Question 1

An organization that divides manufacturing and operations be regions uses geographic structure.

Accepted Answer

A) True 
 B)False  True

Question 2

Output controls exist when strategic managers establish goals and measures to evaluate efficiency, quality, innovation, and responsiveness to customers.

Accepted Answer

A) True 
 B)False  True

Question 3

To best meet the needs of its customers, a nationwide home supply company, such as Home Depot, should adopt a _______________ structure.

Accepted Answer

A)  geographical 
B)  product 
C)  functional 
D)  multidivisional 
E)  product team 
A)  geographical 
B)  product 
C)  functional 
D)  multidivisional 
E)  product team A

Question 4

The product-team structure relies on the multi-divisional teams.

Accepted Answer

A) True 
 B)False

Question 5

Span of control is the means by which a company seeks to coordinate people and functions to accomplish organizational tasks.

Accepted Answer

A) True 
 B)False

Question 6

In the multi-divisional structure day-to-day operations are the responsibility of corporate headquarters.

Accepted Answer

A) True 
 B)False

Question 7

Which of the following integrating mechanisms consists of one member from each relevant function or division assigned to an ad hoc committee?

Accepted Answer

A)  Direct contact 
B)  Interdepartmental liaison 
C)  Temporary task force 
D)  Permanent team 
E)  The matrix structure 
A)  Direct contact 
B)  Interdepartmental liaison 
C)  Temporary task force 
D)  Permanent team 
E)  The matrix structure

Question 8

Flat organizational structures are characterized by

Accepted Answer

A)  few levels of management and a relatively narrow span of control. 
B)  few levels of management and a relatively wide span of control. 
C)  many levels of management and a relatively narrow span of control. 
D)  many levels of management and a relatively wide span of control. 
E)  None of these. 
A)  few levels of management and a relatively narrow span of control. 
B)  few levels of management and a relatively wide span of control. 
C)  many levels of management and a relatively narrow span of control. 
D)  many levels of management and a relatively wide span of control. 
E)  None of these.

Question 9

Which of the following is not a benefit of strategic control systems?

Accepted Answer

A)  They help managers obtain superior organizational structure. 
B)  They help managers establish ambitious goals and targets. 
C)  They help managers develop performance measures. 
D)  They help managers excel in their quest to raise performance. 
E)  They help managers stay focused on important problems confronting the organization. 
A)  They help managers obtain superior organizational structure. 
B)  They help managers establish ambitious goals and targets. 
C)  They help managers develop performance measures. 
D)  They help managers excel in their quest to raise performance. 
E)  They help managers stay focused on important problems confronting the organization.

Question 10

Divisional battles may lead to battles over transfer pricing.

Accepted Answer

A) True 
 B)False

Question 11

In the ___________ structure activities are grouped by product line.

Accepted Answer

A)  functional 
B)  product team 
C)  geographical 
D)  multi-divisional 
E)  product 
A)  functional 
B)  product team 
C)  geographical 
D)  multi-divisional 
E)  product

Question 12

A camera manufacturer that has separate divisions for making personal cameras, movie cameras, and film acquired a small film developer and a car battery supplier. Which of the following structures is most appropriate for this firm?

Accepted Answer

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

Question 13

Tall organizational structures are characterized by

Accepted Answer

A)  few levels of management and a relatively narrow span of control. 
B)  few levels of management and a relatively wide span of control. 
C)  many levels of management and a relatively narrow span of control. 
D)  many levels of management and a relatively wide span of control. 
E)  None of these. 
A)  few levels of management and a relatively narrow span of control. 
B)  few levels of management and a relatively wide span of control. 
C)  many levels of management and a relatively narrow span of control. 
D)  many levels of management and a relatively wide span of control. 
E)  None of these.

Question 14

Bill Gates' deliberate cultivation of values that encourage subordinates to perform in innovative and creative ways is an example of

Accepted Answer

A)  organizational culture. 
B)  output control. 
C)  integration. 
D)  behavior control 
E)  standardization. 
A)  organizational culture. 
B)  output control. 
C)  integration. 
D)  behavior control 
E)  standardization.

Question 15

Consider the case of a family-run business that operates one small local retail shop and its subsequent expansion into more locations and more stores. Describe the changes that are likely to take place in that business's organizational structure as it grows in size, geographic dispersion, and complexity. Tell why the changes are beneficial for the business.

Accepted Answer

The store probably followed this common

Question 16

Give a real or a hypothetical organizational example of how structure, strategic control systems, and culture interact with each other.

Accepted Answer

Students' answers will vary depending on

Question 17

The value creation activities of organizational members are meaningless unless some type of structure is used to assign people to tasks and link the activities of different people and functions.

Accepted Answer

A) True 
 B)False

Question 18

The wasteful duplication of functional resources is most likely to arise with a

Accepted Answer

A)  multidivisional structure. 
B)  product team structure. 
C)  matrix structure. 
D)  functional structure. 
E)  geographic structure. 
A)  multidivisional structure. 
B)  product team structure. 
C)  matrix structure. 
D)  functional structure. 
E)  geographic structure.

Question 19

When companies become too tall and the chain of command too long, strategic managers tend to lose control over the hierarchy and, subsequently, their strategies.

Accepted Answer

A) True 
 B)False

Question 20

A national oil company would be most likely to use __________ to control its chain stores.

Accepted Answer

A)  ROIC 
B)  standardization 
C)  corporate goals 
D)  socialization 
E)  divisional goals 
A)  ROIC 
B)  standardization 
C)  corporate goals 
D)  socialization 
E)  divisional goals

An organization that divides manufacturing and operations be regions uses geographic structure.

Output controls exist when strategic managers establish goals and measures to evaluate efficiency, quality, innovation, and responsiveness to customers.

To best meet the needs of its customers, a nationwide home supply company, such as Home Depot, should adopt a _______________ structure.

The product-team structure relies on the multi-divisional teams.

Span of control is the means by which a company seeks to coordinate people and functions to accomplish organizational tasks.

In the multi-divisional structure day-to-day operations are the responsibility of corporate headquarters.

Which of the following integrating mechanisms consists of one member from each relevant function or division assigned to an ad hoc committee?

Flat organizational structures are characterized by

Which of the following is not a benefit of strategic control systems?

Divisional battles may lead to battles over transfer pricing.

In the ___________ structure activities are grouped by product line.

A camera manufacturer that has separate divisions for making personal cameras, movie cameras, and film acquired a small film developer and a car battery supplier. Which of the following structures is most appropriate for this firm?

Tall organizational structures are characterized by

Bill Gates' deliberate cultivation of values that encourage subordinates to perform in innovative and creative ways is an example of

Give a real or a hypothetical organizational example of how structure, strategic control systems, and culture interact with each other.

The value creation activities of organizational members are meaningless unless some type of structure is used to assign people to tasks and link the activities of different people and functions.

The wasteful duplication of functional resources is most likely to arise with a

When companies become too tall and the chain of command too long, strategic managers tend to lose control over the hierarchy and, subsequently, their strategies.

A national oil company would be most likely to use __________ to control its chain stores.

The Strategy-Making Process

The Mission, Governance, and Business Ethics

External Analysis: the Identification of Opportunities and Threats

Building Competitive Advantage

Business-Level Strategy and Competitive Positioning

Strategy in the Global Environment

Corporate-Level Strategy and Long-Run Profitability

Strategic Change: Implementing Strategies to Build and Develop a Company

Filters

Exam 9: Implementing Strategy Through Organizational Design

An organization that divides manufacturing and operations be regions uses geographic structure.

Output controls exist when strategic managers establish goals and measures to evaluate efficiency, quality, innovation, and responsiveness to customers.

To best meet the needs of its customers, a nationwide home supply company, such as Home Depot, should adopt a _______________ structure.

The product-team structure relies on the multi-divisional teams.

Span of control is the means by which a company seeks to coordinate people and functions to accomplish organizational tasks.

In the multi-divisional structure day-to-day operations are the responsibility of corporate headquarters.

Which of the following integrating mechanisms consists of one member from each relevant function or division assigned to an ad hoc committee?

Flat organizational structures are characterized by

Which of the following is not a benefit of strategic control systems?

Divisional battles may lead to battles over transfer pricing.

In the ___________ structure activities are grouped by product line.

A camera manufacturer that has separate divisions for making personal cameras, movie cameras, and film acquired a small film developer and a car battery supplier. Which of the following structures is most appropriate for this firm?

Tall organizational structures are characterized by

Bill Gates' deliberate cultivation of values that encourage subordinates to perform in innovative and creative ways is an example of

Give a real or a hypothetical organizational example of how structure, strategic control systems, and culture interact with each other.

The value creation activities of organizational members are meaningless unless some type of structure is used to assign people to tasks and link the activities of different people and functions.

The wasteful duplication of functional resources is most likely to arise with a

When companies become too tall and the chain of command too long, strategic managers tend to lose control over the hierarchy and, subsequently, their strategies.

A national oil company would be most likely to use __________ to control its chain stores.

The Strategy-Making Process

The Mission, Governance, and Business Ethics

External Analysis: the Identification of Opportunities and Threats

Building Competitive Advantage

Business-Level Strategy and Competitive Positioning

Strategy in the Global Environment

Corporate-Level Strategy and Long-Run Profitability

Strategic Change: Implementing Strategies to Build and Develop a Company

Filters