Strategic Management: Strategic Managment

Gregory G. Dess, University of Texas at Dallas
G.T. Lumpkin, University of Illinois--Chicago

Implementing Strategy: Achieving Effective Strategic Control

Multiple Choice Quiz


1	Bausch & Lomb, the chapter-opening case, managers who were driven to accomplish revenue objectives secretly moved inventory into storage and counted it as sales. This was
		A)	standard operating procedure.
		B)	the result of a flawed system of strategic controls that failed to define the boundaries of acceptable behavior.
		C)	a good way to meet revenue goals given B & L's strong emphasis on "moving inventory."
		D)	a good way to ensure strong, positive culture.


2	In businesses faced with complex and turbulent business environments
		A)	goals and objectives that are uncertain prevent opportunism.
		B)	complacency about predetermined milestones can prevent adaptability.
		C)	traditional strategic controls are usually inappropriate.
		D)	detailed plans are needed to maintain order.


3	Which of the following is a benefit of continuous monitoring?
		A)	replacing the time-consuming process of organizational learning
		B)	dramatically altering the organization's response to its competitive environment
		C)	enhancing the organization's ability to respond with speed and flexibility
		D)	all of the above


4	"As firms simultaneously downsize and face the need for increased coordination across organization boundaries, a control system based primarily on ________________________________is dysfunctional."
		A)	culture and rewards
		B)	organizational loyalty
		C)	innovation and risk taking
		D)	boundaries and constraints


5	The founder of Wal-Mart, the late Sam Walton, used to give pep rallies at local Wal-Mart stores. What purpose did this serve?
		A)	it helped reinforce and sustain Wal-Mart's culture.
		B)	it was used to remind employees of Wal-Marts rules and regulations.
		C)	it demonstrated to employees the importance of articulating explicit goals and objectives.
		D)	it was mostly an ego trip for Sam Walton.


6	As countercultures surface that have shared values opposite from the dominant culture of an organization,
		A)	organizational cohesiveness increases.
		B)	individuals begin working at cross purposes.
		C)	information is shared rather than hoarded.
		D)	individuals gain insights into overarching goals and objectives.


7	Which of the following is not a priority of effective short-term objectives?
		A)	providing a specific time horizon for their attainment
		B)	being achievable yet challenging
		C)	being specific and measurable
		D)	an emphasis on "do your best" goals


8	Cadbury Schweppes has a policy that, no matter how unusual, all payments are recorded in the company's books. This rule is
		A)	overly cumbersome.
		B)	designed to minimize improper and unethical conduct.
		C)	aimed at encouraging managers to make better budgetary decisions.
		D)	directed at protecting client confidentiality.


9	The usage of culture and intangible rewards as the principal means of controlling individual behavior is considered more effective than rules and boundaries when
		A)	work is autonomous and creative.
		B)	output is standardized.
		C)	measurement of performance is straightforward.
		D)	tasks are repetitive and routine.

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