Motivation has been explained from different perspectives with a different focus. Thus, motivational approaches and tools in the work place are grouped: by content and by process; by chronology as early and contemporary approaches. Content perspectives has a focus on peoples’ needs that result in certain behaviors and actions for fulfilling them such as the ERG theory, two-factor approach, and acquired needs theory.. Process perspectives on the other hand has a focus on peoples’ behaviors which may be affected by environmental factors besides needs such as equity theory, expectancy theory, and goal setting

Kolter and Schlesinger provide ways that managers can positively influence organizational change:
• Education and communication: Employees should be educated and communicated about any changes beforehand through discussions (oneon-one), presentations (groups) or with memos and reports. They need adequate and accurate information and analysis to understand change.
• Participation and involvement: Managers can use employees’ advice about some aspects of change that may lead to potential problems. Participation often leads to commitment and increasing the chance of successful change.
• Facilitation and support: Managers should provide support through employees training of new skills and emotional support in order to deal with personal fear and anxiety that cause the resistance in the first place.
• Negotiation and agreement: Managers can offer incentives such as higher wages or better benefits for employees. Negotiation is needed to win acceptance and approval, especially when someone may lose out as a result of change

• Manipulation and cooptation: Managers can try to influence others by the selective use of information or the structuring of events. Cooptation involves giving an individual or a group desirable roles in the change process.
• Explicit and implicit coercion: Managerscan force people to accept a change or lose something (such as rewards, promotions or loss of jobs). This can be used when the firm is in a crisis situation or when there are no other options.

The first and the third statements are quantifiable. It is possible to measure them. However, in the second statement, there is an ambiguity.  To what extent improving the quality of goods is not clear.

Situational leadership emphasizes that leaders match their approach according to the degree that subordinates are ready for the task. The premise of the situational leadership model is: “Different situations demand different types of leadership”. The correct answer is E.

The BCG matrix separates SBUs into four categories. Stars are SBUs that have a large share of a fast-growing market. To take advantage of a star, the corporation must invest considerably in it. Question marks are SBUs that have a small share of a fast-growing market. If the corporation invests in these companies, they may finally become stars, but their relatively small share in the market makes investing in question marks more risky than investing in stars. Cash cows are SBUs which have a large share of a slow-growing market. SBUs in this situation are often highly profitable, therefore the name “cash cow.” Finally, dogs are SBUs which have a small share of a slow-growing market. As the name suggests, having a small share of a slow-growth market is often not profitable. Since dogs lose money, they should either be sold to other companies or closed down and liquidated for their resources.

“Control the time schedule of the employees in regular basis” is not one of the Henri Fayol’s general guidelines.

“Contingency models of leadership focus on the match between environmental factors and leader’s behaviors.

The glass ceiling is one of the most discussed terms for organizational challenge regarding women’s promotion to top administrative positions. It indicates an invisible barrier for upward mobility of women and other ethnic, religious, or gender minorities in an organization. The correct answer is C.

• A team is a group of people who interact and coordinate their work together to achieve shared goals. Katzenbach and Smith assert that a team should have a small size and must contain four elements:
• Common commitment and purpose – team members do not perform as individuals but as a powerful unit of collective performance with a purpose they can believe in.
• Performance goals – a common purpose is translated into specific and measurable performance goals which help define work products, facilitates clear communications and maintains focus.
• Complementary skills – a team should develop the right mix of skills or the complementary skills necessary to do the team’s job.

 • Mutual accountability – a team must hold itself accountable as a team.

When the number of buyers is small, and threaten to be rival and products sold to buyers are a significant percentage of a buyer’s cost and when buyers purchase large quantities, and the purchased product is unimportant to the final quality or price of a buyer’s products, the bargaining power of buyers is high.

Total shareholder return (TSR) is the share price at the end of a period and at the beginning of a period plus dividends. It is the most common ratio to assess stock market performance in strategic management.

Henri Fayol’s 16 General Guidelines for Organizing Resources include 16 parts and all of the given options are correct.

 We observe different behavior patterns by producers across markets to a great degree. In some markets, producers are highly competitive; in others, they seem in some ways to coordinate their actions to avoid competing with one another; and, in some markets, there is no competition at all. For understanding markets and explaining the behaviors in them, economists have developed four principal models of market structure which are based on four dimensions:20 21 (1) the number of producers in the market, (2) the companies’ degree of pricing power, (3) whether the products offered are undifferentiated or differentiated (products that are different but viewed substitutable by customers), and (4) the market is consolidated or fragmented (market share for the leading four firms is equal to or less than 40% of total industry sales). 

A strategic business unit (SBU) is an independent division of a larger corporation with its own mission, vision, market features, customers, and profit-and-loss responsibilities. For example, Arçelik, Aygaz, Koç University, and Yapı Kredi are strategic business units of Koç Holding that operate in different sectors.

Management authority is based on legal authority; leadership power comes from followers.