Deck 10: Implementing Strategy

Question 1

The options for addressing gaps between available and required skills within the workforce are fewer under what type of situation?

A) anticipatory
B) transactional
C) reactionary
D) crisis

Answer 1

D

Question 2

A crisis change situation is often characterized by

A) significant time pressure and low internal commitment
B) high internal commitment and low management capability
C) high management capability and significant pressure
D) low internal commitment and resistance to change

Answer 2

B

Question 3

A key resource for managers in anticipatory change situations is

A) weak competitors
B) personal credibility
C) limited tenure in the position
D) favourable economic conditions

Answer 3

B

Question 4

Strategy should encompass

A) demands of the marketplace
B) internal and external factors
C) organizational capabilities
D) economic factors

Question 5

Strategy formulation and implementation are

A) related to the preferences of the management
B) integrated processes
C) the concerns of senior management only
D) discrete operations

Question 6

When assessing the organizational readiness of employees, managers need to consider

A) commitment and capability
B) passion and commitment
C) stamina and engagement
D) knowledge and experience

Question 7

One of the functions of the Diamond-E analysis process is to identify the

A) change agenda
B) priorities of the Board of Directors
C) product market focus
D) assess the strength of the competition

Question 8

One of the ways change needs can be classified is

A) anticipatory or reactive
B) pushed by the management or pulled by the employees
C) behavioural or non-behavioural
D) immediate or long-term

Question 9

Organizational readiness refers to the

A) financial health of the organization
B) the degree of focus associated with the change agenda
C) preferences of the management team
D) change commitment of employees

Question 10

In an organization that is currently outperforming its industry, the need for change is likely to be

A) mandated
B) anticipatory
C) reactionary
D) urgent

Question 11

A major challenge in crisis change situations is

A) uncommitted employees
B) a lack of clarity
C) seriously depleted resources
D) a need for order

Question 12

One of the challenges faced by managers wishing to implement strategic change is

A) financial constraints
B) organizational readiness
C) priorities of the Board of Directors
D) likelihood of a competitive response

Question 13

One of the tensions in the strategic planning process is between

A) demands of suppliers and the needs of customers
B) goals of the firm and the choice of tactics
C) how a firm should organize itself and the preferences of the management
D) what a firm needs to do and what it can do

Question 14

A key decision faced by managers in developing a strategic change plan is in deciding

A) how to present the plan
B) when to advise the Board of Directors
C) who should lead the process
D) how to inform employees

Question 15

In reactive change situations, managers need to concentrate on the

A) bottom line
B) personal credibility
C) priorities of the Board of Directors
D) core business activities

Question 16

One of the more troublesome aspects of resistance to change is

A) passive resistance
B) a lack of clarity
C) limited collaboration
D) unexamined realities

Question 17

One of the ways urgency can be classified is as

A) present or future oriented
B) mandated or discretionary
C) anticipatory or reactive
D) need to do or want to do

Question 18

Anticipatory change situations are the most challenging for managers because there is

A) low management capability
B) limited capacity for change
C) a disconnect between strategy and vision
D) no sense of urgency

Question 19

In developing the starting position for a change agenda, it is useful to consider the

A) mission of the organization
B) reaction of key competitors
C) impact on corporate governance
D) degree of urgency

Question 20

In an organization that has been doing well but in recent months has started to see its performance decline, the need for change is likely to be

A) reactionary
B) urgent
C) anticipatory
D) mandated

Question 21

In crisis change situations, gaps in the capabilities of the target group are unlikely to be addressed in the short term.

Question 22

It is difficult to formulate and execute strategy without the involvement of front-line employees,

Question 23

Evidence suggests that insiders have the best chance for managing a firm through a crisis change situation.

Question 24

Urgency driven by personal motivations needs to be consistent with

A) product market focus
B) competitive rivalry
C) shareholder expectations
D) the business agenda

Question 25

If the change agenda is perceived to be necessary, resistance to change is reduced.

Question 26

One of the mechanisms used by executives to close gaps in their knowledge is to

A) appoint someone else to lead the change initiative
B) reduce the scope of the change initiative
C) hire a consultant
D) extend the period of implementation

Question 27

In situations where performance is in serious decline, the internal commitment to change is likely to be high.

Question 28

Minimal compliance is considered a form of passive resistance.

Question 29

In situations where performance is improving over time, the urgency for change is likely to be reactionary.

Question 30

One of the key challenges faced by managers in crisis change situations is a depleted resource base.

Question 31

A common obstacle associated with implementing strategic change is a lack of organizational readiness.

Question 32

The change agenda could include behavourial as well as non-behavioural issues.

Question 33

Target group readiness is comprised of commitment and capability.

Question 34

Resistance to change is more likely in situations characterized by ambiguity.

Question 35

When newly appointed executives actively promote a change agenda, the driver may be

A) shareholder pressures
B) employee resistance
C) competitive rivalry
D) career considerations

Question 36

In situations where an industry is beginning to undergo some form of transformation, the change agenda is likely to be anticipatory.

Question 37

Management response to time pressures associated with deteriorating performance is what determines whether a change agenda is reactionary or crisis.

Question 38

Financial measures are considered leading indicators of performance.

Question 39

According to Kotter, one of the key tasks of effective general managers in change situations is

A) managing their time
B) addressing personal knowledge gaps
C) evaluating the capabilities of their direct reports
D) building networks

Question 40

As part of their assessment of organizational readiness, managers need to consider

A) customer resistance
B) supplier cooperation
C) personal capabilities
D) competitive reactions

Question 41

Individuals on the front-line of an organization do not necessarily need to be strategic thinkers.

Question 42

For middle managers, the key challenge in strategic change situations is in translating the language of strategy into operational terms for employees.

Question 43

One of the key tasks of a general manager is considered to be building networks.

Question 44

In crisis change situations, the leadership capabilities do not factor into the organizational assessment of readiness.

Question 45

One of the reasons for shrinking a business in a crisis change situation is to simplify the business to the point where it can be operated effectively with available resources.

Question 46

The urgency of the change agenda for the manager should be in keeping with the urgency of the change agenda for the organization.

Question 47

The target groups in a change situation assess managerial capabilities in terms of credibility and power.

Question 48

Once the change agenda has been developed, the next step is to create a specific action plan.

Question 49

A middle manager usually has only two relationships to manage: superior and subordinate.

Question 50

Organizational readiness for strategic change depends on the commitment and capabilities of all stakeholders.