Question 1

Which of the following is not a basis for configuring a multidivisional organisation structure?

Accepted Answer

A)  By geographical concentration 
B)  By product type 
C)  By task group 
D)  By specialism 
E)  By customer focus 
A)  By geographical concentration 
B)  By product type 
C)  By task group 
D)  By specialism 
E)  By customer focus

Question 2

Which of the following is not a type of control process?

Accepted Answer

A)  Direct supervision 
B)  Cultural 
C)  Multidivisional 
D)  Performance targeting 
E)  Self- control and personal motivation 
A)  Direct supervision 
B)  Cultural 
C)  Multidivisional 
D)  Performance targeting 
E)  Self- control and personal motivation

Question 3

Which of the following is most likely to be a danger for virtual organisations?

Accepted Answer

A)  That costs will increase as the size of the organisation grows. 
B)  That the organisation will need to outsource some activities. 
C)  That knowledge creation will only occur in the specialist activities of the separate partners. 
D)  That the organisation itself gains too high a profile. 
A)  That costs will increase as the size of the organisation grows. 
B)  That the organisation will need to outsource some activities. 
C)  That knowledge creation will only occur in the specialist activities of the separate partners. 
D)  That the organisation itself gains too high a profile.

Question 4

Which of the following is not an example of a configuration dilemma when organising for success?

Accepted Answer

A)  Holistic solutions versus best practice 
B)  Hierarchies versus networks 
C)  Cost leadership versus differentiation 
D)  Centralising versus devolving 
E)  Vertical accountability versus horizontal integration 
A)  Holistic solutions versus best practice 
B)  Hierarchies versus networks 
C)  Cost leadership versus differentiation 
D)  Centralising versus devolving 
E)  Vertical accountability versus horizontal integration

Question 5

What are the characteristics of a transnational organisational structure according to Bartlett and Ghoshal?

Accepted Answer

A)  It combines global control with local control. 
B)  It has strong functional divisions. 
C)  Decisions are taken across borders (transnational decisions). 
D)  It combines a centralised approach with a functional structure. 
E)  It combines global coordination with local responsiveness. 
A)  It combines global control with local control. 
B)  It has strong functional divisions. 
C)  Decisions are taken across borders (transnational decisions). 
D)  It combines a centralised approach with a functional structure. 
E)  It combines global coordination with local responsiveness.

Question 6

Processes of self- control achieve the integration of knowledge and coordination of activities by the direct interaction of individuals without supervision.

Accepted Answer

A) True 
 B)False

Question 7

Which of the following is not an advantage of a multidivisional structure?

Accepted Answer

A)  Fragmentation 
B)  Flexibility to add or divest divisions 
C)  Control by performance 
D)  Specialisation of competences 
E)  Ownership of strategy 
A)  Fragmentation 
B)  Flexibility to add or divest divisions 
C)  Control by performance 
D)  Specialisation of competences 
E)  Ownership of strategy

Question 8

The following is not a type of organisational structure:

Accepted Answer

A)  Multidivisional structure 
B)  Matrix structure 
C)  Functional structure 
D)  Holding company structure 
E)  Operational structure 
A)  Multidivisional structure 
B)  Matrix structure 
C)  Functional structure 
D)  Holding company structure 
E)  Operational structure

Question 9

Organisation design is all about utilising the latest fashions in office furniture to create an atmosphere conducive to success.

Accepted Answer

A) True 
 B)False

Question 10

Which of the following is a way that an organisation's structure might affect the strategy development process?

Accepted Answer

A)  By offering promotion opportunities through a tall hierarchy 
B)  By involving multiple SBUs in the process to ensure buy- in 
C)  Through its effect on the culture of the organisation 
D)  Through its impact on the speed of decision making 
A)  By offering promotion opportunities through a tall hierarchy 
B)  By involving multiple SBUs in the process to ensure buy- in 
C)  Through its effect on the culture of the organisation 
D)  Through its impact on the speed of decision making

Question 11

Which of the following statements is true of a matrix organisation?

Accepted Answer

A)  Matrix structures are usually used when tasks are standardised and specialisation of staff is required. 
B)  Unity of command is a fundamental design principle for matrix structures. 
C)  Cross- functional teams are formed and then re- formed according to the project needs of the organisation. 
D)  Matrix organisations are also known as multidivisional structures. 
A)  Matrix structures are usually used when tasks are standardised and specialisation of staff is required. 
B)  Unity of command is a fundamental design principle for matrix structures. 
C)  Cross- functional teams are formed and then re- formed according to the project needs of the organisation. 
D)  Matrix organisations are also known as multidivisional structures.

Question 12

Which of the following is the correct explanation of a team- based structure?

Accepted Answer

A)  It consists of many different teams, all being coached to compete against each other. 
B)  It consists of different regional offices which all form their own closely knit teams. 
C)  It combines both horizontal and vertical coordination via cross functional teams. 
D)  It consists of many different projects which are created and dissolved on an ad hoc basis. 
A)  It consists of many different teams, all being coached to compete against each other. 
B)  It consists of different regional offices which all form their own closely knit teams. 
C)  It combines both horizontal and vertical coordination via cross functional teams. 
D)  It consists of many different projects which are created and dissolved on an ad hoc basis.

Question 13

A transnational strategy is one that tries to combine which two elements?

Accepted Answer

A)  Low prices and low costs 
B)  Global coordination and local responsiveness 
C)  Standardised products and local job creation 
D)  Local responsiveness and home country personnel 
A)  Low prices and low costs 
B)  Global coordination and local responsiveness 
C)  Standardised products and local job creation 
D)  Local responsiveness and home country personnel

Question 14

In what three ways may organisations manage the dilemmas associated with organisational design?

Accepted Answer

A)  By maintaining a high degree of central control and consistency throughout the organisation. 
B)  By combining different organisational principles at the same time. 
C)  By reorganising frequently so that no one side of the dilemma becomes too entrenched. 
D)  By subdividing the organisation so that each part can be organised optimally. 
A)  By maintaining a high degree of central control and consistency throughout the organisation. 
B)  By combining different organisational principles at the same time. 
C)  By reorganising frequently so that no one side of the dilemma becomes too entrenched. 
D)  By subdividing the organisation so that each part can be organised optimally.

Question 15

Which two of the following are often dilemmas in organising for success?

Accepted Answer

A)  Empowering or 'holding- the- ring'? 
B)  Vertical or horizontal integration? 
C)  Flexibility or accountability? 
D)  Centralising or devolving? 
A)  Empowering or 'holding- the- ring'? 
B)  Vertical or horizontal integration? 
C)  Flexibility or accountability? 
D)  Centralising or devolving?

Question 16

Which two of the following are often dilemmas in organising for success?

Accepted Answer

A)  Flexibility or accountability? 
B)  Structure or hierarchy? 
C)  Hierarchies or networks? 
D)  Vertical accountability or horizontal integration? 
A)  Flexibility or accountability? 
B)  Structure or hierarchy? 
C)  Hierarchies or networks? 
D)  Vertical accountability or horizontal integration?

Question 17

What new way of working must be practising by a manager in WorKHard, a company that has begun to outsource its activities to Outwork?

Accepted Answer

A)  To maintain performance through managing the supplier relationship 
B)  To manage the performance of the staff in Outwork 
C)  To maintain performance through managing the managers at Outwork 
D)  To manage the performance of the staff in Outwork using control systems within WorkHard 
A)  To maintain performance through managing the supplier relationship 
B)  To manage the performance of the staff in Outwork 
C)  To maintain performance through managing the managers at Outwork 
D)  To manage the performance of the staff in Outwork using control systems within WorkHard

Question 18

Which of the following departments would you not expect to find in a functional structure?

Accepted Answer

A)  Finance department 
B)  Marketing department 
C)  Human resources department 
D)  International department 
A)  Finance department 
B)  Marketing department 
C)  Human resources department 
D)  International department

Question 19

The speed with which strategies can be implemented will be greater the more hierarchical the structure of the organisation is.

Accepted Answer

A) True 
 B)False

Question 20

Which multinational structure would be most suitable where there is low need for global co- ordination and low need for local independence?

Accepted Answer

A)  Transnational corporations 
B)  International divisions 
C)  Local subsidiaries 
D)  Global product divisions 
A)  Transnational corporations 
B)  International divisions 
C)  Local subsidiaries 
D)  Global product divisions

Which of the following is not a basis for configuring a multidivisional organisation structure?

Which of the following is not a type of control process?

Which of the following is most likely to be a danger for virtual organisations?

Which of the following is not an example of a configuration dilemma when organising for success?

What are the characteristics of a transnational organisational structure according to Bartlett and Ghoshal?

Processes of self- control achieve the integration of knowledge and coordination of activities by the direct interaction of individuals without supervision.

Which of the following is not an advantage of a multidivisional structure?

The following is not a type of organisational structure:

Organisation design is all about utilising the latest fashions in office furniture to create an atmosphere conducive to success.

Which of the following is a way that an organisation's structure might affect the strategy development process?

Which of the following statements is true of a matrix organisation?

Which of the following is the correct explanation of a team- based structure?

A transnational strategy is one that tries to combine which two elements?

In what three ways may organisations manage the dilemmas associated with organisational design?

Which two of the following are often dilemmas in organising for success?

Which two of the following are often dilemmas in organising for success?

What new way of working must be practising by a manager in WorKHard, a company that has begun to outsource its activities to Outwork?

Which of the following departments would you not expect to find in a functional structure?

The speed with which strategies can be implemented will be greater the more hierarchical the structure of the organisation is.

Which multinational structure would be most suitable where there is low need for global co- ordination and low need for local independence?

Introducing Strategy

The Environment

Strategic Capability

Governance and Stakeholders

Strategy and Culture

Business-Level Strategy

Innovation Entrepreneurship

Corporate Diversity

International Strategy

Directions Methods

Organising for Success

Managing Change

Strategy Development Processes

The Practice of Strategy

Filters

Exam 12: Enabling Success

Which of the following is not a basis for configuring a multidivisional organisation structure?

Which of the following is not a type of control process?

Which of the following is most likely to be a danger for virtual organisations?

Which of the following is not an example of a configuration dilemma when organising for success?

What are the characteristics of a transnational organisational structure according to Bartlett and Ghoshal?

Processes of self- control achieve the integration of knowledge and coordination of activities by the direct interaction of individuals without supervision.

Which of the following is not an advantage of a multidivisional structure?

The following is not a type of organisational structure:

Organisation design is all about utilising the latest fashions in office furniture to create an atmosphere conducive to success.

Which of the following is a way that an organisation's structure might affect the strategy development process?

Which of the following statements is true of a matrix organisation?

Which of the following is the correct explanation of a team- based structure?

A transnational strategy is one that tries to combine which two elements?

In what three ways may organisations manage the dilemmas associated with organisational design?

Which two of the following are often dilemmas in organising for success?

Which two of the following are often dilemmas in organising for success?

What new way of working must be practising by a manager in WorKHard, a company that has begun to outsource its activities to Outwork?

Which of the following departments would you not expect to find in a functional structure?

The speed with which strategies can be implemented will be greater the more hierarchical the structure of the organisation is.

Which multinational structure would be most suitable where there is low need for global co- ordination and low need for local independence?

Introducing Strategy

The Environment

Strategic Capability

Governance and Stakeholders

Strategy and Culture

Business-Level Strategy

Innovation Entrepreneurship

Corporate Diversity

International Strategy

Directions Methods

Organising for Success

Managing Change

Strategy Development Processes

The Practice of Strategy

Filters