, engaged employees are a company's best source of
creative ideas for the nuts-and-bolts improvements that lead to operating excellence
✔✔Which one of the following statements about recruiting and retaining capable
employees is false? - ✔✔C. Recruiting and retaining capable employees are usually
much more important to good strategy execution and the achievement of true operating
excellence than is assembling a capable top mgmt team.
✔✔Which of the following is generally NOT among the common practices that
companies use to staff jobs with talented people, particularly if intellectual capital greatly
aids good strategy execution? - ✔✔C. eliminating the bottom 10 percent of the lowest-
performing employees each year to increase the overall quality performance metrics to
above-average industry standards
✔✔In companies where intellectual capital is crucial to good strategy execution, which
of the following is generally NOT among the practices companies use to establish a
, talented knowledge base? - ✔✔C. Coaching average performers to improve their skills
and capabilities, while weeding out underperformers and benchwarmers
✔✔Good strategy execution requires which of the following? - ✔✔A. Putting those
resources and capabilities into place, strengthening them as needed and then modifying
them as market conditions evolve.
✔✔A dynamic capability: - ✔✔A. is the ongoing capacity to modify existing resources
and capabilities to create new ones.
✔✔The most common approaches to capability building include: - ✔✔A. internal
development
✔✔The capability building process: - ✔✔A. requires two things: 1) developing the ability
to do something, however imperfectly or inefficiently, and 2) molding these efforts in an
organizational ability and as experience grows and personnel perform the activity
consistently well and at an acceptable cost, it is transformed into a tried-and-true
competence as they continue to polish and refine their know-how into further
improvements, they then create a real competitive capability.
✔✔Core competencies and competitive capabilities: - ✔✔C. are usually bundles of skills
and know-how that must often grow out of the collaborative efforts of cross-functional
work groups and departments performing complementary activities at different locations
in a firm's value chain
✔✔Which of the following is NOT one of the traits of the capability building process? -
✔✔A. core competencies or capabilities are usually the product of astute company
efforts to hire and train talented employees
✔✔The traits of the capability building process involve which of the following? - ✔✔E. all
of these [evolving changes in customers needs, concentrating more effort and talent
than rivals on deepening and strengthening a competence or capability, core
competencies or capabilities that are most often bundles of skills and know-how that
grow out of combined efforts of cross-functional work groups, bolster skills that
contribute to earlier successes or to respond to customer problems, new tech and
market opportunities, and the competitive maneuvering of rivals
✔✔Which of the following statements about developing organizational competencies
and capabilities is false? - ✔✔D. building organizational capabilities is best and most
cost-effectively accomplished by hiring a cadre of people with the right talent and
expertise, putting them together in a single work group, and then teaming the work
group with key strategic allies/partners to mesh the skills expertise and competencies
needed
