Complete Test Bank for Strategic
Management Text and Cases, 11th
Edition Dess, Chapters 1 - 13 (PDF)
General Management Perspective - answer-A capacity for appreciating the issues associated
with organizational performance.
Strategic Leadership Perspective - answer-Having a cross-enterprise leadership perspective.
Job of the General Manager - answer-Create, capture, and appropriately distribute value for the
enterprise.
Fourth Fundamental Component of General Manager's Job - answer-Assessing performance.
Organizational Performance Measures - answer-The health of the organization and the
operational performance of the firm.
Starting Position Understanding - answer-Creating a meaningful and solid assessment of
company performance.
Typical Measures of Operating Performance - answer-Profitability, financial position, and
market performance.
Financial Position Indicator - answer-Leverage ratios.
1
,Management Understanding Failures - answer-Negative feedback to upper-level managers may
be implicitly or explicitly discouraged.
Common Measures of Operating Performance - answer-Sales revenue and gross margin.
Common Measure of Organizational Health - answer-Employee satisfaction rates.
Type of Organization with Negative Operational Performance and Positive Organizational
Health - answer-A complacent organization.
Type of Organization with Positive Operational and Organizational Performance - answer-A
healthy organization.
An organization in crisis - answer-An enterprise where operating performance is positive and
organizational health is negative.
A troubled organization - answer-An enterprise where both operating and organizational
performance are negative.
A complacent organization - answer-An enterprise where operating performance is positive and
organizational health is also positive.
A healthy organization - answer-An enterprise where both operating performance and
organizational health are positive.
Vision statement purpose - answer-To prevent confusion over the purpose of the business.
2
, Components of a vision - answer-A vision consists of a guiding philosophy and a tangible image.
Core purpose and core values - answer-They represent an organization's guiding philosophy.
Apple's name change in 2007 - answer-An example of carrying out a public relations exercise.
Envisioned future timeframe - answer-Core values and core purpose need to be paired with a
vivid description that is reachable in over 10 years.
Good vision statements - answer-Best described as feasible and challenging.
Difference between vision and strategy - answer-The vision provides broad direction; strategy
sets general priorities.
Difference between tactics and strategy - answer-Tactics focus on short term; strategy focuses
on long term.
Failure to translate vision into strategy - answer-Sometimes known as strategic drift.
General manager's job aspects - answer-Setting direction and developing the business plan
must be addressed before the strategy-making process can begin.
General manager's responsibility - answer-An individual who has responsibility for all functional
aspects of the business.
3
Management Text and Cases, 11th
Edition Dess, Chapters 1 - 13 (PDF)
General Management Perspective - answer-A capacity for appreciating the issues associated
with organizational performance.
Strategic Leadership Perspective - answer-Having a cross-enterprise leadership perspective.
Job of the General Manager - answer-Create, capture, and appropriately distribute value for the
enterprise.
Fourth Fundamental Component of General Manager's Job - answer-Assessing performance.
Organizational Performance Measures - answer-The health of the organization and the
operational performance of the firm.
Starting Position Understanding - answer-Creating a meaningful and solid assessment of
company performance.
Typical Measures of Operating Performance - answer-Profitability, financial position, and
market performance.
Financial Position Indicator - answer-Leverage ratios.
1
,Management Understanding Failures - answer-Negative feedback to upper-level managers may
be implicitly or explicitly discouraged.
Common Measures of Operating Performance - answer-Sales revenue and gross margin.
Common Measure of Organizational Health - answer-Employee satisfaction rates.
Type of Organization with Negative Operational Performance and Positive Organizational
Health - answer-A complacent organization.
Type of Organization with Positive Operational and Organizational Performance - answer-A
healthy organization.
An organization in crisis - answer-An enterprise where operating performance is positive and
organizational health is negative.
A troubled organization - answer-An enterprise where both operating and organizational
performance are negative.
A complacent organization - answer-An enterprise where operating performance is positive and
organizational health is also positive.
A healthy organization - answer-An enterprise where both operating performance and
organizational health are positive.
Vision statement purpose - answer-To prevent confusion over the purpose of the business.
2
, Components of a vision - answer-A vision consists of a guiding philosophy and a tangible image.
Core purpose and core values - answer-They represent an organization's guiding philosophy.
Apple's name change in 2007 - answer-An example of carrying out a public relations exercise.
Envisioned future timeframe - answer-Core values and core purpose need to be paired with a
vivid description that is reachable in over 10 years.
Good vision statements - answer-Best described as feasible and challenging.
Difference between vision and strategy - answer-The vision provides broad direction; strategy
sets general priorities.
Difference between tactics and strategy - answer-Tactics focus on short term; strategy focuses
on long term.
Failure to translate vision into strategy - answer-Sometimes known as strategic drift.
General manager's job aspects - answer-Setting direction and developing the business plan
must be addressed before the strategy-making process can begin.
General manager's responsibility - answer-An individual who has responsibility for all functional
aspects of the business.
3
