Understanding Business Strategy Concepts Plus 3rd Edition by R. Duane Ireland Test Bank
Digital item No Waiting Time Instant DownloadEdition:3rdAuthor, Robert E. Hoskisson, Michael A. HittPublisher: Cengage Learning; 3rd edition (April 29, 2011ISBN-13: 978-0538476812ISBN-10: 0538476818
Original price was: $55.00.$20.00Current price is: $20.00.
Understanding Business Strategy Concepts Plus 3rd Edition by R. Duane Ireland Test Bank
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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