Question 1

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 2

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 3

According to author, Jeffrey Pfeffer, which of the following is not an advantage of teams?

Accepted Answer

A)  Teams interact so closely and therefore coordination and integration becomes unnecessary. 
B)  Teams substitute peer-based control for hierarchical control of work. 
C)  Teams often develop more creative solutions because they share. 
D)  Teams permit the absorption of administrative tasks previously performed by specialists. 
A)  Teams interact so closely and therefore coordination and integration becomes unnecessary. 
B)  Teams substitute peer-based control for hierarchical control of work. 
C)  Teams often develop more creative solutions because they share. 
D)  Teams permit the absorption of administrative tasks previously performed by specialists.

Question 4

What is organizational structure and why is it important?

Accepted Answer

Organizational structure refers to the f

Question 5

If an international firm has a multidomestic strategy and a relatively high level of product diversity, the best choice for its organizational structure is a(n) ________ structure.

Accepted Answer

A)  worldwide functional 
B)  worldwide product division 
C)  worldwide matrix 
D)  international division 
A)  worldwide functional 
B)  worldwide product division 
C)  worldwide matrix 
D)  international division

Question 6

Explain why firms that achieve both adaptability and alignment are considered ambidextrous organizations.

Accepted Answer

The concept of ambidexterity incorporate

Question 7

What type of organization is defined as a central hub surrounded by networks of outside suppliers and specialists?

Accepted Answer

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

Question 8

The O'Reilly and Tushman study on ambidextrous organizational designs found that there was little support for the argument that organizational structure, management practices employedandperformance of both the breakthrough initiative and the traditional business are related.

Accepted Answer

A) True 
 B)False

Question 9

A global start-up faces many management challenges including

Accepted Answer

A)  communicationand coordination across time zones. 
B)  pressure to perform internally all primary activities of the value chain. 
C)  assuring financing from home country only. 
D)  hiring only from home country. 
A)  communicationand coordination across time zones. 
B)  pressure to perform internally all primary activities of the value chain. 
C)  assuring financing from home country only. 
D)  hiring only from home country.

Question 10

Which of the following is a disadvantage of a functional type of organizational structure?

Accepted Answer

A)  Differences in functional orientation may impede communication and coordination. 
B)  Use of managerial and technical talent is inefficient due to pooling of expertise in functional areas. 
C)  Decision making is centralized at the top of the organization. 
D)  Managers tend to be overly concerned with long-term strategies that minimize the importance of functional area strengths. 
A)  Differences in functional orientation may impede communication and coordination. 
B)  Use of managerial and technical talent is inefficient due to pooling of expertise in functional areas. 
C)  Decision making is centralized at the top of the organization. 
D)  Managers tend to be overly concerned with long-term strategies that minimize the importance of functional area strengths.

Question 11

Complicated working relationships, intense power struggles, and excessive reliance on group processes are disadvantages of which type of organizational structure?

Accepted Answer

A)  divisional 
B)  matrix 
C)  holding company 
D)  functional 
A)  divisional 
B)  matrix 
C)  holding company 
D)  functional

Question 12

Successful organizations create ________ boundaries among the ________ activities as well as between the organization and its external customers, suppliers, and alliance partners.

Accepted Answer

A)  impermeable; external 
B)  impermeable; internal 
C)  permeable; external 
D)  permeable; internal 
A)  impermeable; external 
B)  impermeable; internal 
C)  permeable; external 
D)  permeable; internal

Question 13

Which of the following is an advantage of a functional type of organizational structure?

Accepted Answer

A)  Decentralized decision-making enhances an organization-wide perspective across functions. 
B)  It facilitates the development of general management talent. 
C)  Pooling of specialists enhances coordination and control. 
D)  It is easy to establish uniform performance standards. 
A)  Decentralized decision-making enhances an organization-wide perspective across functions. 
B)  It facilitates the development of general management talent. 
C)  Pooling of specialists enhances coordination and control. 
D)  It is easy to establish uniform performance standards.

Question 14

A simple structure is characterized by

Accepted Answer

A)  high specialization and low centralization. 
B)  low specialization and high centralization. 
C)  low formality and low creativity. 
D)  high formality and low centralization. 
A)  high specialization and low centralization. 
B)  low specialization and high centralization. 
C)  low formality and low creativity. 
D)  high formality and low centralization.

Question 15

Organizational structure refers to the formalized patterns of interactions that link company ________, ________, and ________.

Accepted Answer

A)  processes; mechanisms; techniques 
B)  tasks; mechanisms; techniques 
C)  processes; people; mechanisms 
D)  tasks; technologies; people 
A)  processes; mechanisms; techniques 
B)  tasks; mechanisms; techniques 
C)  processes; people; mechanisms 
D)  tasks; technologies; people

Question 16

Discuss the three major contingencies that influence the chosen organizational structure as a firm expands into foreign markets.

Accepted Answer

In the global marketplace, managers must

Question 17

Operational decision making in a large business places excessive demands on top management of the firm.

Accepted Answer

A) True 
 B)False

Question 18

Managers trained in rigid hierarchies do not find it difficult to transition to participative style required for effective teamwork.

Accepted Answer

A) True 
 B)False

Question 19

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 20

Effective ambidextrous organizations maintain adaptability, which means that

Accepted Answer

A)  managers are focused on growth opportunities. 
B)  there is a clear sense of how value is being created in the short-term and how activities are properly integrated and coordinated. 
C)  divisional-goals are consistent with overall corporate goals. 
D)  managers must remain proactive in expanding and/or modifying their product-market scope to anticipate and satisfy market conditions. 
A)  managers are focused on growth opportunities. 
B)  there is a clear sense of how value is being created in the short-term and how activities are properly integrated and coordinated. 
C)  divisional-goals are consistent with overall corporate goals. 
D)  managers must remain proactive in expanding and/or modifying their product-market scope to anticipate and satisfy market conditions.

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

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.

According to author, Jeffrey Pfeffer, which of the following is not an advantage of teams?

What is organizational structure and why is it important?

If an international firm has a multidomestic strategy and a relatively high level of product diversity, the best choice for its organizational structure is a(n) ________ structure.

Explain why firms that achieve both adaptability and alignment are considered ambidextrous organizations.

What type of organization is defined as a central hub surrounded by networks of outside suppliers and specialists?

The O'Reilly and Tushman study on ambidextrous organizational designs found that there was little support for the argument that organizational structure, management practices employedandperformance of both the breakthrough initiative and the traditional business are related.

A global start-up faces many management challenges including

Which of the following is a disadvantage of a functional type of organizational structure?

Complicated working relationships, intense power struggles, and excessive reliance on group processes are disadvantages of which type of organizational structure?

Successful organizations create boundaries among the activities as well as between the organization and its external customers, suppliers, and alliance partners.

Which of the following is an advantage of a functional type of organizational structure?

A simple structure is characterized by

Organizational structure refers to the formalized patterns of interactions that link company , , and .

Discuss the three major contingencies that influence the chosen organizational structure as a firm expands into foreign markets.

Operational decision making in a large business places excessive demands on top management of the firm.

Managers trained in rigid hierarchies do not find it difficult to transition to participative style required for effective teamwork.

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?

Effective ambidextrous organizations maintain adaptability, which means that

Strategic Management Creating Competitive Advantages

Analyzing the External Environment of the Firm Creating Competitive Advantages

Assessing the Internal Environment of the Firm

Recognizing a Firm's Intellectual Assets Moving beyond a Firm's 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

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

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.

According to author, Jeffrey Pfeffer, which of the following is not an advantage of teams?

What is organizational structure and why is it important?

If an international firm has a multidomestic strategy and a relatively high level of product diversity, the best choice for its organizational structure is a(n) ________ structure.

Explain why firms that achieve both adaptability and alignment are considered ambidextrous organizations.

What type of organization is defined as a central hub surrounded by networks of outside suppliers and specialists?

The O'Reilly and Tushman study on ambidextrous organizational designs found that there was little support for the argument that organizational structure, management practices employedandperformance of both the breakthrough initiative and the traditional business are related.

A global start-up faces many management challenges including

Which of the following is a disadvantage of a functional type of organizational structure?

Complicated working relationships, intense power struggles, and excessive reliance on group processes are disadvantages of which type of organizational structure?

Successful organizations create ________ boundaries among the ________ activities as well as between the organization and its external customers, suppliers, and alliance partners.

Which of the following is an advantage of a functional type of organizational structure?

A simple structure is characterized by

Organizational structure refers to the formalized patterns of interactions that link company ________, ________, and ________.

Discuss the three major contingencies that influence the chosen organizational structure as a firm expands into foreign markets.

Operational decision making in a large business places excessive demands on top management of the firm.

Managers trained in rigid hierarchies do not find it difficult to transition to participative style required for effective teamwork.

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?

Effective ambidextrous organizations maintain adaptability, which means that

Strategic Management Creating Competitive Advantages

Analyzing the External Environment of the Firm Creating Competitive Advantages

Assessing the Internal Environment of the Firm

Recognizing a Firm's Intellectual Assets Moving beyond a Firm's 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

Successful organizations create boundaries among the activities as well as between the organization and its external customers, suppliers, and alliance partners.

Organizational structure refers to the formalized patterns of interactions that link company , , and .