Question 1

When an organization with a functional structure diversifies into related product-markets,it generally

Accepted Answer

A) maintains its functional structure. 
B) develops a divisional structure. 
C) develops a matrix structure. 
D) develops a worldwide product-division structure. 
A) maintains its functional structure. 
B) develops a divisional structure. 
C) develops a matrix structure. 
D) develops a worldwide product-division structure. B

Question 2

Which of the following is not a boundaryless organizational design?

Accepted Answer

A) virtual 
B) modular 
C) matrix 
D) barrier-free 
A) virtual 
B) modular 
C) matrix 
D) barrier-free C

Question 3

Which one of the following is not a primary type of organizational structures used to manage the international operations of a company?

Accepted Answer

A) international division 
B) worldwide matrix 
C) geographic-area division 
D) home country product division 
A) international division 
B) worldwide matrix 
C) geographic-area division 
D) home country product division D

Question 4

The two vital ongoing activities necessary for creating boundaryless organizations that managers today must concern themselves with are

Accepted Answer

A) financial returns and marketplace value. 
B) market share and shareholder value. 
C) type of structure,mechanisms,processes,and techniques for enhancing permeability. 
D) product marketability and capital structure. 
A) financial returns and marketplace value. 
B) market share and shareholder value. 
C) type of structure,mechanisms,processes,and techniques for enhancing permeability. 
D) product marketability and capital structure.

Question 5

Effective ambidextrous organizations have alignment,which means that

Accepted Answer

A) employees are rewarded according to both profit and sales growth. 
B) managers are focused on growth opportunities. 
C) there is a clear sense of how value is being created in the short-term and how activities are properly integrated and coordinated. 
D) divisional-level goals are consistent with overall corporate goals. 
A) employees are rewarded according to both profit and sales growth. 
B) managers are focused on growth opportunities. 
C) there is a clear sense of how value is being created in the short-term and how activities are properly integrated and coordinated. 
D) divisional-level goals are consistent with overall corporate goals.

Question 6

Organizations are increasingly using teams for many reasons.The difference between a good team and an outstanding team has been found to be

Accepted Answer

A) the combined technical skills of the members. 
B) similarities in the way team members solve problems. 
C) the way team members treat each other. 
D) similarities in the age and experience of team member. 
A) the combined technical skills of the members. 
B) similarities in the way team members solve problems. 
C) the way team members treat each other. 
D) similarities in the age and experience of team member.

Question 7

One of the factors that explained the effectiveness of ambidextrous organizational designs in the O'Reilly and Tushman study was that the reward systems emphasized traditional unit goals.

Accepted Answer

A) True 
 B)False

Question 8

What is organizational structure and why is it important?

Accepted Answer

Organizational structure refers to the f

Question 9

Structures help to ensure that ________ are used effectively in accomplishing the mission of the organization.

Accepted Answer

A) strategies 
B) relationships 
C) resources 
D) boundaries 
A) strategies 
B) relationships 
C) resources 
D) boundaries

Question 10

Which of the following activities is not identified by organizational structure?

Accepted Answer

A) managerial 
B) executive 
C) social responsibility 
D) administrative 
A) managerial 
B) executive 
C) social responsibility 
D) administrative

Question 11

A virtual organization may be most appropriate for firms

Accepted Answer

A) whose strategies require merging technologies. 
B) whose product life cycles are just beginning. 
C) who have no need to get to market quickly with new offers. 
D) who have no need to meet competitive pressures. 
A) whose strategies require merging technologies. 
B) whose product life cycles are just beginning. 
C) who have no need to get to market quickly with new offers. 
D) who have no need to meet competitive pressures.

Question 12

Strategic business unit (SBU)structures are best suited for corporations pursuing ________,whereas holding company structures are best suited for companies with ________ strategies.

Accepted Answer

A) product-market diversification;international 
B) international diversification;product-market 
C) related diversification;unrelated diversification 
D) unrelated diversification;related diversification 
A) product-market diversification;international 
B) international diversification;product-market 
C) related diversification;unrelated diversification 
D) unrelated diversification;related diversification

Question 13

As firms expand into foreign markets,they generally follow a pattern of change in structure that parallels the changes in their strategies.Which one of the following is not a major contingency that influences the structure they choose?

Accepted Answer

A) the type of strategy that is driving the company foreign operations 
B) the research and development budget commitment 
C) product diversity 
D) the extent of the company dependence on foreign sales 
A) the type of strategy that is driving the company foreign operations 
B) the research and development budget commitment 
C) product diversity 
D) the extent of the company dependence on foreign sales

Question 14

Strategic business unit (SBU)and holding company structures result from extensive

Accepted Answer

A) diversification. 
B) vertical integration. 
C) international expansion. 
D) organizational flattening. 
A) diversification. 
B) vertical integration. 
C) international expansion. 
D) organizational flattening.

Question 15

Important advantages of a holding company structure include

Accepted Answer

A) savings in personnel and overhead expenses associated with a small corporate office. 
B) a high level of awareness at the corporate office of issues facing individual divisions. 
C) a high level of control of division executives by executives at the corporate level. 
D) gaining synergistic benefits across businesses. 
A) savings in personnel and overhead expenses associated with a small corporate office. 
B) a high level of awareness at the corporate office of issues facing individual divisions. 
C) a high level of control of division executives by executives at the corporate level. 
D) gaining synergistic benefits across businesses.

Question 16

Which of the following is not a disadvantage of the barrier-free form of organization?

Accepted Answer

A) Lack of strong leadership can lead to coordination problems. 
B) Democratic process can be time-consuming and difficult to manage. 
C) Additional integration issues result in a slower response to market changes. 
D) If trust among employees is not sufficiently high,organizational performance may suffer. 
A) Lack of strong leadership can lead to coordination problems. 
B) Democratic process can be time-consuming and difficult to manage. 
C) Additional integration issues result in a slower response to market changes. 
D) If trust among employees is not sufficiently high,organizational performance may suffer.

Question 17

Ambidextrous organizational designs are useful for firms that wish to create modest,incremental innovations at the same time as dramatic,breakthrough innovation.This is done by maintaining adaptability and alignment of values and coordination across organizational activities.

Accepted Answer

A) True 
 B)False

Question 18

The relationship between strategy and structure can be best described as

Accepted Answer

A) strategy determines structure but structure does not determine strategy. 
B) structure determines strategy but strategy does not determine structure. 
C) strategy and structure influence each other. 
D) a third force determines both strategy and structure. 
A) strategy determines structure but structure does not determine strategy. 
B) structure determines strategy but strategy does not determine structure. 
C) strategy and structure influence each other. 
D) a third force determines both strategy and structure.

Question 19

Which of the following is not an advantage of a strategic business unit (SBU)type of organizational structure?

Accepted Answer

A) Divisions with similar products,markets,or technologies are formed into homogeneous groups that can achieve synergies. 
B) Divisional executives can respond quickly to market changes and opportunities. 
C) Planning and control by the corporate office is more manageable. 
D) The corporate office is more removed from the individual divisions. 
A) Divisions with similar products,markets,or technologies are formed into homogeneous groups that can achieve synergies. 
B) Divisional executives can respond quickly to market changes and opportunities. 
C) Planning and control by the corporate office is more manageable. 
D) The corporate office is more removed from the individual divisions.

Question 20

In large organizations,a strategy of diversification requires a need to reorganize around ________ or ________.

Accepted Answer

A) product lines;geographic markets 
B) product lines;competition 
C) competitor lines;geographic markets 
D) distribution lines;competitor markets 
A) product lines;geographic markets 
B) product lines;competition 
C) competitor lines;geographic markets 
D) distribution lines;competitor markets

When an organization with a functional structure diversifies into related product-markets,it generally

Which of the following is not a boundaryless organizational design?

Which one of the following is not a primary type of organizational structures used to manage the international operations of a company?

The two vital ongoing activities necessary for creating boundaryless organizations that managers today must concern themselves with are

Effective ambidextrous organizations have alignment,which means that

Organizations are increasingly using teams for many reasons.The difference between a good team and an outstanding team has been found to be

One of the factors that explained the effectiveness of ambidextrous organizational designs in the O'Reilly and Tushman study was that the reward systems emphasized traditional unit goals.

What is organizational structure and why is it important?

Structures help to ensure that ________ are used effectively in accomplishing the mission of the organization.

Which of the following activities is not identified by organizational structure?

A virtual organization may be most appropriate for firms

Strategic business unit (SBU)structures are best suited for corporations pursuing ,whereas holding company structures are best suited for companies with strategies.

As firms expand into foreign markets,they generally follow a pattern of change in structure that parallels the changes in their strategies.Which one of the following is not a major contingency that influences the structure they choose?

Strategic business unit (SBU)and holding company structures result from extensive

Important advantages of a holding company structure include

Which of the following is not a disadvantage of the barrier-free form of organization?

Ambidextrous organizational designs are useful for firms that wish to create modest,incremental innovations at the same time as dramatic,breakthrough innovation.This is done by maintaining adaptability and alignment of values and coordination across organizational activities.

The relationship between strategy and structure can be best described as

Which of the following is not an advantage of a strategic business unit (SBU)type of organizational structure?

In large organizations,a strategy of diversification requires a need to reorganize around or .

Strategic Management: Creating Competitive Advantages

Analyzing the External Environment of the Firm: Creating Competitive Advantages

Assessing the Internal Environment of the Firm

Recognizing a Firms Intellectual Assets: Moving Beyond a Firms Tangible Resources

Business-Level Strategy: Creating and Sustaining Competitive Advantages

Corporate-Level Strategy: Creating Value Through Diversification

International Strategy: Creating Value in Global Markets

Entrepreneurial Strategy and Competitive Dynamics

Strategic Control and Corporate Governance

Strategic Leadership: Creating a Learning Organization and an Ethical Organization

Managing Innovation and Fostering Corporate Entrepreneurship

Filters

Exam 10: Creating Effective Organizational Designs

When an organization with a functional structure diversifies into related product-markets,it generally

Which of the following is not a boundaryless organizational design?

Which one of the following is not a primary type of organizational structures used to manage the international operations of a company?

The two vital ongoing activities necessary for creating boundaryless organizations that managers today must concern themselves with are

Effective ambidextrous organizations have alignment,which means that

Organizations are increasingly using teams for many reasons.The difference between a good team and an outstanding team has been found to be

One of the factors that explained the effectiveness of ambidextrous organizational designs in the O'Reilly and Tushman study was that the reward systems emphasized traditional unit goals.

What is organizational structure and why is it important?

Structures help to ensure that ________ are used effectively in accomplishing the mission of the organization.

Which of the following activities is not identified by organizational structure?

A virtual organization may be most appropriate for firms

Strategic business unit (SBU)structures are best suited for corporations pursuing ________,whereas holding company structures are best suited for companies with ________ strategies.

As firms expand into foreign markets,they generally follow a pattern of change in structure that parallels the changes in their strategies.Which one of the following is not a major contingency that influences the structure they choose?

Strategic business unit (SBU)and holding company structures result from extensive

Important advantages of a holding company structure include

Which of the following is not a disadvantage of the barrier-free form of organization?

Ambidextrous organizational designs are useful for firms that wish to create modest,incremental innovations at the same time as dramatic,breakthrough innovation.This is done by maintaining adaptability and alignment of values and coordination across organizational activities.

The relationship between strategy and structure can be best described as

Which of the following is not an advantage of a strategic business unit (SBU)type of organizational structure?

In large organizations,a strategy of diversification requires a need to reorganize around ________ or ________.

Strategic Management: Creating Competitive Advantages

Analyzing the External Environment of the Firm: Creating Competitive Advantages

Assessing the Internal Environment of the Firm

Recognizing a Firms Intellectual Assets: Moving Beyond a Firms Tangible Resources

Business-Level Strategy: Creating and Sustaining Competitive Advantages

Corporate-Level Strategy: Creating Value Through Diversification

International Strategy: Creating Value in Global Markets

Entrepreneurial Strategy and Competitive Dynamics

Strategic Control and Corporate Governance

Strategic Leadership: Creating a Learning Organization and an Ethical Organization

Managing Innovation and Fostering Corporate Entrepreneurship

Filters

Strategic business unit (SBU)structures are best suited for corporations pursuing ,whereas holding company structures are best suited for companies with strategies.

In large organizations,a strategy of diversification requires a need to reorganize around or .