Chapter Eleven: Implementing Strategy: Guidelines

TEST BANK

Mike Tucker Strategic Analysis and Action Tenth Edition Mary M. Crossan Cara C. Mauer

• Glenn Ro

Michael J. Rouse

All Chapters Arranged Reverse: 11-1 1 / 4

Chapter Eleven: Implementing Strategy: Guidelines and Action Multiple Choice MC 11-1One of the considerations when developing a strategic action plan is the

• product market focus
• contingency allocation
• corporate governance
• leadership style

Answer: d

Difficulty:easy

Heading: Establishing Guidelines for

Action MC 11-2One of the elements of a strategic change agenda is often a list of

• key competitors
• required behaviours
• critical suppliers
• dominant stakeholders

Answer: b

Difficulty:moderate

Heading: Priority Objectives

MC 11-3The behaviour-related objectives of a change agenda are considered

• easier to address than the non-behaviour related objectives
• the ones that should be addressed after the change process is well underway
• harder to address than the non-behaviour related objectives
• the ones that should be assigned to middle managers to implement at an appropriate time

Answer: c

Difficulty:moderate

Heading: Behavioural versus Non-

Behavioural Objectives MC 11-4In crisis strategic change situations, change agents are likely to lack

• foresight
• stamina
• capability
• commitment

1. 2 / 4

Answer: c

Difficulty:moderate

Heading: Adopters and Resistors

MC 11-5In reactive change situations, the target for management attention should be the

• proactive resistors
• bystanders that could block progress
• change agents
• subordinates

Answer: b

Difficulty:moderate

Heading: Adopters and Resistors

MC 11-6To effect behavioural change in crisis strategic change situations, managers might be tempted to use

• consultation and delegation
• results-driven change techniques
• power and delegation
• responsibility-driven change techniques

Answer: b

Difficulty:moderate

Heading: Picking Starting Points for

Action MC 11-7One of the risks of using a participative leadership style in a crisis strategic change situation is the issue of

• poor problem definition
• not enough time
• high after-the-fact costs
• inappropriate solution

Answer: b

Difficulty:challenging

Heading: The Participative Style

MC 11-8For the directive leadership style to be effective, managers must not only know what action is required but also have

• weak competitors
• time for consultation
• an organization that is performing well
• power to force compliance

2. 3 / 4

Answer: d

Difficulty:easy

Heading: Directive Leadership

MC 11-9A directive approach to effecting behavioural change does not work well in strategic change situations characterized as

• anticipatory
• reactionary
• transformative
• crisis

Answer: a

Difficulty:easy

Heading: Directive Leadership

MC 11-

10 A key assumption underlying the use of a participative leadership style in anticipatory strategic change situations is

• an appropriate change agenda will emerge from the process
• managerial competence in using the style
• a strong sense of urgency
• weak competitors

Answer: a

Difficulty:moderate

Heading: The Participative Style

MC 11-

11 The pace of change encompasses both scope and

• outlook
• vision
• mission
• significance

Answer: d

Difficulty:easy

Heading: PACE

MC 11-

12 In crisis strategic change situations, obtaining external support for the change agenda will likely require

• attractive promotional material
• rigorous data collection
• extensive face-to-face contact
• serious self-evaluation
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