Question 1

When decision-making responsibilities are decentralized, benefits include all of the following EXCEPT:

Accepted Answer

A)  increased motivation and accountability. 
B)  lower bureaucratic costs from flattened hierarchy. 
C)  reduced information overload. 
D)  easier coordination of functions. 
E)  flexibility in decision making. 
A)  increased motivation and accountability. 
B)  lower bureaucratic costs from flattened hierarchy. 
C)  reduced information overload. 
D)  easier coordination of functions. 
E)  flexibility in decision making.

Question 2

Describe the roles that organizational structure, strategic control systems, and organizational culture play in strategy implementation.

Accepted Answer

Structure helps organizations implement

Question 3

Control through culture is ineffective because employees do not internalize values.

Accepted Answer

A) True 
 B)False

Question 4

Organizational culture is the:

Accepted Answer

A)  norms and value systems that are shared among the employees of an organization. 
B)  means through which a company assigns employees to specific tasks and roles and specifies how these tasks and roles are to be linked together to increase efficiency, quality, innovation, and responsiveness to customers. 
C)  process of deciding how a company should create, use, and combine organizational structure, control systems, and culture to pursue a business model successfully. 
D)  clear and unambiguous chain of command that defines each manager's relative authority from the CEO down through top, to middle, to first-line managers. 
E)  principle that a company should design its hierarchy with the fewest levels of authority necessary to use organizational resources effectively. 
A)  norms and value systems that are shared among the employees of an organization. 
B)  means through which a company assigns employees to specific tasks and roles and specifies how these tasks and roles are to be linked together to increase efficiency, quality, innovation, and responsiveness to customers. 
C)  process of deciding how a company should create, use, and combine organizational structure, control systems, and culture to pursue a business model successfully. 
D)  clear and unambiguous chain of command that defines each manager's relative authority from the CEO down through top, to middle, to first-line managers. 
E)  principle that a company should design its hierarchy with the fewest levels of authority necessary to use organizational resources effectively.

Question 5

One of the reasons that IBM almost failed and went bankrupt in the 1990's was due to its outdated corporate culture of consensus-based decision making which while effective in the 1970's, did not allow it to be competitive in the rapid decision making and entrepreneurial risk taking culture of the 1990s,

Accepted Answer

A) True 
 B)False

Question 6

Which of the following is NOT true about organizational processes?

Accepted Answer

A)  They are only found at the top hierarchy levels within an organization. 
B)  A firm's core competencies or valuable, knowledge-based resources are embedded in its processes. 
C)  Effective processes can lower the costs of value creation and add additional value to a product. 
D)  Processes cut across functions, or divisions, and require cooperation between individuals in different subunits. 
E)  Valuable new processes that might lead to a competitive advantage can be developed anywhere within the organization's network of operations. 
A)  They are only found at the top hierarchy levels within an organization. 
B)  A firm's core competencies or valuable, knowledge-based resources are embedded in its processes. 
C)  Effective processes can lower the costs of value creation and add additional value to a product. 
D)  Processes cut across functions, or divisions, and require cooperation between individuals in different subunits. 
E)  Valuable new processes that might lead to a competitive advantage can be developed anywhere within the organization's network of operations.

Question 7

​One of the main differences between a product team and a team in a matrix structure is that a matrix team is more permanent than a team in a product structure.

Accepted Answer

A) True 
 B)False

Question 8

Which of the following actions is involved in delayering?

Accepted Answer

A)  Eliminating business units 
B)  Rethinking business processes 
C)  Creating more business units 
D)  Flattening the organizational hierarchy 
E)  Broadening the span of control 
A)  Eliminating business units 
B)  Rethinking business processes 
C)  Creating more business units 
D)  Flattening the organizational hierarchy 
E)  Broadening the span of control

Question 9

Silica Dustcloud Inc. plans to change its organization structure from a market structure to a functional structure and create separate divisions. This change will better serve its different groups of customers.

Accepted Answer

A) True 
 B)False

Question 10

The nature of work being performed has an effect on whether the span of control is narrow or wide which can influence the height of the management hierarchy.

Accepted Answer

A) True 
 B)False

Question 11

The purpose of which of the following is to provide managers with incentives for motivating employees as well as feedback on how the company performs?

Accepted Answer

A)  Control system 
B)  Adaptive culture 
C)  Organizational design 
D)  Span of control 
E)  Hierarchy of authority 
A)  Control system 
B)  Adaptive culture 
C)  Organizational design 
D)  Span of control 
E)  Hierarchy of authority

Question 12

In a firm with a multidivisional structure, the object is to try to achieve tight coordination between functions with emphasis on R&D, production, and marketing.

Accepted Answer

A) True 
 B)False

Question 13

Control systems can help managers evaluate how efficiently a company is producing goods and providing services.

Accepted Answer

A) True 
 B)False

Question 14

To reduce costs, companies pursuing a cost leadership strategy prefer to use which of the following to closely monitor and evaluate functional performance?

Accepted Answer

A)  Output controls 
B)  Personal controls 
C)  Behavioral controls 
D)  Cultural controls 
E)  Input controls 
A)  Output controls 
B)  Personal controls 
C)  Behavioral controls 
D)  Cultural controls 
E)  Input controls

Question 15

Different divisions in a firm with a multidivisional structure are not given authority to adopt their own organizational structures.

Accepted Answer

A) True 
 B)False

Question 16

Essentially, centralization or decentralization are concepts that refer to the:

Accepted Answer

A)  levels where decisions are made in the hierarchy of an organization. 
B)  number of hierarchical levels existing in an organization. 
C)  tools that allow an organization to monitor and evaluate whether its strategies and structure are working as intended. 
D)  business models designed to help a company expand nationally and manage a wide range of products. 
E)  strategies implemented by an organization to create, market, and distribute its products. 
A)  levels where decisions are made in the hierarchy of an organization. 
B)  number of hierarchical levels existing in an organization. 
C)  tools that allow an organization to monitor and evaluate whether its strategies and structure are working as intended. 
D)  business models designed to help a company expand nationally and manage a wide range of products. 
E)  strategies implemented by an organization to create, market, and distribute its products.

Question 17

Organizational structure has three dimensions and the horizontal differentiation element refers to the location of decision-making responsibilities within a structure and also to the number of layers in a hierarchy.

Accepted Answer

A) True 
 B)False

Question 18

Company Beta is looking for a strategy to boost its performance due to an increasingly tougher competitive environment. Bureaucratic inefficiencies associated with a tall hierarchy have been identified. Company Beta has decided to lay off people and reduce the number of layers in the hierarchy from nine to five. This move has grown Beta's profits and revenues. This strategy is called delayering.

Accepted Answer

A) True 
 B)False

Question 19

How decisions are made and work is performed within the organization is referred to as:

Accepted Answer

A)  uniformity of output. 
B)  conformity. 
C)  organizational processes. 
D)  maximization of effort. 
E)  behavioral control. 
A)  uniformity of output. 
B)  conformity. 
C)  organizational processes. 
D)  maximization of effort. 
E)  behavioral control.

Question 20

A typical matrix organizational structure:

Accepted Answer

A)  groups employees in two ways simultaneously to maximize the rate at which different kinds of products can be developed. 
B)  breaks up a company's growing product line into smaller, more manageable subunits. 
C)  groups people according to their common expertise and experience or because they use the same resources. 
D)  is a way of grouping employees into separate customer groups so that each group can focus on satisfying the needs of a particular customer group. 
E)  is a way of grouping employees to best satisfy the needs of customers within different regions. 
A)  groups employees in two ways simultaneously to maximize the rate at which different kinds of products can be developed. 
B)  breaks up a company's growing product line into smaller, more manageable subunits. 
C)  groups people according to their common expertise and experience or because they use the same resources. 
D)  is a way of grouping employees into separate customer groups so that each group can focus on satisfying the needs of a particular customer group. 
E)  is a way of grouping employees to best satisfy the needs of customers within different regions.

When decision-making responsibilities are decentralized, benefits include all of the following EXCEPT:

Describe the roles that organizational structure, strategic control systems, and organizational culture play in strategy implementation.

Control through culture is ineffective because employees do not internalize values.

Organizational culture is the:

Which of the following is NOT true about organizational processes?

One of the main differences between a product team and a team in a matrix structure is that a matrix team is more permanent than a team in a product structure.

Which of the following actions is involved in delayering?

Silica Dustcloud Inc. plans to change its organization structure from a market structure to a functional structure and create separate divisions. This change will better serve its different groups of customers.

The nature of work being performed has an effect on whether the span of control is narrow or wide which can influence the height of the management hierarchy.

The purpose of which of the following is to provide managers with incentives for motivating employees as well as feedback on how the company performs?

In a firm with a multidivisional structure, the object is to try to achieve tight coordination between functions with emphasis on R&D, production, and marketing.

Control systems can help managers evaluate how efficiently a company is producing goods and providing services.

To reduce costs, companies pursuing a cost leadership strategy prefer to use which of the following to closely monitor and evaluate functional performance?

Different divisions in a firm with a multidivisional structure are not given authority to adopt their own organizational structures.

Essentially, centralization or decentralization are concepts that refer to the:

Organizational structure has three dimensions and the horizontal differentiation element refers to the location of decision-making responsibilities within a structure and also to the number of layers in a hierarchy.

How decisions are made and work is performed within the organization is referred to as:

A typical matrix organizational structure:

Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage

External Analysis: the Identification of Opportunities and Threats

Internal Analysis: Resources and Competitive Advantage

Competitive Advantage Through Functional-Level Strategies

Business-Level Strategy

Business-Level Strategy and the Industry Environment

Strategy and Technology

Strategy in the Global Environment

Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing

Corporate-Level Strategy: Related and Unrelated Diversification

Corporate Governance, Social Responsibility, and Ethics

Filters

Exam 12: Implementing Strategy Through Organization

When decision-making responsibilities are decentralized, benefits include all of the following EXCEPT:

Describe the roles that organizational structure, strategic control systems, and organizational culture play in strategy implementation.

Control through culture is ineffective because employees do not internalize values.

Organizational culture is the:

Which of the following is NOT true about organizational processes?

​One of the main differences between a product team and a team in a matrix structure is that a matrix team is more permanent than a team in a product structure.

Which of the following actions is involved in delayering?

Silica Dustcloud Inc. plans to change its organization structure from a market structure to a functional structure and create separate divisions. This change will better serve its different groups of customers.

The nature of work being performed has an effect on whether the span of control is narrow or wide which can influence the height of the management hierarchy.

The purpose of which of the following is to provide managers with incentives for motivating employees as well as feedback on how the company performs?

In a firm with a multidivisional structure, the object is to try to achieve tight coordination between functions with emphasis on R&D, production, and marketing.

Control systems can help managers evaluate how efficiently a company is producing goods and providing services.

To reduce costs, companies pursuing a cost leadership strategy prefer to use which of the following to closely monitor and evaluate functional performance?

Different divisions in a firm with a multidivisional structure are not given authority to adopt their own organizational structures.

Essentially, centralization or decentralization are concepts that refer to the:

Organizational structure has three dimensions and the horizontal differentiation element refers to the location of decision-making responsibilities within a structure and also to the number of layers in a hierarchy.

How decisions are made and work is performed within the organization is referred to as:

A typical matrix organizational structure:

Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage

External Analysis: the Identification of Opportunities and Threats

Internal Analysis: Resources and Competitive Advantage

Competitive Advantage Through Functional-Level Strategies

Business-Level Strategy

Business-Level Strategy and the Industry Environment

Strategy and Technology

Strategy in the Global Environment

Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing

Corporate-Level Strategy: Related and Unrelated Diversification

Corporate Governance, Social Responsibility, and Ethics

Filters

One of the main differences between a product team and a team in a matrix structure is that a matrix team is more permanent than a team in a product structure.