Exam 7: Implementing and Executing Strategies in the Business and Functional Levels

Functional, product, geographical, matrix, and network are various models of organizational charts.

A method developed by Kurt Lewin that organizations employ in effecting change is called _____________.

_____________ is the set of decisions and activities undertaken in order to turn the implemented strategies into commercial success that is to grasp the best possible results.

Instruments or mechanisms by which strategies begin to be operationalized within the organization such as program, budget, and procedure are called _________.

The authors state that "Poor implementation can cause appropriate strategies to fail, yet excellent implementation can rescue an inappropriate strategy." Do you agree with this statement? Why/why not?

Strategy implementation and strategy execution are the same.

Budget is a statement of the program in dollars and is also used as a critical tool in evaluation and control.

Training, teamwork, and leadership elements of a successful TQM implementation can be categorized into the following group _____________.

A well-crafted implementation plan always rescues a poorly designed strategy.

Tom Peters advocates that organizations should move quickly to achieve success. What factors determine this shift? Why does Peters advocate rapid shift over gradual shift?

Define Management By Walking Around (MBWA) and Management By Objectives (MBO). How do these concepts affect different features of managerial leadership as a strategic implementation variable?

There are four unconventional acts to close the strategy-to-execution gap as practiced by successful companies like Amazon, Apple, CEMEX and so on.

Studies suggest that _________ leave less time for organizational politics, resistance, and the see-sawing back and forth between the old and the new structure _____________.

Based on the functions, ethics, integrity, and trust elements can be categorized into the following group _____________.

Centralized strategy implementation is always preferred over decentralized implementation.

If the organization structure is dependent upon relatively few key individuals, successful implementation of strategic imperatives could be expected to suffer at some point.

Procedures are the lowest level of implementation tool.

How does the phrase "If it ain't broke, don't fix it," evaluate changes in the organizational culture? Do you agree? Provide examples to justify.

"Determine whether critical activities can be outsourced more efficiently or effectively than they can internally" is one of the guidelines for finding the structure to follow the firm's strategy.

Which organizational culture encourage risk takers to experiment risk? Should organizations set a parameter on how many failures are acceptable with in a given timeframe? Support with examples.