Question 1

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 found to be effective in predicting job performance and career success. They typically use a combination of simulations, tests, and interviews to assess candidates' skills, competencies, and personality traits. The results are then used to make decisions about hiring, promotion, and development. While assessment centers may also provide insights into job satisfaction, organizational commitment, and related factors, their main strength lies in their ability to identify high-performing individuals who are likely to succeed in their roles and advance their careers.

Question 2

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 the CEOs of successful corporations who continued the successful strategy of their predecessor tended to have the same functional specialization as the former CEO. This suggests that corporate boards value consistency in leadership and may seek out individuals with similar backgrounds and skillsets to maintain successful strategies. The other answer choices are not supported by the information given in the question.

Question 3

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 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. Such a CEO would have the necessary knowledge and expertise to identify and exploit growth opportunities in the industry, as well as the ability to lead and inspire the organization towards achieving its growth objectives. A professional liquidator, turnaround specialist, analytical portfolio manager, or cautious profit planner may not have the requisite industry-specific expertise and experience to effectively execute a concentration strategy emphasizing vertical or horizontal growth.

Question 4

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

Prospecting firms typically rely heavily on research and engineering to identify and develop new opportunities, and general management skills are necessary for overseeing operations and driving growth. While accounting/finance and manufacturing/production are important functions in many companies, they may not be as directly relevant for prospectors. Marketing/sales may be relevant in certain cases, but it is not as crucial as research/engineering and general management. Human resources and strategy also play important roles in many organizations, but again, may not be as directly relevant for prospectors. Purchasing and logistics are also important functions, but are unlikely to be the primary focus of a prospector firm.

Question 5

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 they may perceive that an external candidate will bring fresh ideas and a different perspective to the company's problems. Additionally, an external CEO may be better equipped to make difficult decisions, such as implementing cost-cutting measures or restructuring the company, without being influenced by preexisting relationships or loyalties within the organization.

Question 6

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 CEO...

Question 7

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 8

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, production or engineering background and experience in controlling budgets, capital expenditures, inventories, and standardization would be appropriate for a corporation following a stability strategy. This type of CEO would focus on maintaining the current level of profitability and minimizing risks, which is in line with the stability strategy.

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 money to quit, which ensures that only those who truly want to work for the company and align with its values stay on. This allows for a strong customer service culture, which is reinforced through training programs.

Question 10

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. This matches option B.

Question 11

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

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

Question 12

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 13

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, allowing them to gain a broader understanding of the organization and its various functions. This helps to prepare employees for future responsibilities and ensures that they are gaining the appropriate mix of experience. Job design, specialization, enlargement, and enrichment are all related to how individual jobs are designed or changed, rather than how employees move between jobs.

Question 14

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

Executives are often paired with a specific corporate strategy that aligns with their skills and experiences to effectively lead and implement the strategy within the organization.

Question 15

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 16

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 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 focus on operational efficiency and cost control. Therefore, a CEO with a background in accounting/finance can ensure financial stability, while one with experience in manufacturing/production can oversee efficient production processes. General management skills are also necessary to lead the organization in a cohesive manner.

Question 18

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 spent in each stage can vary depending on the circumstances and the individual CEO's performance.

Question 19

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 different perspectives and expertise. Hiring only like-minded people may lead to groupthink and hinder problem-solving and decision-making processes.

Question 20

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 finding, hiring, and training new employees with the necessary skills to perform their job effectively. It also involves assessing current employees' performance and making decisions such as firing employees with inadequate skills or providing training to help them develop new skills. The other options (training, structuring, operating, and financing) do not specifically relate to these actions.

Quiz 11: Strategy Implementation: Staffing and Directing

Assessment centers have been able to accurately predict subsequent

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?

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

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

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

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

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?

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

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.

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

The process of replacing a key top manager is called

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

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

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?

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?

Successful defender 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?

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

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