Question 1

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 a diverse range of experiences and skills. This technique helps employees become well-rounded and prepares them for future responsibilities. Job design, job specialization, job enlargement, and job enrichment do not necessarily involve moving employees to different jobs.

Question 2

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 regarding the career life cycle of top executives.

Question 3

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 4

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 5

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 successful guideline for downsizing because it does not take into account the varying levels of importance and contribution of different positions or employees. A more effective approach is to analyze which positions are essential for the company's success and prioritize those for investment and retention, while considering outsourcing or eliminating positions that are not critical.

Question 6

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

The answer of According to the text, the process of...

Question 7

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. This is because they believe that an outsider will bring new ideas, fresh perspectives, and the necessary expertise to turn the company around. Additionally, insiders may be seen as responsible for the company's current problems and an outsider can be held accountable for implementing changes.

Question 8

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 9

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 able to accurately predict job performance and career success.

Question 10

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 passage mentions that outsourcing was eliminated as a result of inappropriate downsizing, so it cannot be a problem associated with it.

Question 11

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. Without this knowledge, executives may unknowingly offend or disrespect local customs, which can damage business relationships and hinder success. While salary, healthcare, regulatory training, and opportunities to visit home are important considerations, they are not as essential to a successful global assignment as cultural education.

Question 12

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 rely heavily on research and development to identify potential markets and opportunities. Therefore, CEOs with backgrounds in research/engineering are likely to have the necessary skills and knowledge to lead and guide the firm's strategic direction. Additionally, CEOs with general management skills are necessary to oversee all aspects of the organization and ensure its long-term success.

Question 13

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 14

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 are considered to be inadequate in measuring a person's overall suitability for advancement. Other activities and techniques such as leaderless group discussions, management games, in-basket exercises, and case analyses are more commonly used as they provide a comprehensive evaluation of a person's leadership, communication, problem-solving, and decision-making skills.

Question 15

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 typically focus on cost efficiency and operational excellence, which are areas that require strong skills in accounting/finance and manufacturing/production. General management is also important in overseeing the overall strategy and direction of the company. Marketing/sales, human resources, and purchasing/logistics may be important functions within a defender firm, but they are not typically the areas of focus for the CEO.

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, 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. Such a CEO would need to be cautious in their approach to ensure consistent profits, which is why option E, a cautious profit planner, would be the best choice.

Question 17

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 have significant industry knowledge and experience necessary to lead a company following a concentration strategy emphasizing vertical or horizontal growth. They would have a deep understanding of the industry and be well-equipped to make strategic decisions around expansion within the industry.

Question 18

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

Accepted Answer

Downsizing involves reducing the size of a company by eliminating employees or divisions. This is often done in order to cut costs and improve profitability. Retrenchment is a strategy of reducing the scope or scale of a business operation in order to focus on core activities and improve financial performance. Therefore, downsizing is commonly used as a tactic to implement a retrenchment strategy.

Question 19

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 20

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

The answer of What did a study of 173 firms...

Quiz 10: Strategy Implementation: Staffing and Directing

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

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?

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

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

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

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.

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

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

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

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

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?

Successful defender 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?

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.

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

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