Question 1

The transnational strategy seeks to:

Accepted Answer

A) achieve high-quality managerial decisions 
B) provide local responsiveness and achieve global efficiency 
C) obtain the best prices for raw materials and develop efficient distribution systems 
D) obtain cultural diversity among business units and harmony at headquarters 
A) achieve high-quality managerial decisions 
B) provide local responsiveness and achieve global efficiency 
C) obtain the best prices for raw materials and develop efficient distribution systems 
D) obtain cultural diversity among business units and harmony at headquarters

Question 2

Describe the organisational structures used to implement the three international strategies.

Accepted Answer

A multi-domestic strategy uses a worldwi

Question 3

The functional structure allows for effective:

Accepted Answer

A) control of strategic issues by functional managers 
B) control of potentially time-consuming activities by the chief executive 
C) control of any myopic vision 
D) development of professional expertise in functional areas 
A) control of strategic issues by functional managers 
B) control of potentially time-consuming activities by the chief executive 
C) control of any myopic vision 
D) development of professional expertise in functional areas

Question 4

Research shows that once in place, ________ often inhibit(s) efforts to change structure, even when a firm's performance suggests that it is time to do so.

Accepted Answer

A) financial controls 
B) organisational inertia 
C) resistance to change 
D) structural stability 
A) financial controls 
B) organisational inertia 
C) resistance to change 
D) structural stability

Question 5

The multi-divisional structure tends to do better than the simple structure, although it does not necessarily perform better than the functional structure.

Accepted Answer

A) True 
 B)False

Question 6

According to Alfred Chandler, organisations change their structures to increase their ability to innovate.

Accepted Answer

A) True 
 B)False

Question 7

Discuss the organisational structures used to implement different business-level strategies.

Accepted Answer

Business-level strategies are usually im

Question 8

Discuss the organisational structures used to implement corporate-level strategies.

Accepted Answer

The cooperative form of the M-form struc

Question 9

A strategic business unit (SBU) structure consists of at least three levels: the corporate headquarters at the top, followed by SBU groups, and then divisions grouped by relatedness within each SBU.

Accepted Answer

A) True 
 B)False

Question 10

What are some of the implementation issues with a strategic network of vertical relationships?

Accepted Answer

A strategic network of vertical relation

Question 11

The primary factors that cause firms to change from a functional structure to an M-form structure are the CEO's increasingly limited ability to set a strategic direction for the firm and the focus of functional managers on local issues.

Accepted Answer

A) True 
 B)False

Question 12

Structural change is often induced by the actions of ________ who are no longer willing to tolerate the firm's performance.

Accepted Answer

A) shareholders 
B) stakeholders 
C) managers 
D) board of directors 
A) shareholders 
B) stakeholders 
C) managers 
D) board of directors

Question 13

With related corporate-level strategies, strategic controls are used to verify the sharing of appropriate strategic factors such as ________ across businesses.

Accepted Answer

A) technologies, human capital and resources 
B) knowledge, markets and technologies 
C) tangible resources, intangible resources and capabilities 
D) capabilities, markets and tangible resources 
A) technologies, human capital and resources 
B) knowledge, markets and technologies 
C) tangible resources, intangible resources and capabilities 
D) capabilities, markets and tangible resources

Question 14

Firms implementing the multi-domestic strategy often attempt to isolate themselves from global competitive forces by establishing the low-cost position in the industry.

Accepted Answer

A) True 
 B)False

Question 15

Describe the dominant path of evolution of a firm's structure.

Accepted Answer

Firms begin with a simple structure when

Question 16

When a corporation pursues a related constrained diversification strategy, financial controls may not add value to strategy implementation efforts because it is difficult to:

Accepted Answer

A) evaluate the financial performance of individual business units and their managers 
B) transfer capital between units 
C) deal with the multiple responsibilities and authorities of division managers 
D) identify which objective criteria to monitor 
A) evaluate the financial performance of individual business units and their managers 
B) transfer capital between units 
C) deal with the multiple responsibilities and authorities of division managers 
D) identify which objective criteria to monitor

Question 17

Define organisational structure.Why is organisational structure a critical component of effective strategy implementation processes?

Accepted Answer

Organisational structure specifies a fir

Question 18

Strategic controls are concerned with examining the fit between what a firm might do and what it can do.

Accepted Answer

A) True 
 B)False

Question 19

Which one of the following is not a characteristic of the simple structure?

Accepted Answer

A) Close coordination 
B) Unsophisticated information systems 
C) Few rules 
D) Limited task specialisation 
A) Close coordination 
B) Unsophisticated information systems 
C) Few rules 
D) Limited task specialisation

Question 20

Successful implementation of the differentiation strategy requires that:

Accepted Answer

A) decision making be centralised 
B) decision making be decentralised 
C) the finance function be the dominant function 
D) the accounting function be the dominant function 
A) decision making be centralised 
B) decision making be decentralised 
C) the finance function be the dominant function 
D) the accounting function be the dominant function

The transnational strategy seeks to:

Describe the organisational structures used to implement the three international strategies.

The functional structure allows for effective:

Research shows that once in place, ________ often inhibit(s) efforts to change structure, even when a firm's performance suggests that it is time to do so.

The multi-divisional structure tends to do better than the simple structure, although it does not necessarily perform better than the functional structure.

According to Alfred Chandler, organisations change their structures to increase their ability to innovate.

Discuss the organisational structures used to implement different business-level strategies.

Discuss the organisational structures used to implement corporate-level strategies.

A strategic business unit (SBU) structure consists of at least three levels: the corporate headquarters at the top, followed by SBU groups, and then divisions grouped by relatedness within each SBU.

What are some of the implementation issues with a strategic network of vertical relationships?

The primary factors that cause firms to change from a functional structure to an M-form structure are the CEO's increasingly limited ability to set a strategic direction for the firm and the focus of functional managers on local issues.

Structural change is often induced by the actions of ________ who are no longer willing to tolerate the firm's performance.

With related corporate-level strategies, strategic controls are used to verify the sharing of appropriate strategic factors such as ________ across businesses.

Firms implementing the multi-domestic strategy often attempt to isolate themselves from global competitive forces by establishing the low-cost position in the industry.

Describe the dominant path of evolution of a firm's structure.

When a corporation pursues a related constrained diversification strategy, financial controls may not add value to strategy implementation efforts because it is difficult to:

Define organisational structure.Why is organisational structure a critical component of effective strategy implementation processes?

Strategic controls are concerned with examining the fit between what a firm might do and what it can do.

Which one of the following is not a characteristic of the simple structure?

Successful implementation of the differentiation strategy requires that:

Strategic Management and Strategic Competitiveness

The External Environment: Opportunities, Threats, Industry Competition and Competitor Analysis

The Internal Environment: Resources, Capabilities, Core Competencies and Competitive Advantages

Business-Level Strategy

Competitive Rivalry and Competitive Dynamics

Corporate-Level Strategy

Acquisition and Restructuring Strategies

International Strategy

Cooperative Strategy

Corporate Governance

Strategic Leadership

Strategic Entrepreneurship

Filters

Exam 11: Organisational Structure and Controls

The transnational strategy seeks to:

Describe the organisational structures used to implement the three international strategies.

The functional structure allows for effective:

Research shows that once in place, ________ often inhibit(s) efforts to change structure, even when a firm's performance suggests that it is time to do so.

The multi-divisional structure tends to do better than the simple structure, although it does not necessarily perform better than the functional structure.

According to Alfred Chandler, organisations change their structures to increase their ability to innovate.

Discuss the organisational structures used to implement different business-level strategies.

Discuss the organisational structures used to implement corporate-level strategies.

A strategic business unit (SBU) structure consists of at least three levels: the corporate headquarters at the top, followed by SBU groups, and then divisions grouped by relatedness within each SBU.

What are some of the implementation issues with a strategic network of vertical relationships?

The primary factors that cause firms to change from a functional structure to an M-form structure are the CEO's increasingly limited ability to set a strategic direction for the firm and the focus of functional managers on local issues.

Structural change is often induced by the actions of ________ who are no longer willing to tolerate the firm's performance.

With related corporate-level strategies, strategic controls are used to verify the sharing of appropriate strategic factors such as ________ across businesses.

Firms implementing the multi-domestic strategy often attempt to isolate themselves from global competitive forces by establishing the low-cost position in the industry.

Describe the dominant path of evolution of a firm's structure.

When a corporation pursues a related constrained diversification strategy, financial controls may not add value to strategy implementation efforts because it is difficult to:

Define organisational structure.Why is organisational structure a critical component of effective strategy implementation processes?

Strategic controls are concerned with examining the fit between what a firm might do and what it can do.

Which one of the following is not a characteristic of the simple structure?

Successful implementation of the differentiation strategy requires that:

Strategic Management and Strategic Competitiveness

The External Environment: Opportunities, Threats, Industry Competition and Competitor Analysis

The Internal Environment: Resources, Capabilities, Core Competencies and Competitive Advantages

Business-Level Strategy

Competitive Rivalry and Competitive Dynamics

Corporate-Level Strategy

Acquisition and Restructuring Strategies

International Strategy

Cooperative Strategy

Corporate Governance

Strategic Leadership

Strategic Entrepreneurship

Filters