Question 1

A focus strategy is a(n)_________.

Accepted Answer

A) functional- level strategy 
B) corporate- level strategy 
C) individual- level strategy 
D) business- level strategy 
A) functional- level strategy 
B) corporate- level strategy 
C) individual- level strategy 
D) business- level strategy

Question 2

Value creation at the global levels begins when an organization transfers a core competence to an overseas market.

Accepted Answer

A) True 
 B)False

Question 3

Traditionally, manufacturing functions in the United States have not achieved a core competence in manufacturing. Which of the following design choices, used by Japanese companies, can help U.S. companies gain a core competence in manufacturing?

Accepted Answer

A) Adopting a mechanistic structure 
B) Empowering workers 
C) Reducing the level of skill required to perform a task 
D) Centralizing decision- making authority 
A) Adopting a mechanistic structure 
B) Empowering workers 
C) Reducing the level of skill required to perform a task 
D) Centralizing decision- making authority

Question 4

The skills of Microsoft's software design group are an example of _________.

Accepted Answer

A) organizational culture 
B) strategic planning 
C) functional resources 
D) coordination abilities 
A) organizational culture 
B) strategic planning 
C) functional resources 
D) coordination abilities

Question 5

Taking core competencies and combining them to exploit opportunities overseas is part of_________ .

Accepted Answer

A) functional- level strategy 
B) global level strategy 
C) business- level strategy 
D) corporate- level strategy 
A) functional- level strategy 
B) global level strategy 
C) business- level strategy 
D) corporate- level strategy

Question 6

Which structure is most appropriate for an organization that pursues a low- cost strategy?

Accepted Answer

A) Functional 
B) Geographic 
C) Multidivisional 
D) Product team 
A) Functional 
B) Geographic 
C) Multidivisional 
D) Product team

Question 7

A global matrix structure is most appropriate for a company pursuing a(n)_________strategy.

Accepted Answer

A) multidomestic 
B) transnational 
C) global 
D) international 
A) multidomestic 
B) transnational 
C) global 
D) international

Question 8

Hitachi pursues a related diversification strategy.

Accepted Answer

A) True 
 B)False

Question 9

A company pursuing a multidomestic strategy should adopt which of the following structures?

Accepted Answer

A) Multidivisional matrix 
B) Global matrix 
C) Global geographic 
D) Global product group 
A) Multidivisional matrix 
B) Global matrix 
C) Global geographic 
D) Global product group

Question 10

Wal- Mart uses a strategy to achieve a competitive advantage.

Accepted Answer

A) low- cost business- level 
B) diversification 
C) market penetration 
D) differentiation 
A) low- cost business- level 
B) diversification 
C) market penetration 
D) differentiation

Question 11

Disadvantages of an international strategy include all of the following except:

Accepted Answer

A) limited local responsiveness. 
B) inability to transfer core competences to foreign divisions. 
C) inability to achieve significant economies of scale. 
D) little opportunity for global learning. 
A) limited local responsiveness. 
B) inability to transfer core competences to foreign divisions. 
C) inability to achieve significant economies of scale. 
D) little opportunity for global learning.

Question 12

Developing core competences enables an organization to attract new resources.

Accepted Answer

A) True 
 B)False

Question 13

_________is a strategy in which an organization takes over and owns its suppliers or distributors.

Accepted Answer

A) Environmental scanning 
B) Market penetration 
C) Vertical integration 
D) Differentiation 
A) Environmental scanning 
B) Market penetration 
C) Vertical integration 
D) Differentiation

Question 14

Which of the following is not a characteristic of the product group structure?

Accepted Answer

A) It facilitates global learning. 
B) It has a relatively tall hierarchy. 
C) It has two- boss managers. 
D) It creates a product group headquarters to coordinate activities between corporate headquarters and divisions. 
A) It facilitates global learning. 
B) It has a relatively tall hierarchy. 
C) It has two- boss managers. 
D) It creates a product group headquarters to coordinate activities between corporate headquarters and divisions.

Question 15

Which of the following core competences is most difficult to imitate?

Accepted Answer

A) Coordination abilities 
B) Reputation 
C) R&D expertise 
D) Top- management skills 
A) Coordination abilities 
B) Reputation 
C) R&D expertise 
D) Top- management skills

Question 16

A multidomestic strategy would have divisions that need few integrating mechanisms.

Accepted Answer

A) True 
 B)False

Question 17

A global strategy is most appropriate when pressures for global integration are_________ and pressures for local responsiveness are_________ .

Accepted Answer

A) low/low 
B) high/high 
C) high/low 
D) low/high 
A) low/low 
B) high/high 
C) high/low 
D) low/high

Question 18

At Sony, corporate values of innovation are not passed on through  _________.

Accepted Answer

A) promotions to corporate staff 
B) significant events 
C) stories 
D) cost cutting 
A) promotions to corporate staff 
B) significant events 
C) stories 
D) cost cutting

A focus strategy is a(n)_________.

Value creation at the global levels begins when an organization transfers a core competence to an overseas market.

Traditionally, manufacturing functions in the United States have not achieved a core competence in manufacturing. Which of the following design choices, used by Japanese companies, can help U.S. companies gain a core competence in manufacturing?

The skills of Microsoft's software design group are an example of _________.

Taking core competencies and combining them to exploit opportunities overseas is part of_________ .

Which structure is most appropriate for an organization that pursues a low- cost strategy?

A global matrix structure is most appropriate for a company pursuing a(n)_________strategy.

Hitachi pursues a related diversification strategy.

A company pursuing a multidomestic strategy should adopt which of the following structures?

Wal- Mart uses a strategy to achieve a competitive advantage.

Disadvantages of an international strategy include all of the following except:

Developing core competences enables an organization to attract new resources.

_________is a strategy in which an organization takes over and owns its suppliers or distributors.

Which of the following is not a characteristic of the product group structure?

Which of the following core competences is most difficult to imitate?

A multidomestic strategy would have divisions that need few integrating mechanisms.

A global strategy is most appropriate when pressures for global integration are_ and pressures for local responsiveness are_ .

At Sony, corporate values of innovation are not passed on through _________.

Organizations and Organizational Effectiveness

Organizational Stakeholders, Management, and Ethics

Managing in a Changing Global Environment

Basic Challenges of Organizational Design

Designing Organizational Structure: Coordination, Communication, and Control

Designing Organizational Structure: Specialization and Coordination

Creating and Managing Organizational Culture

Organizational Design, Competencies, and Technology

Types and Forms of Organizational Change

Organizational Transformations: Birth, Growth, Decline, and Death

Decision Making, Learning, Knowledge Management, and Information Technology

Innovation, Entrepreneurship, and Creativity

Managing Conflict, Power, and Politics

Filters

Exam 8: Organizational Design and Strategy in a Changing Global Environment

A focus strategy is a(n)_________.

Value creation at the global levels begins when an organization transfers a core competence to an overseas market.

Traditionally, manufacturing functions in the United States have not achieved a core competence in manufacturing. Which of the following design choices, used by Japanese companies, can help U.S. companies gain a core competence in manufacturing?

The skills of Microsoft's software design group are an example of _________.

Taking core competencies and combining them to exploit opportunities overseas is part of_________ .

Which structure is most appropriate for an organization that pursues a low- cost strategy?

A global matrix structure is most appropriate for a company pursuing a(n)_________strategy.

Hitachi pursues a related diversification strategy.

A company pursuing a multidomestic strategy should adopt which of the following structures?

Wal- Mart uses a strategy to achieve a competitive advantage.

Disadvantages of an international strategy include all of the following except:

Developing core competences enables an organization to attract new resources.

_________is a strategy in which an organization takes over and owns its suppliers or distributors.

Which of the following is not a characteristic of the product group structure?

Which of the following core competences is most difficult to imitate?

A multidomestic strategy would have divisions that need few integrating mechanisms.

A global strategy is most appropriate when pressures for global integration are_________ and pressures for local responsiveness are_________ .

At Sony, corporate values of innovation are not passed on through _________.

Organizations and Organizational Effectiveness

Organizational Stakeholders, Management, and Ethics

Managing in a Changing Global Environment

Basic Challenges of Organizational Design

Designing Organizational Structure: Coordination, Communication, and Control

Designing Organizational Structure: Specialization and Coordination

Creating and Managing Organizational Culture

Organizational Design, Competencies, and Technology

Types and Forms of Organizational Change

Organizational Transformations: Birth, Growth, Decline, and Death

Decision Making, Learning, Knowledge Management, and Information Technology

Innovation, Entrepreneurship, and Creativity

Managing Conflict, Power, and Politics

Filters

A global strategy is most appropriate when pressures for global integration are_ and pressures for local responsiveness are_ .