Question 1

In any organization, for-profit or not-for-profit, span of control refers to the:

Accepted Answer

A)  number of managers at the highest levels in the organization. 
B)  CEO and his or her management team. 
C)  number of direct reports that a manager has. 
D)  number of supervisors in a specific segment of a manufacturing activity. 
E)  number of members elected or appointed to be on the board of directors. 
A)  number of managers at the highest levels in the organization. 
B)  CEO and his or her management team. 
C)  number of direct reports that a manager has. 
D)  number of supervisors in a specific segment of a manufacturing activity. 
E)  number of members elected or appointed to be on the board of directors.

Question 2

​The need for integrating mechanisms is greater when a company's structure is more complex.

Accepted Answer

A) True 
 B)False

Question 3

Discuss the differences in the strategies and organization for a firm with a need for high integration versus a firm with a low integration.

Accepted Answer

In general, the need for integration bet

Question 4

Which of the following would be favored by firms in a rapidly changing and high-technology environment that need a high degree or coordination and more complex integration mechanisms?

Accepted Answer

A)  Liaison roles 
B)  Direct contact 
C)  Centralization 
D)  Teams 
E)  Knowledge networks 
A)  Liaison roles 
B)  Direct contact 
C)  Centralization 
D)  Teams 
E)  Knowledge networks

Question 5

Tom's leads a team at Empire Holdings. The team's responsibilities are to develop courses of action that decide how to allocate resources within a firm, how new products are developed, and how the performance of managers will be evaluated and given feedback. Tom's team is responsible for which of the following?

Accepted Answer

A)  Organizational architecture 
B)  Organizational structure 
C)  Organizational processes 
D)  Organizational culture 
E)  Organizational controls 
A)  Organizational architecture 
B)  Organizational structure 
C)  Organizational processes 
D)  Organizational culture 
E)  Organizational controls

Question 6

The human capital of an organization includes the norms and value systems, people within an organization as well as the employees.
​

Accepted Answer

A) True 
 B)False

Question 7

Problems such as identifying profitability, lack of accountability, and poor control, led businesses away from a multidivisional structure to a functional business structure.

Accepted Answer

A) True 
 B)False

Question 8

Bradley is a new employee in the sales department at a local car dealership. In his first few months on the job, he will be learning the norms and values of the organization. This refers to organizational culture.

Accepted Answer

A) True 
 B)False

Question 9

When companies become too tall and the chain of command too long, strategic managers tend to lose control over the hierarchy and, subsequently, their strategies.

Accepted Answer

A) True 
 B)False

Question 10

Explain the benefits of the multidivisional structure for managing a firm that competes in several industries.

Accepted Answer

The multidivisional structure has the fo

Question 11

Control through organizational culture is so powerful because it:

Accepted Answer

A)  eliminates the need for managers in large companies. 
B)  enables employees to follow organizational values, after they've internalized them, without thinking about them. 
C)  results in maximum decentralization and the elimination of bureaucracy. 
D)  achieves increased performance through the alignment of organizational goals with external societal expectations. 
E)  achieves external control through motivated coworkers. 
A)  eliminates the need for managers in large companies. 
B)  enables employees to follow organizational values, after they've internalized them, without thinking about them. 
C)  results in maximum decentralization and the elimination of bureaucracy. 
D)  achieves increased performance through the alignment of organizational goals with external societal expectations. 
E)  achieves external control through motivated coworkers.

Question 12

The growth of distributed computer and telecommunications information systems such as E-mail, video-conferencing, intranets, and web-based search engines have made which of the following informal integrating mechanism possible?

Accepted Answer

A)  Functional structure 
B)  Multidivisional structure 
C)  Matrix structure 
D)  Knowledge networks 
E)  Decentralized 
A)  Functional structure 
B)  Multidivisional structure 
C)  Matrix structure 
D)  Knowledge networks 
E)  Decentralized

Question 13

PeopleFinder, a start-up social media network, is a decentralized organization. This means that the organization promotes flexibility and reduces bureaucratic costs; lower-level managers are authorized to make on-the-spot decisions.

Accepted Answer

A) True 
 B)False

Question 14

Walmart is an example of a business that uses a centralized vertical differentiation strategy because all purchasing decisions are made at its headquarters in Arkansas which allows them to take advantage of their bargaining power, driving down costs and passing on those savings to consumers in the form of lower prices, which enables the company to grow its market share and profits.

Accepted Answer

A) True 
 B)False

Question 15

Company Delta is a single line business a production function, an R&D function, a marketing Function and a sales function. Steve Coats, the CEO, oversees each of these functions. Which of the following organizational structure does this represent?

Accepted Answer

A)  Functional structure 
B)  Multidivisional structure 
C)  Matrix structure 
D)  Knowledge networks 
E)  Decentralized 
A)  Functional structure 
B)  Multidivisional structure 
C)  Matrix structure 
D)  Knowledge networks 
E)  Decentralized

Question 16

What is the difference between organizational structure, processes and culture? How does human capital fit into organizational architecture? Do these run independently of each other or rely on each other to create a firm's organizational architecture?
​

Accepted Answer

By organizational structure, we mean thr

Question 17

Deciding how to allocate resources within a firm, strategies for developing new products, and how performance of managers will be evaluated are all part of the organizational culture of a company.

Accepted Answer

A) True 
 B)False

Question 18

Which of the following is NOT an element of organizational architecture?

Accepted Answer

A)  Location 
B)  Culture 
C)  Processes 
D)  Structure 
E)  People 
A)  Location 
B)  Culture 
C)  Processes 
D)  Structure 
E)  People

Question 19

​Companies that are innovative and able to deal with environmental change with new strategies and structures probably have:

Accepted Answer

A)  ​weak cultures. 
B)  ​strong functional cultures. 
C)  ​adaptive cultures. 
D)  ​prescriptive cultures. 
E)  ​cost-conscious culture. 
A)  ​weak cultures. 
B)  ​strong functional cultures. 
C)  ​adaptive cultures. 
D)  ​prescriptive cultures. 
E)  ​cost-conscious culture.

Question 20

The organizational hierarchy is flatter in a multidivisional structure than in a product or functional structure.

Accepted Answer

A) True 
 B)False

In any organization, for-profit or not-for-profit, span of control refers to the:

The need for integrating mechanisms is greater when a company's structure is more complex.

Discuss the differences in the strategies and organization for a firm with a need for high integration versus a firm with a low integration.

Which of the following would be favored by firms in a rapidly changing and high-technology environment that need a high degree or coordination and more complex integration mechanisms?

The human capital of an organization includes the norms and value systems, people within an organization as well as the employees.

Problems such as identifying profitability, lack of accountability, and poor control, led businesses away from a multidivisional structure to a functional business structure.

Bradley is a new employee in the sales department at a local car dealership. In his first few months on the job, he will be learning the norms and values of the organization. This refers to organizational culture.

When companies become too tall and the chain of command too long, strategic managers tend to lose control over the hierarchy and, subsequently, their strategies.

Explain the benefits of the multidivisional structure for managing a firm that competes in several industries.

Control through organizational culture is so powerful because it:

The growth of distributed computer and telecommunications information systems such as E-mail, video-conferencing, intranets, and web-based search engines have made which of the following informal integrating mechanism possible?

PeopleFinder, a start-up social media network, is a decentralized organization. This means that the organization promotes flexibility and reduces bureaucratic costs; lower-level managers are authorized to make on-the-spot decisions.

Company Delta is a single line business a production function, an R&D function, a marketing Function and a sales function. Steve Coats, the CEO, oversees each of these functions. Which of the following organizational structure does this represent?

What is the difference between organizational structure, processes and culture? How does human capital fit into organizational architecture? Do these run independently of each other or rely on each other to create a firm's organizational architecture?

Deciding how to allocate resources within a firm, strategies for developing new products, and how performance of managers will be evaluated are all part of the organizational culture of a company.

Which of the following is NOT an element of organizational architecture?

Companies that are innovative and able to deal with environmental change with new strategies and structures probably have:

The organizational hierarchy is flatter in a multidivisional structure than in a product or functional 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

In any organization, for-profit or not-for-profit, span of control refers to the:

​The need for integrating mechanisms is greater when a company's structure is more complex.

Discuss the differences in the strategies and organization for a firm with a need for high integration versus a firm with a low integration.

Which of the following would be favored by firms in a rapidly changing and high-technology environment that need a high degree or coordination and more complex integration mechanisms?

The human capital of an organization includes the norms and value systems, people within an organization as well as the employees. ​

Problems such as identifying profitability, lack of accountability, and poor control, led businesses away from a multidivisional structure to a functional business structure.

Bradley is a new employee in the sales department at a local car dealership. In his first few months on the job, he will be learning the norms and values of the organization. This refers to organizational culture.

When companies become too tall and the chain of command too long, strategic managers tend to lose control over the hierarchy and, subsequently, their strategies.

Explain the benefits of the multidivisional structure for managing a firm that competes in several industries.

Control through organizational culture is so powerful because it:

The growth of distributed computer and telecommunications information systems such as E-mail, video-conferencing, intranets, and web-based search engines have made which of the following informal integrating mechanism possible?

PeopleFinder, a start-up social media network, is a decentralized organization. This means that the organization promotes flexibility and reduces bureaucratic costs; lower-level managers are authorized to make on-the-spot decisions.

Company Delta is a single line business a production function, an R&D function, a marketing Function and a sales function. Steve Coats, the CEO, oversees each of these functions. Which of the following organizational structure does this represent?

What is the difference between organizational structure, processes and culture? How does human capital fit into organizational architecture? Do these run independently of each other or rely on each other to create a firm's organizational architecture? ​

Deciding how to allocate resources within a firm, strategies for developing new products, and how performance of managers will be evaluated are all part of the organizational culture of a company.

Which of the following is NOT an element of organizational architecture?

​Companies that are innovative and able to deal with environmental change with new strategies and structures probably have:

The organizational hierarchy is flatter in a multidivisional structure than in a product or functional 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

The need for integrating mechanisms is greater when a company's structure is more complex.

The human capital of an organization includes the norms and value systems, people within an organization as well as the employees.

What is the difference between organizational structure, processes and culture? How does human capital fit into organizational architecture? Do these run independently of each other or rely on each other to create a firm's organizational architecture?

Companies that are innovative and able to deal with environmental change with new strategies and structures probably have: