BAM560 Unit-3 Examination

Q1) Conflict in an organization is:
always bad
always good
not always bad
a sign of bankruptcy
completely avoidable

Q2) What are the three categories of approaches for managing and resolving conflict?
avoidance, defusion, and confrontation
avoidance, apathy, and defusion
ignorance, indifference, and apathy
defusion, apathy, and avoidance
indifference, avoidance, and role-playing

Q3) Which approach for managing and resolving conflict involves exchanging members of conflicting parties so that each can gain an appreciation of the other's point of view?
avoidance
resistance
compliance
defusion
confrontation

Q4) Which approach for managing and resolving conflict involves ignoring the problem in hopes that the conflict will resolve itself?
avoidance
resistance
compliance
defusion
confrontation

Q5) Which approach for managing and resolving conflict involves playing down differences between conflicting parties, while accentuating similarities and common interests?
avoidance
resistance
compliance
defusion
confrontation

Q6) Why do changes in company strategy often require changes in the way an organization is structured?
Structure dictates how goals and objectives will be established.
Structure dictates how resources will be allocated.
Structure should be designed to facilitate the strategic pursuit of a firm.
all of the above
none of the above

Q7) What type of organizational structure promotes specialization of labor and allows rapid decision making?
divisional structure by product
functional structure
divisional structure by customer
strategic business unit
matrix structure

Q8) Which organizational structure is the most widely used?
departmental
strategic business unit
functional
decentralized
matrix

Q9) Medium-sized firms tend to use which type of structure?
divisional
matrix
SBU
functional
centralized

Q10) Which statement is NOT true?
Improved quality and service often result from an improved management information system.
In many firms, information technology is doing away with the workplace and allowing  employees to work at home or anywhere, anytime.
Like inventory and human resources, information is now recognized as a valuable organizational asset that can be controlled and managed.
Having an effective management information system may be the most important factor in differentiating successful from unsuccessful firms.
Computer vulnerability has been eradicated by recent innovations, and it is now possible to secure and safeguard all corporate communications, files, and business conducted over the Internet.

Q11) The first step in performing projected financial analysis is to:
estimate increases in debt.
take an inventory of goods.
calculate the projected net income.
prepare the projected balance sheet.
prepare the projected income statement.

Q12) Which element in the projected income statement CANNOT be forecasted using the percentage-of-sales method?
Interest expense
Cost of goods sold
Administrative expense
Selling expense
All of these items can be forecasted using the percentage-of-sales method.

Q13) Which of these is the most common type of budgeting time frame?
Annual
Monthly
Quarterly
Every decade
Daily

Q14) What entails developing schematic representations that reflect how your products or services compare to competitors' on dimensions most important to success in the industry?
perceptual mapping
market segmentation
market penetration
unrelated diversification
capital budgeting

Q15) Which is NOT a required step in perceptual mapping?
Select key criteria that effectively differentiate products or services in the industry.
Serve two segments with the same strategy.
Plot major competitors' products or services in the resultant matrix.
Identify areas in the positioning map where the company's products or services could be most competitive in the given target market.
Develop a marketing plan to position the company's products and services appropriately
Q16) An area on a perceptual map without ideal points indicates a:
market segment
demand void
vacant niche
multidimensional scale
product reposition

Q17) Multidimensional scaling is used to determine:
the size of a new building
the size of a new department
the amount of high-tech equipment a firm needs
perceptual mapping
market segmentation

Q18) If success for one organizational department means failure for another department, then strategies may be:
synergistic.
inconsistent.
trendy.
feasible.
advantageous.

Q19) A revised ________ should focus on changes in the organization's management, marketing, finance and accounting, production and operations, research and development (R&D), and management information systems (MIS) strengths and weaknesses.
EPM matrix
vision
IFE matrix
mission
EFE matrix

Q20) What corrective actions might a firm take during strategy evaluation?
Revise objectives.
Sell a division.
Revise the business mission.
Issue stock.
all of the above

Q21) Research suggests that which of the following is one of the best ways to overcome individuals' resistance to change in strategy evaluation?
Participation
Rational argument
Emotional reactions
Laissez-faire system
Command-and-control

Q22) Which of the following is NOT a key attribute that serves as one of the evaluative criteria for Fortune's "America's Most Admired Companies"?
Amount of physical resources
People management
Innovativeness
Social responsibility
Financial soundness

Q23) Corrective action should do all of the following EXCEPT:
improve internal weaknesses.
avoid external opportunities.
strengthen an organization's competitive position.
capitalize upon internal strengths.
avoid external threats.

Q24) Which of the following is true regarding the design of a firm's strategy-evaluation system?
It should be determined based on the unique characteristics of a company.
It does not need to take into account the organization's size.
There is one ideal system.
The management style of a firm has no bearing on the design.
There is a one-size-fits-all system that works for all companies.

Q25) All of the following are reasons to be completely open as opposed to secretive with the strategy process EXCEPT:
Openness limits rival firms from imitating or duplicating the firm's strategies.
All levels of today's workforce exhibit increased education and diversity, making such contributions valuable.
Stakeholders have greater basis for understanding and committing to a firm that is open.
Managers, employees and other stakeholders can readily contribute to the process.
Participation and openness enhance understanding, commitment and communication within the firm.