Strategic Management Theory & Cases: An Integrated Approach 13th Edition by Charles test bank

It does not recognize the importance of the participation of managers at all corporate levels as a means for successful strategic planning.

 
e. 
All of these are negative aspects of the ivory tower approach to the strategic planning process.

 
ANSWER:  
e


 
66. Mike, the chief executive officer (CEO) of a retail chain, wanted to keep costs low. To set an example for others, he drove his own car and furnished his office with plain, metal desks. In this case, Mike was displaying:
 
a. 
commitment.

 
b. 
ego.

 
c. 
astute use of power.

 
d. 
devil's advocacy.

 
e. 
autocratic leadership.

 
ANSWER:  
a


 
67. Edward Wrapp's ideas about the astuteness of power suggest that successful strategic managers:
 
a. 
act as members of a coalition or its democratic leaders rather than as dictators.

 
b. 
usually have little control over resources that are important to the organization.

 
c. 
maintain tight control over as many decisions as possible by demanding complete obedience.

 
d. 
publicly commit themselves to bold strategic agendas even if they are not rational.

 
e. 
recognize the futility of pursuing planned strategies.

 
ANSWER:  
a


 
68. Jeffrey Pfeffer believes that a manager's power comes from his or her:
 
a. 
ability to prioritize the well-being of the company over personal well-being.

 
b. 
ability to be emphatic and understanding of the feelings and emotions of subordinates. 

 
c. 
control over important organizational resources.

 
d. 
ability to cut overhead costs.

 
e. 
personal rapport with the senior management.

 
ANSWER:  
c


 
69. Good strategic leaders:
 
a. 
possess a willingness to delegate and empower subordinates.

 
b. 
control all facets of decision making.

 
c. 
make decisions without consulting others.

 
d. 
ensure uniformity of purpose through the authoritarian exercise of power.

 
e. 
are usually inconsistent in their approach.

 
ANSWER:  
a


 
70. Which of the following is NOT a characteristic of emotional intelligence?
 
a. 
Self-awareness

 
b. 
Self-regulation

 
c. 
Escalating commitment

 
d. 
Empathy

 
e. 
Social skills

 
ANSWER:  
c


 
71. Karen, a manager at Libra Inc., had noticed that her subordinates were experiencing a lot of stress. After conducting a meeting with her subordinates, Karen realized that they were extremely overworked and intimidated by close deadlines. Determined to reduce their stress, she introduced a new process that eliminated time-consuming activities and gave them more flexibility for work timelines. This action taken by Karen demonstrates which of the following aspects of emotional intelligence?
 
a. 
Availability error

 
b. 
Self-awareness

 
c. 
Self-regulation

 
d. 
Motivation

 
e. 
Empathy

 
ANSWER:  
e


 
72. Rebecca, a manager, was very annoyed after noticing several negligent errors in a critical report. However, while talking to the subordinate who created the report, Rebecca was calm and composed; she did not act impulsively and lose her temper. Which of the following aspects of emotional intelligence is illustrated in this scenario?
 
a. 
Self-awareness

 
b. 
Self-regulation

 
c. 
Motivation

 
d. 
Empathy

 
e. 
Social skills

 
ANSWER:  
b


 
73. Why is it important for leaders to gather information through informal and unconventional means?
 
a. 
Formal channels can cause leaders to become overloaded with too much information and responsibilities.