MHR4020 chapter 13

An effective mission statement: does not persist in the face of changing technologies and economic conditions. is an ambitious desire for the future. captures people's idealistic motivations for why the organization exists. does not describe products or services.

captures people's idealistic motivations for why the organization exists.

"To improve lives by providing library access to everyone in the community" is an example of a _____. strategy vision mechanism mission

vision

A change that both produces a high strategic impact and is easy to execute would be: a particular choice that has a slow strategic impact in the initial stage. an actual behavior within the organization that reflects the desired direction. an execution of a strategy which is the easiest part of strategic management. a leader's first choice for putting strategy into action.

a leader's first choice for putting strategy into action.

A good vision brings out the best in people by: a. being the property of the leader. b. letting them be part of something bigger than themselves. c. giving them an opportunity to go where they have gone before. d. persisting in the face of changing technologies or economic conditions.

letting them be part of something bigger than themselves.

"The increase of knowledge" is an example of a _____. a. mechanism. b. strategy. c. mission. d. vision.

mission

A leader should explain what a new strategic direction means to each person because: a. leaders cannot anticipate people's fears and questions. b. followers are often thinking about the big picture. c. people are often fearful of change. d. employees should often be reminded about company strengths.

people are often fearful of change.

Companies with heroism as the basis of noble purpose often: emphasize serving others. reflect almost an obsession with winning. experience the joy of an entrepreneurial spirit. inspire others to find or create something new.

reflect almost an obsession with winning.

An effective vision: a. is the property of the leader. b. sets a standard of excellence and integrity. c. happens naturally. d. is always focused on the past.

sets a standard of excellence and integrity

Diane heads an event management company called Venus Inc. The company encourages an innovative and creative approach to work. Diane plans to cocreate a vision. Which of the following steps should she apply to implement her plan? Diane should make a vision that can be the property of the leader. Diane should target a vision for a desired future. Diane should communicate the vision using a single channel. Diane should create the final vision statement without several drafts.

Diane should target a vision for a desired future.

A leader using the approach of excellence focuses on finding or creating something new. True False

False

A leader who is all action and little vision is actually uninvolved. True False

False

A vision is what the organization "stands for" in a larger sense, whereas a mission is ambitious desire for the future. True False

False

Leaders accept the easy answer rather than looking for patterns in what they see and hear. True False

False

Mission statements tend to grow and change in the face of changing technologies, economic conditions, or other environmental shifts. True False

False

Strategic leaders react to environmental changes rather than studying the events that have already taken place and acting based on their anticipation of what the future might be like. True False

False

Vision focuses on the current reality and maintaining the status quo. True False

False

Identify the correct statement regarding strategic leadership. a. It is a form of leadership that comes naturally to individuals. b. It reacts to environmental changes, rather than studying the events that have already taken place and acting based on their anticipation of what the future might be like. c. It is responsible for the relationship of the external environment to choices about vision, mission, strategy, and their execution. d. It is the most important as well as the most difficult part of strategy execution.

It is responsible for the relationship of the external environment to choices about vision, mission, strategy, and their execution.

A powerful vision frees people from the mundane by providing them with a challenge that requires them to give their best. True False

True

Focusing on core competencies and attaining synergy help companies create value for their customers. True False

True

Strategy execution is the most important as well as the most difficult part of strategic management. True False

True