SMGT QUESTIONS AND CORRECT DETAILED ANSWERS
(VERIFIED ANSWERS) |ALREADY GRADED A+||BRAND NEW
A strategy can be defined as a set of related actions that managers take
to increase their company's performance. Ans✓✓✓T
Strategic leadership is concerned with how to most effectively manage a
company's strategy-making process to create competitive advantage.
Ans✓✓✓T
To increase shareholder value, managers must pursue strategies that
increase revenue and market share, whether the results are profitable or
not. Ans✓✓✓F
A firm obtains competitive advantage when its strategy results in
superior performance relative to its competitors. Ans✓✓✓T
ROIC is a measure of how efficiently and effectively managers use the
capital at their disposal to produce profitability. Ans✓✓✓T
The profit growth of a company can be measured by the increase in its
stock price over time. Ans✓✓✓F
A business model is managers' conception of how the set of strategies
their company pursues should mesh together into a congruent whole,
thus enabling the company to gain a competitive advantage and achieve
superior profitability and profit growth. Ans✓✓✓T
,One of the factors that distinguishes organizations in the nonprofit sector
from for-profit businesses is the lack of concern for strategic
management. Ans✓✓✓F
General managers bear responsibility for the overall performance of the
company or for one of its major self-contained subunits or divisions.
Ans✓✓✓T
The CEO is a company's principal general manager. Ans✓✓✓T
The final component of the strategic management process is crafting the
organization's mission statement, which provides the framework or
context within which strategies are formulated. Ans✓✓✓F
Fortunately, the concepts vision and mission can be used
interchangeably. Ans✓✓✓F
The mission of a company lays out some desired future state and
articulates what the company would like to achieve. Ans✓✓✓F
Unfortunately, values are personal and have little to do with
organizational culture or competitive advantage. Ans✓✓✓F
,Well-constructed goals provide a means by which the performance of
managers can be evaluated. Ans✓✓✓T
SWOT analysis is implemented to fine-tune strategies. Ans✓✓✓T
SWOT analysis concerns identifying strengths, weaknesses, options, and
threats. Ans✓✓✓F
The feedback loop in the model of the strategic management process
indicates that the process is ongoing; it never ends. Ans✓✓✓T
The traditional planning model suggests that a company's strategies are
the result of a plan from a highly structured process orchestrated by top
management. Ans✓✓✓T
Mintzberg's model suggests a company's realized strategy is the product
of whatever strategies are actually put into actionintended and emergent.
Ans✓✓✓T
Honda redefined the U.S. motorcycle industry with a brilliantly
conceived intented strategy. Ans✓✓✓F
In practice, the strategies of most organizations are probably a
combination of the intended and emergent strategies. Ans✓✓✓T
, Emergent strategies arise in a company with careful long-term planning.
Ans✓✓✓F
The great virtue of scenario planning is that managers must think outside
the box to anticipate what they might do in different situations.
Ans✓✓✓T
Research finds that leaders who exhibit a high degree of emotional
intelligence tend to be significantly less effective than those who do not.
Ans✓✓✓F
Given that they are developed through years of experience, rules of
thumb rarely if ever lead to severe errors in the decision making process.
Ans✓✓✓F
The principal driver(s) of shareholder value is (are)
a. profitability.
b. profit growth.
c. market share.
d. profitability and profit growth.
e. all of these choices. Ans✓✓✓D
A competitive advantage is considered to be a sustained competitive
advantage when the
a. advantage endures for a number of years.
(VERIFIED ANSWERS) |ALREADY GRADED A+||BRAND NEW
A strategy can be defined as a set of related actions that managers take
to increase their company's performance. Ans✓✓✓T
Strategic leadership is concerned with how to most effectively manage a
company's strategy-making process to create competitive advantage.
Ans✓✓✓T
To increase shareholder value, managers must pursue strategies that
increase revenue and market share, whether the results are profitable or
not. Ans✓✓✓F
A firm obtains competitive advantage when its strategy results in
superior performance relative to its competitors. Ans✓✓✓T
ROIC is a measure of how efficiently and effectively managers use the
capital at their disposal to produce profitability. Ans✓✓✓T
The profit growth of a company can be measured by the increase in its
stock price over time. Ans✓✓✓F
A business model is managers' conception of how the set of strategies
their company pursues should mesh together into a congruent whole,
thus enabling the company to gain a competitive advantage and achieve
superior profitability and profit growth. Ans✓✓✓T
,One of the factors that distinguishes organizations in the nonprofit sector
from for-profit businesses is the lack of concern for strategic
management. Ans✓✓✓F
General managers bear responsibility for the overall performance of the
company or for one of its major self-contained subunits or divisions.
Ans✓✓✓T
The CEO is a company's principal general manager. Ans✓✓✓T
The final component of the strategic management process is crafting the
organization's mission statement, which provides the framework or
context within which strategies are formulated. Ans✓✓✓F
Fortunately, the concepts vision and mission can be used
interchangeably. Ans✓✓✓F
The mission of a company lays out some desired future state and
articulates what the company would like to achieve. Ans✓✓✓F
Unfortunately, values are personal and have little to do with
organizational culture or competitive advantage. Ans✓✓✓F
,Well-constructed goals provide a means by which the performance of
managers can be evaluated. Ans✓✓✓T
SWOT analysis is implemented to fine-tune strategies. Ans✓✓✓T
SWOT analysis concerns identifying strengths, weaknesses, options, and
threats. Ans✓✓✓F
The feedback loop in the model of the strategic management process
indicates that the process is ongoing; it never ends. Ans✓✓✓T
The traditional planning model suggests that a company's strategies are
the result of a plan from a highly structured process orchestrated by top
management. Ans✓✓✓T
Mintzberg's model suggests a company's realized strategy is the product
of whatever strategies are actually put into actionintended and emergent.
Ans✓✓✓T
Honda redefined the U.S. motorcycle industry with a brilliantly
conceived intented strategy. Ans✓✓✓F
In practice, the strategies of most organizations are probably a
combination of the intended and emergent strategies. Ans✓✓✓T
, Emergent strategies arise in a company with careful long-term planning.
Ans✓✓✓F
The great virtue of scenario planning is that managers must think outside
the box to anticipate what they might do in different situations.
Ans✓✓✓T
Research finds that leaders who exhibit a high degree of emotional
intelligence tend to be significantly less effective than those who do not.
Ans✓✓✓F
Given that they are developed through years of experience, rules of
thumb rarely if ever lead to severe errors in the decision making process.
Ans✓✓✓F
The principal driver(s) of shareholder value is (are)
a. profitability.
b. profit growth.
c. market share.
d. profitability and profit growth.
e. all of these choices. Ans✓✓✓D
A competitive advantage is considered to be a sustained competitive
advantage when the
a. advantage endures for a number of years.
