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Introduction to Organization and Management Principles (FDNMANP)

Chapter 9 · Implementing Strategy

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Source-grounded implementing strategy study materials for FDNMANP_C17A. Original practice questions; chapter references included.

Jade Laurence EmpleoPublic20 questionsIntroduction to Organization and Management Principles (FDNMANP)Updated
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Original practice exam based on chapter concepts, not an official/sample Canvas quiz. Choose the one best answer using this textbook's terminology. Adapted under CC BY-SA 4.0. https://pressbooks.openedmb.ca/management/?p=682

Questions

01A department commits to completing 100 repairs within three months. What type of goal is this?
  1. Operational
  2. An industry-entry barrier
  3. A vision only
  4. An unrelated SBU
Dyck et al. (2026), Chapter 9, 9.2
02According to this textbook, which term is the R in SMART?
  1. Restorative
  2. Relevant
  3. Results-Based
  4. Routine
Dyck et al. (2026), Chapter 9, Table 9.1
03According to SMART 2.0, which quality means members help develop their goals?
  1. Agreed-upon
  2. Measurable
  3. Achievable only
  4. Time-Specific
Dyck et al. (2026), Chapter 9, Table 9.2
04Workers meet a quantity target by neglecting safety and quality. Which concept best describes the problem?
  1. Vertical integration
  2. Goal displacement
  3. A distinctive competency
  4. Planned success automatically
Dyck et al. (2026), Chapter 9, 9.2.2
05Which statement best distinguishes a goal from a plan?
  1. A goal is only a list of meetings; a plan is a desired future.
  2. A goal states an outcome; a plan specifies activities, timing and resources.
  3. Goals and plans are always identical.
  4. Only plans can have deadlines.
Dyck et al. (2026), Chapter 9, 9.2–9.3
06After defining actions and constraints, what must a team examine in the planning checklist?
  1. List required resources but postpone checking whether they are available
  2. Specify only the final deadline without intermediate actions
  3. Approve the action list without examining resource constraints
  4. Identify required resources and verify their availability
Dyck et al. (2026), Chapter 9, Table 9.3
07A document specifies the sequence for cleaning food-preparation equipment. What standing plan is it?
  1. A five-year vision
  2. A stakeholder map
  3. An emergent strategy by definition
  4. Standard operating procedure
Dyck et al. (2026), Chapter 9, 9.3.1
08An organization establishes how it will respond if a key supplier stops delivering. What is this?
  1. Contingency planning
  2. A mission statement only
  3. Accidental success
  4. Information distortion
Dyck et al. (2026), Chapter 9, 9.3.2
09A firm designates a spokesperson and a crisis management location before any emergency. Which crisis activity is this?
  1. Planned success
  2. Preparation
  3. Divestment
  4. Containment after the crisis
Dyck et al. (2026), Chapter 9, 9.3.2
10A workgroup follows every step of its plan and reaches its target. Which outcome applies?
  1. Bungled attempt
  2. Planning failure
  3. Accidental success
  4. Planned success
Dyck et al. (2026), Chapter 9, 9.4
11A group abandons the planned advertising campaign but reaches its sales target through an unexpected referral surge. Which outcome applies?
  1. Planned success
  2. Bungled attempt
  3. Accidental success
  4. Planning failure
Dyck et al. (2026), Chapter 9, 9.4
12A team follows the plan fully but fails to meet the goal. Which outcome applies?
  1. Accidental success
  2. Emergent success by definition
  3. Planning failure
  4. Planned success
Dyck et al. (2026), Chapter 9, 9.4
13Neither the planned activities nor the desired goal are achieved. Which textbook outcome fits?
  1. Cash cow
  2. Planned success
  3. Bungled attempt
  4. Accidental success
Dyck et al. (2026), Chapter 9, 9.4
14What is the strongest monitoring conclusion when a goal is met?
  1. Investigate whether the plan, unplanned actions or external events produced it.
  2. Assume the plan caused success.
  3. Treat all deviations as failure regardless of outcome.
  4. Ignore any external changes.
Dyck et al. (2026), Chapter 9, 9.4
15A strategy account stresses rational analysis, top-down direction and linear formulation. Which school is described?
  1. Transaction cost school only
  2. Process school
  3. A standing operating procedure
  4. Content school
Dyck et al. (2026), Chapter 9, 9.5
16A manager notices useful unplanned frontline actions and revises future strategy. Which school is most emphasized?
  1. Process school
  2. Market share classification
  3. Content school exclusively
  4. A random approach with no learning
Dyck et al. (2026), Chapter 9, 9.5
17Which part of strategy was intended and actually put into practice?
  1. A possible contingency never activated
  2. Emergent strategy
  3. Deliberate strategy
  4. Unimplemented strategy
Dyck et al. (2026), Chapter 9, 9.5.1
18A successful new distribution practice was not anticipated in the original strategy. What is it?
  1. A standing plan that already prescribed it
  2. Emergent strategy
  3. An original intended action only
  4. Unimplemented strategy
Dyck et al. (2026), Chapter 9, 9.5.1
19Which inquiry belongs to strategic learning?
  1. Treat frontline knowledge as irrelevant.
  2. Ask why intended elements were not implemented and what beneficial emergent actions imply.
  3. Count only compliance and ignore outcomes.
  4. Preserve all original assumptions regardless of results.
Dyck et al. (2026), Chapter 9, 9.5.1
20Why should a start-up map suppliers, customers, rivals, members and other affected parties with two-way arrows?
  1. Externalities cannot affect stakeholders.
  2. A map freezes every relationship permanently.
  3. Only customers can influence a firm.
  4. Each relationship can influence and be influenced by the venture.
Dyck et al. (2026), Chapter 9, 9.6
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