Question 1

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 focus on measuring a person's intelligence rather than their suitability for advancement in a specific job or organization. The other activities and techniques listed are commonly used in assessment centers to evaluate behavior, skills, and competencies relevant to job performance.

Question 2

According to the text, 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

The text states that assessment centers have been "found to be valid predictors of subsequent job performance and career success."

Question 3

According to a study of downsizing in the automobile-related industry, all of the following are problems associated with inappropriate downsizing EXCEPT
A) outsourcing was eliminated.
B) blanket offers for early retirement prompted even valuable employees to leave.
C) surviving employees experienced decreased morale.
D) surviving employees had to do extra work in addition to their own.
E) the wrong jobs were eliminated.

Accepted Answer

The statement mentions that outsourcing was eliminated as a problem, which means it was not an issue associated with inappropriate downsizing.

Question 4

Which of the following is NOT a guideline proposed for successful downsizing?
A) Contract out work that others can do cheaper.
B) Plan for long-run efficiencies.
C) Make across-the-board cuts.
D) Communicate the reasons for actions.
E) Invest in the remaining employees.

Accepted Answer

Making across-the-board cuts is not a recommended guideline for successful downsizing. It is important to carefully analyze which areas of the organization can be trimmed while still maintaining overall efficiency and productivity. Blindly cutting across all departments can lead to unintended consequences and can harm the organization's ability to function effectively. The other options provided (A, B, D, E) are all recommended guidelines for successful downsizing.

Question 5

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 cautious profit planner with a conservative style and a background in production or engineering, along with experience in controlling budgets, capital expenditures, inventories, and standardization procedures would be well-suited to lead a corporation following a stability strategy. This type of CEO would prioritize maintaining profitability and efficiency through careful management of resources and adherence to established procedures.

Question 6

Research suggests that boards of directors tend to look outside the firm for the next CEO under which following circumstance?
A) when the company is prosperous
B) when the company is having temporary difficulty
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, such as facing declining profits, loss of market share or other performance difficulties. The board may see an external candidate as having a fresh perspective and new ideas for turning the company around.

Question 7

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, 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. Therefore, the best choice is B.

Question 8

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 tend to focus on innovation and risk-taking in order to develop new products and markets. CEOs with backgrounds in research and engineering can bring technical expertise and a willingness to experiment with new ideas. Additionally, general management skills are important for leading the organization as a whole.

Question 9

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 CEO with a great deal of experience in the particular industry would be appropriate for a corporation following a concentration strategy emphasizing vertical or horizontal growth. Therefore, a dynamic industry expert would be the best choice as they would have the expertise and knowledge required to navigate and succeed in the industry.

Question 10

Downsizing is often used to implement a(n) ________ strategy.
A) retrenchment
B) growth
C) stability
D) hold
E) integration

Accepted Answer

Downsizing is a strategy that involves reducing the size and scope of a business in order to cut costs and improve efficiency. This can involve laying off employees, selling off assets, or closing down unprofitable business units. Retrenchment is a common reason for downsizing, as companies may need to reduce their expenses in order to remain profitable during difficult economic times or to recover from financial losses.

Question 11

Which of the following statements is 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) all of the above

Accepted Answer

All the statements are true concerning the career life cycle for top executives.

Question 12

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 13

What did a study of 173 firms over a 25-year period reveal about CEOs of successful corporations?
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

CEOs of successful corporations tended to have the same functional specialization as the former CEO.

Question 14

According to the text, a complete package for an executive working in another country costs
A) $50,000 to $75,000 annually.
B) $100,000 to $200,000 annually.
C) $150,000 to 250,000 annually.
D) $200,000 to $500,000 annually.
E) $300,000 to $1 million annually.

Accepted Answer

The answer of According to the text, a complete package...

Question 15

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 ensure they gain a variety of experience and develop a broad range of skills. This helps prepare them for future responsibilities and promotes career development.

Question 16

One of the big common mistakes by corporations sending executives on global assignments is NOT
A) raising their salaries.
B) educating executives about customs and values in other countries.
C) providing training for the regulatory environment.
D) providing excellent health care.
E) giving executives the opportunity to visit home.

Accepted Answer

Educating executives about customs and values in other countries is crucial for a successful global assignment. This can help avoid cultural misunderstandings and facilitate better communication and relationships with colleagues and clients in the host country. The other options may also be important, but educating executives about customs and values is essential.

Question 17

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 tend to prioritize efficiency and productivity, which is why CEOs with backgrounds in accounting/finance and manufacturing/production tend to be successful. General management experience is also important in overseeing the overall operations of the firm. While research/engineering may be valuable in certain industries, it is not as essential for a defender firm. Marketing/sales, human resources, purchasing, and logistics are all important functions, but they are not typically the focus of a defender firm's strategy.

Question 18

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 19

According to the text, 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 a key top manager within an organization.

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 10: Strategy Implementation: Staffing and Directing

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 text, assessment centers have been able to accurately predict subsequent

According to a study of downsizing in the automobile-related industry, all of the following are problems associated with inappropriate downsizing EXCEPT

Which of the following is NOT a guideline proposed for successful downsizing?

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?

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

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

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?

Downsizing is often used to implement a(n) ________ strategy.

Which of the following statements is True concerning the career life cycle for top executives?

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?

What did a study of 173 firms over a 25-year period reveal about CEOs of successful corporations?

According to the text, a complete package for an executive working in another country costs

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

One of the big common mistakes by corporations sending executives on global assignments is NOT

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

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

According to the text, the process of replacing a key top manager is called

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