Question 1

Which of the following are ways of categorising control processes?

Accepted Answer

A)  Control over inputs or outputs, direct or indirect control 
B)  Hierarchical or decentralised control, control over inputs or outputs 
C)  Control over finance and control over strategy implementation 
D)  Direct and indirect control of key performance indicators 
A)  Control over inputs or outputs, direct or indirect control 
B)  Hierarchical or decentralised control, control over inputs or outputs 
C)  Control over finance and control over strategy implementation 
D)  Direct and indirect control of key performance indicators

Question 2

Which of the following is a commonly used basis for organising a multidivisional structure?

Accepted Answer

A)  Revenues generated 
B)  Geography 
C)  Technology 
D)  Personnel 
A)  Revenues generated 
B)  Geography 
C)  Technology 
D)  Personnel

Question 3

According to Chandler strategy follows structure otherwise inefficiency results.

Accepted Answer

A) True 
 B)False

Question 4

In which style is the relationship between the centre and the business units that of a parent who prescribes detailed roles?

Accepted Answer

A)  Financial control 
B)  Strategic control 
C)  External control 
D)  Strategic planning 
A)  Financial control 
B)  Strategic control 
C)  External control 
D)  Strategic planning

Question 5

Which of the following is a correct description of devolution?

Accepted Answer

A)  The upwards delegation of decision making to the Board of Directors 
B)  The centralisation of decision- making at head office 
C)  The delegation of decision making from the centre to units and managers lower down in the hierarchy 
D)  Dismantling the central office and allowing subsidiaries to make their own decisions 
A)  The upwards delegation of decision making to the Board of Directors 
B)  The centralisation of decision- making at head office 
C)  The delegation of decision making from the centre to units and managers lower down in the hierarchy 
D)  Dismantling the central office and allowing subsidiaries to make their own decisions

Question 6

The financial control style is an example of a functional organisational structure.

Accepted Answer

A) True 
 B)False

Question 7

Which of the following is not an advantage of a centralised organisation structure?

Accepted Answer

A)  Less duplication of effort 
B)  Better co- ordination of units 
C)  Less motivation for middle managers 
D)  More consistent decision making 
A)  Less duplication of effort 
B)  Better co- ordination of units 
C)  Less motivation for middle managers 
D)  More consistent decision making

Question 8

A transnational structure combines high local responsiveness with low global coordination.

Accepted Answer

A) True 
 B)False

Question 9

In which of the following organisations might you expect to find a task culture?

Accepted Answer

A)  Her Majesty's Inspector of Taxes 
B)  The Labour Party 
C)  Arthur Andersen 
D)  Liverpool Football Club 
A)  Her Majesty's Inspector of Taxes 
B)  The Labour Party 
C)  Arthur Andersen 
D)  Liverpool Football Club

Question 10

The key design parameters for a machine bureaucracy configuration are:

Accepted Answer

A)  Multidivisional structure, performance targets and devolved financial or strategic control 
B)  Functional structure, planning systems and centralised strategic planning 
C)  Projects, cultural processes and devolved networks and alliances 
D)  CEO control, direct supervision and centralised 
A)  Multidivisional structure, performance targets and devolved financial or strategic control 
B)  Functional structure, planning systems and centralised strategic planning 
C)  Projects, cultural processes and devolved networks and alliances 
D)  CEO control, direct supervision and centralised

Which of the following are ways of categorising control processes?

Which of the following is a commonly used basis for organising a multidivisional structure?

According to Chandler strategy follows structure otherwise inefficiency results.

In which style is the relationship between the centre and the business units that of a parent who prescribes detailed roles?

Which of the following is a correct description of devolution?

The financial control style is an example of a functional organisational structure.

Which of the following is not an advantage of a centralised organisation structure?

A transnational structure combines high local responsiveness with low global coordination.

In which of the following organisations might you expect to find a task culture?

The key design parameters for a machine bureaucracy configuration are:

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 are ways of categorising control processes?

Which of the following is a commonly used basis for organising a multidivisional structure?

According to Chandler strategy follows structure otherwise inefficiency results.

In which style is the relationship between the centre and the business units that of a parent who prescribes detailed roles?

Which of the following is a correct description of devolution?

The financial control style is an example of a functional organisational structure.

Which of the following is not an advantage of a centralised organisation structure?

A transnational structure combines high local responsiveness with low global coordination.

In which of the following organisations might you expect to find a task culture?

The key design parameters for a machine bureaucracy configuration are:

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