A CEO made a lot of mistakes in assessing the market and the competitive conditions and improperly redesigning the organization into numerous business units. Such errors led to significant performance declines. According to the text, this example illustrates the __________ perspective of leadership.

  external control
  romantic
  internal mechanism
  operational

According to the text, the strategic management process entails three ongoing processes:

  analyses, actions, and synthesis
  analyses, decisions, and actions
  analyses, evaluation, and critique
  analyses, synthesis, and antithesis

Management innovations such as total quality, benchmarking, and business process reengineering cannot lead to sustainable competitive advantage because:

  companies that have implemented these techniques have lost money
  there is no proof that these techniques work
  they cost too much money and effort to implement
  every company is trying to implement them and hence it does not make a company different from others

The four key attributes of strategic management include the idea that:

  strategy must be directed toward overall organizational goals and objectives
  strategy must be focused on long-term objectives
  strategy must be focused on one specific area of an organization
  strategy must focus on competitor strengths

The four key attributes of strategic management include all of the following EXCEPT:

  including multiple stakeholder interests in decision making
  incorporating both short-term and long-term perspectives
  recognizing the trade-offs between effectiveness and efficiency
  emphasis on the attainment of short-term objectives

Effectiveness is often defined as:

  doing things right
  stakeholder satisfaction
  doing the right thing
  productivity enhancement

All of the following are ambidextrous behaviors EXCEPT:

  taking initiative and being alert to opportunities beyond the confines of one's own job
  being cooperative and seeking opportunities to combine one's efforts with others
  intensely focusing on the responsibilities of one individual and maximizing the output of the department in the organization in which that individual works
  being brokers, always looking to build internal linkages

According to Henry Mintzberg, the realized strategies of a firm:

  are a combination of deliberate and emergent strategies
  are a combination of deliberate and differentiation strategies
  must be based on the strategic plan of the company
  must be kept confidential for competitive reasons

According to Henry Mintzberg, decisions following from the strategic analysis of the firm are its:

  emergent strategy
  deliberate strategy
  intended strategy
  realized strategy