Question 1

Successful prospector firms tend to be headed by CEOs with backgrounds in the areas of
A) research/engineering and general management.
B) accounting/finance, manufacturing/production, and general management.
C) marketing/sales.
D) human resources and strategy.
E) purchasing and logistics.

Accepted Answer

Prospector firms are characterized by a strong emphasis on innovation and a willingness to take risks. CEOs with backgrounds in research/engineering and general management are better suited to lead these types of firms as they possess the technical and strategic expertise needed to effectively develop and launch new products and services. Accounting/finance and manufacturing/production backgrounds may be useful for some prospector firms, but they do not necessarily align with the key characteristics and priorities of these organizations. Marketing/sales experience may also be helpful, but it is generally less important than technical and strategic expertise. Human resources and strategy backgrounds may be useful in certain contexts, but they are not typically the primary focus of prospector firms. Purchasing and logistics backgrounds are generally not as relevant to this type of organization, which is more focused on developing and launching new products and services than on managing its supply chain.

Question 2

Successful defender firms tend to be headed by CEOs with backgrounds in the areas of
A) research/engineering and general management.
B) accounting/finance, manufacturing/production, and general management.
C) marketing/sales.
D) human resources and strategy.
E) purchasing and logistics.

Accepted Answer

Defender firms need CEOs with expertise in both financial and operational aspects, and manufacturing/production as well as general management. Accounting/finance will help in managing finances, and manufacturing/production will help in streamlining the production process.

Question 3

All of the following reflect characteristics of a successful integration manager EXCEPT
A) a deep knowledge of the acquiring company.
B) a flexible management style.
C) an ability to work in cross-functional project teams.
D) a propensity to hire like-minded people.
E) a willingness to work independently.

Accepted Answer

A successful integration manager should have a diverse team with varying perspectives and skillsets. Hiring only like-minded people could lead to groupthink and hinder innovation.

Question 4

Which type of chief executive officer who is highly knowledgeable in other industries and can manage diverse product lines would be appropriate for a corporation following a diversification strategy?
A) professional liquidator
B) dynamic industry expert
C) turnaround specialist
D) analytical portfolio manager
E) cautious profit planner

Accepted Answer

An analytical portfolio manager is suitable for a corporation following a diversification strategy because they have the skills to manage and analyze a diverse range of products and investments, aligning with the needs of a diversified company.

Question 5

The process of replacing a key top manager is called
A) executive succession.
B) executive placement.
C) executive strategy.
D) executive search.
E) executive outside succession.

Accepted Answer

Executive succession refers to the process of replacing or planning for the replacement of a key top manager within an organization. This process is crucial for ensuring leadership continuity and organizational stability.

Question 6

Executives with a particular mix of skills and experiences may be classified as an executive type and paired with
A) a specific personal characteristic.
B) a specific corporate strategy.
C) a certain educational background.
D) a specific experience background.
E) a specific industry.

Accepted Answer

The answer of Executives with a particular mix of skills...

Question 7

To ensure employees are gaining the appropriate mix of experience to prepare employees for future responsibilities, many corporations move people from one job to another utilizing the technique of
A) job design.
B) job specialization.
C) job rotation.
D) job enlargement.
E) job enrichment.

Accepted Answer

Job rotation involves moving employees from one job to another to gain different experiences and skills, preparing them for future responsibilities. This technique helps to avoid boredom and burnout from performing the same job repeatedly while also ensuring employees have a well-rounded skillset. Job design, specialization, enlargement, and enrichment all focus on the specific design or characteristics of a single job, rather than moving employees between different jobs.

Question 8

Assessment centers have been able to accurately predict subsequent
A) job satisfaction.
B) job performance and career success.
C) organizational commitment.
D) organizational attachment.
E) management longevity.

Accepted Answer

Assessment centers have been shown to accurately predict job performance and career success. Research has shown that assessment centers can predict job performance with a validity coefficient of around .30 to .50, which is higher than traditional selection methods such as interviews or resumes. Assessment centers can also predict long-term career success, such as promotion rates and job satisfaction, with a validity coefficient of .40 or higher.

Question 9

Training is especially important in reinforcing the customer service culture at Zappos where
A) new employees are offered money to quit.
B) employees are just interested in getting a paycheck.
C) training does not include any tests.
D) a cost leadership strategy is being used.
E) little screening of employees occurs.

Accepted Answer

Zappos offers new employees $2,000 to quit during their initial training, which reinforces the idea that only those who truly want to work there and follow the customer service culture will stay. This helps to maintain and strengthen the customer service culture within the company.

Question 10

Successful analyzer firms tend to be headed by CEOs with backgrounds in the areas of
A) research/engineering and general management.
B) accounting/finance, manufacturing/production, and general management.
C) marketing/sales.
D) human resources and strategy.
E) purchasing and logistics.

Accepted Answer

The answer of Successful analyzer firms tend to be headed...

Question 11

Which of the following statements is not true concerning the career life cycle for top executives?
A) During the early years of executives' tenures, they tend to experiment extensively with product lines to learn about their business.
B) It is possible that a current CEO may not be appropriate to implement a new strategy.
C) The harvest stage occurs when executives' accumulated knowledge allows them to reduce experimentation and increase performance.
D) There is an inverted U-shaped relationship between top executive tenure and the firm's financial performance.
E) The length of time spent in each stage is relatively stable for all CEOs.

Accepted Answer

The statement that the length of time spent in each stage is relatively stable for all CEOs is not true. The length of time in each stage can vary based on factors such as the industry, the specific company, and the individual CEO's skills and experience.

Question 12

Research suggests that boards of directors tend to look outside the firm for the next CEO under which of the following circumstance?
A) when the company is prosperous
B) when the company is having R&D challenges
C) when the company is in trouble
D) when the company needs to follow a stability strategy
E) when the company needs to expand in order to continue growing

Accepted Answer

Research suggests that boards of directors tend to look outside the firm for the next CEO when the company is in trouble. This is because in such scenarios, the board may believe that a fresh perspective, new ideas, and different leadership could help turn the company's fortunes around.

Question 13

One study reported the percentage of senior executives that left a firm after a new CEO took office was ________ when the new CEO was an insider and ________ when the new CEO was an outsider.
A) 35; 10
B) 20; 34
C) 30; 30
D) 20; 10
E) 40; 20

Accepted Answer

According to the information given in the question, the percentage of senior executives that left a firm after a new CEO took office was 20% when the new CEO was an insider and 34% when the new CEO was an outsider. The only option that matches these percentages is B.

Question 14

What did a study of 173 firms over a 25-year period reveal about CEOs of successful corporations, especially when the past CEO's strategy continued to be successful?
A) They tended to have less loyalty than former CEOs, switching companies at a faster pace.
B) They tended to have the same functional specialization as the former CEO.
C) They tended to be more aggressive in their risk-taking than former CEOs.
D) They tended to rely more on skills developed through group decision-making.
E) They tended to be turnaround specialists.

Accepted Answer

The study found that successful CEOs tended to have the same functional specialization as their predecessor, indicating a continuation of the same strategy and expertise in that area. Loyalty, risk-taking, and reliance on group decision-making were not significant factors in the study.

Question 15

Which type of chief executive officer with a great deal of experience in that particular industry would be appropriate for a corporation following a concentration strategy emphasizing vertical or horizontal growth?
A) professional liquidator
B) dynamic industry expert
C) turnaround specialist
D) analytical portfolio manager
E) cautious profit planner

Accepted Answer

A dynamic industry expert would be the best choice as they possess a great deal of experience in the particular industry and can help the corporation effectively implement a concentration strategy emphasizing vertical or horizontal growth.

Question 16

Which type of chief executive officer with a conservative style, a production or engineering background, and experience with controlling budgets, capital expenditures, inventories, and standardization procedures would be appropriate for a corporation following a stability strategy?
A) professional liquidator
B) dynamic industry expert
C) turnaround specialist
D) analytical portfolio manager
E) cautious profit planner

Accepted Answer

A CEO with a conservative style, production or engineering background, and experience with controlling budgets, capital expenditures, inventories, and standardization procedures would be appropriate for a corporation following a stability strategy. Among the given options, the most appropriate choice is a cautious profit planner. This CEO would focus on maintaining the current level of profitability by controlling costs, managing resources efficiently, and ensuring the stability of operations.

Question 17

Which one of the following is not one of the activities and techniques typically used in an assessment center to evaluate a person's suitability for advancement?
A) leaderless group discussions
B) management games
C) in-basket exercises
D) IQ tests
E) case analyses

Accepted Answer

IQ tests are not typically used in assessment centers as they only measure cognitive ability, which is not the only factor in determining suitability for advancement. Assessment centers typically use a combination of activities and techniques, including those listed in choices A, B, C, and E, to evaluate a person's leadership potential, communication skills, problem-solving abilities, and other relevant competencies.

Question 18

According to the Association for Talent Development, the average annual expenditure per employee on corporate training and development is
A) $0.
B) $362.
C) $748.
D) $1,229.
E) $2,361.

Accepted Answer

According to the Association for Talent Development, the average annual expenditure per employee on corporate training and development is $1,229.

Question 19

The hiring of new people with new skills, firing of people with inappropriate or substandard skills, and/or training existing employees to learn new skills are included in the process of
A) training.
B) staffing.
C) structuring.
D) operating.
E) financing.

Accepted Answer

Staffing involves the process of hiring, firing and training employees to ensure that the organization has the necessary skill set and personnel to achieve its goals. Training, structuring and financing are important components of managing a business, but they are not directly related to the process of managing personnel.

Question 20

What percent of large U.S. companies have CEO succession plans in place?
A) 10
B) 25
C) 50
D) 75
E) 90

Accepted Answer

The answer of What percent of large U.S. companies have...

Quiz 11: Strategy Implementation: Staffing and Directing

Successful prospector firms tend to be headed by CEOs with backgrounds in the areas of

Successful defender firms tend to be headed by CEOs with backgrounds in the areas of

All of the following reflect characteristics of a successful integration manager EXCEPT

Which type of chief executive officer who is highly knowledgeable in other industries and can manage diverse product lines would be appropriate for a corporation following a diversification strategy?

The process of replacing a key top manager is called

Executives with a particular mix of skills and experiences may be classified as an executive type and paired with

To ensure employees are gaining the appropriate mix of experience to prepare employees for future responsibilities, many corporations move people from one job to another utilizing the technique of

Assessment centers have been able to accurately predict subsequent

Training is especially important in reinforcing the customer service culture at Zappos where

Successful analyzer firms tend to be headed by CEOs with backgrounds in the areas of

Which of the following statements is not true concerning the career life cycle for top executives?

Research suggests that boards of directors tend to look outside the firm for the next CEO under which of the following circumstance?

One study reported the percentage of senior executives that left a firm after a new CEO took office was when the new CEO was an insider and when the new CEO was an outsider.

What did a study of 173 firms over a 25-year period reveal about CEOs of successful corporations, especially when the past CEO's strategy continued to be successful?

Which type of chief executive officer with a great deal of experience in that particular industry would be appropriate for a corporation following a concentration strategy emphasizing vertical or horizontal growth?

Which type of chief executive officer with a conservative style, a production or engineering background, and experience with controlling budgets, capital expenditures, inventories, and standardization procedures would be appropriate for a corporation following a stability strategy?

Which one of the following is not one of the activities and techniques typically used in an assessment center to evaluate a person's suitability for advancement?

According to the Association for Talent Development, the average annual expenditure per employee on corporate training and development is

The hiring of new people with new skills, firing of people with inappropriate or substandard skills, and/or training existing employees to learn new skills are included in the process of

What percent of large U.S. companies have CEO succession plans in place?