Which of the following questions is answered by a vision?

a. "Where is the organization now?"

b. "Where are we headed?"

c. "Who are we as an organization?"

d. "What do we do right now?"

Which of the following questions is specified by execution?

a. "Where is the organization now?"

b. "Where are we headed?"

c. "Who are we as an organization?"

d. "What do we do right now?"

Bill, a marketing manager, wants to create a vision for his team. Bill should:

a. ensure that the vision can be achieved realistically.

b. develop a vision that is readily attainable.

c. vision that links the past with the present.

d. make sure that the vision does not challenge his subordinates.

Which of the following statements is true of a vision?

a. A vision is associated with lower job satisfaction.

b. A vision provides a link between yesterday and today.

c. A vision relies on skills and qualities that leaders can develop.

d. A vision is not credible because it cannot realistically be achieved.

Patrick is developing a vision for his company. Which of the following steps should Patrick use to develop an effective vision?

a. Patrick should create a link between the past and the present by comparing the past performances and present performances of employees.

b. Patrick should give more importance to dreams for the future rather than meeting current obligations.

c. Patrick should guarantee that employees will be given an opportunity to go where they have gone before.

d. Patrick should ensure that employees understand the impact of their work through the vision.

Which of the following statements is true of effective visions?

a. They are created without several drafts.

b. They help an organization achieve bold change.

c. They are created without specific outcomes because they define the broad purpose of an organization.

d. They give an opportunity to people to go where they have gone before.

When the members of an organization work with the principle of self-reference, the vision:

a. is perceived as a dream or a fantasy because it has little chance of ever becoming reality.

b. is created without specific outcomes because it defines the broad purpose of the organization.

c. serves to direct and control people for the good of themselves and the organization.

d. may effectively inspire others, but employees will be unable to execute strategic action.

A good vision for the future:

a. includes specific outcomes that the organization wants to achieve.

b. is created without several drafts.

c. deals with maintaining the status quo.

d. provides an opportunity to employees to go where they have gone before.

Pluto Inc., a software company, believes in cultivating and developing new software products for all tasks rather than using software developed by its sole competitor. It aims to create a shift in the market by changing the usual preferences of customers. Which approach does this scenario fit?

a. Excellence

b. Discovery

c. Heroism

d. Altruism

Allison Bakery, a leading international baking company, serves its customers a variety of delicacies. The organization provides hand-made breads to homeless people in many cities to serve the purpose of eradicating hunger. Which type of approach does this scenario fit?

a. Heroism

b. Altruism

c. Discovery

d. Excellence

Pelican Corp., an automobile manufacturer, had stopped its operations completely due to bankruptcy. Its leaders created an aggressive, competitive mindset in the organization to motivate employees to work. This dynamic and tough approach helped it to make revenues and regain its share in the market.

a. Heroism

b. Altruism

c. Discovery

d. Excellence

A well-chosen noble purpose:

a. does not tap into the emotions of employees.

b. can contribute to better morale.

c. can change in the face of environmental shifts.

d. does not describe products or services.

Which of the following is a source through which leaders using situation analysis can obtain external information?

a. Annual reports

b. Employee surveys

c. Financial ratios

d. Government reports

Identify the source through which leaders using situation analysis can obtain internal information.

a. Association meetings

b. Financial ratios

c. Government reports

d. Suppliers

Which of the following statements is true of strategy?

a. Strategy is developed by leaders obtaining external information from sources such as budgets and employee surveys.

b. Strategy relies solely on formal strategic planning and market research as it creates new opportunities.

c. Strategy is created by reacting to environmental changes rather than studying the events that have already taken place.

d. Strategy necessarily changes over time to fit shifting environmental conditions.

Something that the organization does extremely well in comparison to competitors is:

a. core competence.

b. value.

c. strategy.

d. synergy.

Which of the following is an example of activities that have a low strategic impact but are relatively easy to execute?

a. Acquisitions and mergers

b. Incremental improvements in techniques

c. Detection of new businesses

d. Trial of a new management trend