Docsity
Log inSign up
Docsity
Prepare for your exams
Prepare for your exams

Study with the several resources on Docsity

Earn points to download
Earn points to download

Earn points by helping other students or get them with a premium plan

Guidelines and tips
Guidelines and tips
Sell on Docsity
Sell on Docsity
Log inSign up

Prepare for your exams

Study with the several resources on Docsity

Find documents

Prepare for your exams with the study notes shared by other students like you on Docsity

Search Store documents

The best documents sold by students who completed their studies

Search through all study resources
Docsity AINEW

Summarize your documents, ask them questions, convert them into quizzes and concept maps

Explore questions

Clear up your doubts by reading the answers to questions asked by your fellow students

Earn points to download

Earn points by helping other students or get them with a premium plan

Share documents
download point icon20 Points

For each uploaded document

Answer questions
download point icon5 Points

For each given answer (max 1 per day)

All the ways to get free points
Get points immediately

Choose a premium plan with all the points you need

Study Opportunities

Choose your next study program

Get in touch with the best universities in the world. Search through thousands of universities and official partners

Community

Ask the community

Ask the community for help and clear up your study doubts

University Rankings

Discover the best universities in your country according to Docsity users

Free resources

Our save-the-student-ebooks!

Download our free guides on studying techniques, anxiety management strategies, and thesis advice from Docsity tutors

From our blog

Exams and Study
Go to the blog

SEVI 3013 Exam 1 Rodeffer: Strategic Management Questions and Answers, Exams of Nursing

Hampton University (HU)Nursing

A comprehensive set of questions and answers related to sevi 3013 exam 1, focusing on key concepts in strategic management. It covers topics such as strategic management steps, strategy characteristics, strategic leadership, competitive advantage, and environmental analysis. Valuable for students preparing for the exam, offering insights into the course material and potential exam questions.

Typology: Exams

2024/2025

Available from 03/08/2025

to-highscore
to-highscore šŸ‡ŗšŸ‡ø

359 documents

1 / 7

Toggle sidebar

This page cannot be seen from the preview

Don't miss anything!

bg1
SEVI 3013 Exam 1 Rodeffer Questions and
answers 2025
Strategic .management .3 .steps .- .CORRECT .ANSWER-analysis, .decisions,
.actions
Strategy .- .CORRECT .ANSWER-the .ideas, .decisions, .and .actions .that .enable .a
.firm .to .succeed
Strategy .characteristics .- .CORRECT .ANSWER-it .is .about .choices .and .is
.focused .on .the .future
Strategic .management .3 .steps .key .activities .performed .- .CORRECT .ANSWER-
Analysis: .strategic .goals .(vision, .mission, .strategic .objectives) .and
.internal/external .environment.
Decisions:
Actions: .resource .allocation
Attributes .of .strategic .management .- .CORRECT .ANSWER--Directs .the
.organization .toward .overall .goals .and .objectives.
-Includes .multiple .stakeholders .in .decision .making.
-Needs .to .incorporate .short-term .and .long-term .perspectives.
-Recognizes .trade-offs .between .efficiency .and .effectiveness.
ambidexterity .- .CORRECT .ANSWER-the .challenge .managers .face .of .both
.aligning .resources .to .take .advantage .of .existing .product .markets .as .well .as
.proactively .exploring .new .opportunities
Strategic .Leadership .- .CORRECT .ANSWER-the .ability .to .anticipate, .envision,
.maintain .flexibility, .think .strategically, .and .work .with .others .to .initiate .changes
.that .will .create .a .positive .future .for .an .organization
How .do .leaders .make .a .difference .for .organizational .performance? .- .CORRECT
.ANSWER-create .value .for .stakeholders, .nurture .and .develop .talent, .champion
.the .strategic .management .process, .develop .and .leverage .external
.relationships, .cultivate .a .global .mindset, .drive .competitive .advantage
Romantic .View .of .Leadership .- .CORRECT .ANSWER-Leader .is .the .key .force .in
.organization's .success
pf3
pf4
pf5

Partial preview of the text

Download SEVI 3013 Exam 1 Rodeffer: Strategic Management Questions and Answers and more Exams Nursing in PDF only on Docsity!

SEVI 3013 Exam 1 Rodeffer Questions and

answers 2025

Strategic .management. 3 .steps .- .CORRECT .ANSWER-analysis, .decisions, .actions Strategy .- .CORRECT .ANSWER-the .ideas, .decisions, .and .actions .that .enable .a .firm .to .succeed Strategy .characteristics .- .CORRECT .ANSWER-it .is .about .choices .and .is .focused .on .the .future Strategic .management. 3 .steps .key .activities .performed .- .CORRECT .ANSWER- Analysis: .strategic .goals .(vision, .mission, .strategic .objectives) .and .internal/external .environment. Decisions: Actions: .resource .allocation Attributes .of .strategic .management .- .CORRECT .ANSWER--Directs .the .organization .toward .overall .goals .and .objectives.

  • Includes .multiple .stakeholders .in .decision .making.
  • Needs .to .incorporate .short-term .and .long-term .perspectives.
  • Recognizes .trade-offs .between .efficiency .and .effectiveness. ambidexterity .- .CORRECT .ANSWER-the .challenge .managers .face .of .both .aligning .resources .to .take .advantage .of .existing .product .markets .as .well .as .proactively .exploring .new .opportunities Strategic .Leadership .- .CORRECT .ANSWER-the .ability .to .anticipate, .envision, .maintain .flexibility, .think .strategically, .and .work .with .others .to .initiate .changes .that .will .create .a .positive .future .for .an .organization How .do .leaders .make .a .difference .for .organizational .performance? .- .CORRECT .ANSWER-create .value .for .stakeholders, .nurture .and .develop .talent, .champion .the .strategic .management .process, .develop .and .leverage .external .relationships, .cultivate .a .global .mindset, .drive .competitive .advantage Romantic .View .of .Leadership .- .CORRECT .ANSWER-Leader .is .the .key .force .in .organization's .success

external .control .view .of .leadership .- .CORRECT .ANSWER-situations .in .which .external .forces .- .where .the .leader .has .limited .influence .- .determine .the .organization's .success How .to .create .competitive .advantage .- .CORRECT .ANSWER-cost .leadership .and .differentiation How .to .maintain .competitive .advantage .- .CORRECT .ANSWER-- .Barriers .to .entry

  • .Barriers .to .exit
  • .Differentiated .product
  • .Strong .selling .relationships
  • .Brand .loyalty Intended .Strategy .- .CORRECT .ANSWER-strategy .in .which .organizational .decisions .are .determined .only .by .analysis Realized .Strategy .- .CORRECT .ANSWER-strategy .in .which .organizational .decisions .are .determined .by .both .analysis .and .unforeseen .environmental .developments, .unanticipated .resource .constraints, .and/or .changes .in .managerial .preferences Vision .- .CORRECT .ANSWER-evokes .powerful .and .compelling .mental .images .of .a .shared .future Mission .- .CORRECT .ANSWER-encompasses .the .organizations .current .purpose, .bases .of .competition, .and .competitive .advantage Strategic .objectives .- .CORRECT .ANSWER-a .set .of .organizational .goals .that .are .used .to .operationalize .the .mission .statement .and .that .are .specific .and .cover .a .well-defined .time .frame Mission .Statement .- .CORRECT .ANSWER-encompasses .both .the .purpose .of .the .company .and .the .basis .of .competition .and .competitive .advantage corporate .level .strategy .- .CORRECT .ANSWER-specifies .actions .a .firm .takes .to .gain .a .competitive .advantage .by .selecting .and .managing .a .group .of .different .businesses .competing .in .different .product .markets business .level .strategy .- .CORRECT .ANSWER-a .plan .that .indicates .how .a .division .intends .to .compete .against .its .rivals .in .an .industry shareholder .- .CORRECT .ANSWER-A .person .who .invests .in .a .corporation .by .buying .stock .and .is .a .partial .owner Stakeholders .- .CORRECT .ANSWER-the .people .whose .interests .are .affected .by .an .organization's .activities Key .Players .in .Corporate .Governance .- .CORRECT .ANSWER-Board .of .directors, .CEO, .senior .executives, .and .shareholders

environmental .forecasting .- .CORRECT .ANSWER--Predicts .change .and .plausible .projections .about .-Direction .of .environmental .change .-Scope .of .environmental .change .-Speed .of .environmental .change .-Intensity .of .environmental .change Scenario .Analysis .- .CORRECT .ANSWER-an .in-depth .approach .to .environmental .forecasting .that .involves .experts' .detailed .assessments .of .societal .trends, .economics, .politics, .technology, .or .other .dimensions .of .the .external .environment 6 .areas .of .the .general .environment .that .should .be .analyzed .in .an .external .assessment? .- .CORRECT .ANSWER-demographic sociocultural political/legal technological economic global Demographics .examples .- .CORRECT .ANSWER-age, .gender, .race, .birth .rates, .immigration Sociocultural .examples .- .CORRECT .ANSWER-influence .values, .beliefs, .and .lifestyles .of .a .society political/legal .examples .- .CORRECT .ANSWER-americans .with .disabilities .act, .environmental .regulations, .mandatory .benefits economic .examples .- .CORRECT .ANSWER-interest .rates, .unemployment, .consumer .price .index, .trends .in .GDP, .inflation, .student .loan .forgiveness global .examples .- .CORRECT .ANSWER-changes .in .global .trade, .currency .exchange .rates Porter's .Five .Forces .- .CORRECT .ANSWER-threat .of .entry, .threat .of .substitute, .supplier .power, .buyer .power, .and .competitive .rivalry Buyer .groups .are .powerful .because .- .CORRECT .ANSWER-purchasing .standard .products .are .in .large .volumes, .profits .are .low .and .switching .costs .are .few, .backward .integration .is .possible, .buyers .product .quality .is .not .affected .by .industry .product. factors .that .impact .the .intensity .of .impact .of .each .of .the .five .forces .- .CORRECT .ANSWER-economies .of .scale, .production .differentiation, .switching .costs IO .Model .- .CORRECT .ANSWER-Industrial .Organization .Model

  • .industry .in .which .the .firm .chooses .to .compete .will .have .a .stronger .influence .on .the .firm's .performance .than .the .choices .made .my .managers
  • .how .the .firm .will .reach .above-average .returns
  • .environment-centric .view .of .business .performance
  • .nature .v. .NURTURE
  • .basis .for .Porter's .Five .Forces .Model substitute .- .CORRECT .ANSWER-a .good .that .can .be .used .in .place .of .another .good complement .- .CORRECT .ANSWER-a .thing .that .completes .or .brings .to .perfection Strategic .groups .- .CORRECT .ANSWER-clusters .of .firms .that .share .similar .strategies Value .- .CORRECT .ANSWER-the .amount .buyers .are .willing .to .pay .for .what .firm .provides How .is .value .created .within .an .organization? .- .CORRECT .ANSWER-By .meeting .customer's .functional .and .emotional .needs Value .Chain .- .CORRECT .ANSWER-The .set .of .activities .through .which .a .product .or .service .is .created .and .delivered .to .customers. Value .Chain .Analysis .- .CORRECT .ANSWER-a .strategic .analysis .of .an .organization .that .uses .value-creating .activities Primary .activities .in .the .value .chain .- .CORRECT .ANSWER-inbound .logistics, .operations, .outbound .logistics, .marketing .and .sales, .service inbound .logistics .- .CORRECT .ANSWER-are .primarily .associated .with .receiving, .storing .& .distributing .inputs .to .the .product. warehousing .and .inventory .control outbound .logistics .- .CORRECT .ANSWER-includes .collecting, .storing, .& .distributing .the .product .or .service .to .buyers Support .activities .in .the .value .chain .- .CORRECT .ANSWER-procurement, .technology .development, .human .resources, .general .administration Characteristics .of .resources .that .can .provide .the .basis .for .competitive .advantage .- .CORRECT .ANSWER-if .they .are .valuable, .rare, .and .hard .to .duplicate .and .if .tangible, .intangible, .and .organizational .capabilities .are .combined. Tangible .Resources .- .CORRECT .ANSWER-assets .that .can .be .seen, .touched, .and .quantified

social .network .- .CORRECT .ANSWER-A .series .of .social .relationships .that .links .a .person .directly .to .others, .and .through .them .indirectly .to .still .more .people. closure .relationships .- .CORRECT .ANSWER-the .degree .to .which .all .members .of .a .social .network .have .relationships .with .other .group .members bridging .relationships .- .CORRECT .ANSWER-relationships .in .a .social .network .that .connect .otherwise .disconnected .people What .information .does .social .network .analysis .provide? .- .CORRECT .ANSWER- access .to .private .information, .diverse .skillset, .and .power intellectual .property .- .CORRECT .ANSWER-harder .to .define .and .protect, .has .significant .development .costs .but .once .developed .costs .to .replicate .are .very .low If .intellectual .assets .are .not .protected .- .CORRECT .ANSWER-no .incentive .to .develop .new .products .and .services Dynamic .capabilities .view .- .CORRECT .ANSWER-a .firms .capacity .to .anticipate, .shape, .and .adapt .to .a .changing .competitive .landscape How .might .the .dynamic .capabilities .view .lead .to .competitive .advantage .for .a .firm? .- .CORRECT .ANSWER-identifying, .developing, .and .assessing .technological .opportunities .to .address .consumer .needs, .mobilizing .resources .to .capture .value, .continuing .to .innovate Retaining .Human .Capital .- .CORRECT .ANSWER-Retention .mechanisms .must .prevent .the .transfer .of .valuable .and .sensitive .information .outside .the .organization: Help .employees .identify .with .an .organization's .mission .and .values Provide .challenging .work .and .a .stimulating .environment Offer .financial .and .nonfinancial .rewards .& .incentives Money .is .not .the .most .important .reason .why .people .take .or .leave .jobs social .capital .potential .downside .- .CORRECT .ANSWER-groupthink intellectual .property .rights .- .CORRECT .ANSWER-are .more .difficult .to .define .and .protect .than .property .rights .for .physical .assets dynamic .capabilities .- .CORRECT .ANSWER-involve .the .capacity .to .anticipate, .shape, .and .adapt .to .a .volatile .competitive .landscape.