Question 1

Organizations strive to control employees' behavior by linking ____ systems to their control systems.

Accepted Answer

A)  disciplinary 
B)  disincentive 
C)  reporting 
D)  administrative 
E)  incentive 
A)  disciplinary 
B)  disincentive 
C)  reporting 
D)  administrative 
E)  incentive E

Question 2

Organization architecture is the interaction of structure, controls & incentives, people, processes, and culture within the organization.

Accepted Answer

A) True 
 B)False  True

Question 3

A drawback of the functional structure is:

Accepted Answer

A)  that each worker must report to more than one superior. 
B)  the difficulty in communicating and coordinating across functions. 
C)  too much decentralization of decision-making authority. 
D)  its lack of flexibility in decision-making. 
E)  the need to downsize before implementing this structure. 
A)  that each worker must report to more than one superior. 
B)  the difficulty in communicating and coordinating across functions. 
C)  too much decentralization of decision-making authority. 
D)  its lack of flexibility in decision-making. 
E)  the need to downsize before implementing this structure. B

Question 4

The purpose of organizational structure is to provide managers with specific feedback on how well an organization and its members are performing.

Accepted Answer

A) True 
 B)False

Question 5

A division is a way of grouping functions to allow an organization to better produce and dispose of its goods and services.

Accepted Answer

A) True 
 B)False

Question 6

The organizational hierarchy is flatter in a multidivisional structure than in a product or functional structure.

Accepted Answer

A) True 
 B)False

Question 7

Delayering always involves flattening the organizational hierarchy and downsizing the work force.

Accepted Answer

A) True 
 B)False

Question 8

Different divisions in a firm with a multidivisional structure are not given authority to adopt their own organizational structures.

Accepted Answer

A) True 
 B)False

Question 9

In a firm with a multidivisional structure, corporate managers oversee the actions of divisional managers.

Accepted Answer

A) True 
 B)False

Question 10

Organizational structure is at the core of an organizations architecture.

Accepted Answer

A) True 
 B)False

Question 11

A matrix structure would be the most appropriate for which of the following firms?

Accepted Answer

A)  A company in which each employee is required to have only one boss 
B)  A company operating in the maturity stage of the industry life cycle 
C)  A company that is dependent on rapid mobilization of resources for competitive success 
D)  A company with a high level of vertical differentiation 
E)  A company in which the speed of product development is not crucial 
A)  A company in which each employee is required to have only one boss 
B)  A company operating in the maturity stage of the industry life cycle 
C)  A company that is dependent on rapid mobilization of resources for competitive success 
D)  A company with a high level of vertical differentiation 
E)  A company in which the speed of product development is not crucial

Question 12

At FastFries, a fast food restaurant, rules are published in all employee areas, explaining expectations regarding arrival time, lunch breaks, when to take shorter breaks, and when to socialize. This is an example of:

Accepted Answer

A)  Output control. 
B)  Personal control. 
C)  Bureaucratic control. 
D)  Conversion activities. 
E)  Strategic competencies. 
A)  Output control. 
B)  Personal control. 
C)  Bureaucratic control. 
D)  Conversion activities. 
E)  Strategic competencies.

Question 13

Which of the following is not an element of organizational architecture?

Accepted Answer

A)  Location 
B)  Culture 
C)  Processes 
D)  Structure 
E)  People 
A)  Location 
B)  Culture 
C)  Processes 
D)  Structure 
E)  People

Question 14

When decision-making responsibilities are decentralized, benefits include all of the following except:

Accepted Answer

A)  increased motivation and accountability. 
B)  lower bureaucratic costs from flattened hierarchy. 
C)  reduced information overload. 
D)  easier coordination of functions. 
E)  flexibility in decision-making. 
A)  increased motivation and accountability. 
B)  lower bureaucratic costs from flattened hierarchy. 
C)  reduced information overload. 
D)  easier coordination of functions. 
E)  flexibility in decision-making.

Question 15

Research finds that centralization of authority is never advantageous, not even in times of crisis.

Accepted Answer

A) True 
 B)False

Question 16

An important purpose of control systems is to motivate employees to work toward increasing efficiency, quality, innovation, and responsiveness to customers.

Accepted Answer

A) True 
 B)False

Question 17

Which is an example where a low integration control system would work best?

Accepted Answer

A)  A high-tech firm that needs to change to meet customer demands 
B)  A chemical company looking to diversify its existing product line with products that are similar 
C)  A construction company looking to diversify its existing service line with services that are unrelated 
D)  An apparel company pursuing a differentiation strategy 
E)  A manufacturing company looking to expand into other markets 
A)  A high-tech firm that needs to change to meet customer demands 
B)  A chemical company looking to diversify its existing product line with products that are similar 
C)  A construction company looking to diversify its existing service line with services that are unrelated 
D)  An apparel company pursuing a differentiation strategy 
E)  A manufacturing company looking to expand into other markets

Question 18

Delayering is:

Accepted Answer

A)  a rethinking and radical redesign of a firm's business processes. 
B)  a radical readjustment of the organization's staffing and hierarchy. 
C)  a philosophy that states that mistakes, defects, and poor-quality materials are not acceptable and should be eliminated. 
D)  the shift that firms make from a functional to a more complex structure as the firm grows in complexity and size. 
E)  employed when a firm needs help in improving its functional strategies. 
A)  a rethinking and radical redesign of a firm's business processes. 
B)  a radical readjustment of the organization's staffing and hierarchy. 
C)  a philosophy that states that mistakes, defects, and poor-quality materials are not acceptable and should be eliminated. 
D)  the shift that firms make from a functional to a more complex structure as the firm grows in complexity and size. 
E)  employed when a firm needs help in improving its functional strategies.

Question 19

To build capabilities in organizational design that would allow a company to develop a competitive advantage, strategic managers must start at the functional level.

Accepted Answer

A) True 
 B)False

Question 20

The degree to which a company specifies how decisions are to be made so that employees' behavior becomes predictable is referred to as:

Accepted Answer

A)  uniformity of output. 
B)  conformity. 
C)  organizational processes. 
D)  maximization of effort. 
E)  behavioral control. 
A)  uniformity of output. 
B)  conformity. 
C)  organizational processes. 
D)  maximization of effort. 
E)  behavioral control.

Organizations strive to control employees' behavior by linking ____ systems to their control systems.

Organization architecture is the interaction of structure, controls & incentives, people, processes, and culture within the organization.

A drawback of the functional structure is:

The purpose of organizational structure is to provide managers with specific feedback on how well an organization and its members are performing.

A division is a way of grouping functions to allow an organization to better produce and dispose of its goods and services.

The organizational hierarchy is flatter in a multidivisional structure than in a product or functional structure.

Delayering always involves flattening the organizational hierarchy and downsizing the work force.

Different divisions in a firm with a multidivisional structure are not given authority to adopt their own organizational structures.

In a firm with a multidivisional structure, corporate managers oversee the actions of divisional managers.

Organizational structure is at the core of an organizations architecture.

A matrix structure would be the most appropriate for which of the following firms?

At FastFries, a fast food restaurant, rules are published in all employee areas, explaining expectations regarding arrival time, lunch breaks, when to take shorter breaks, and when to socialize. This is an example of:

Which of the following is not an element of organizational architecture?

When decision-making responsibilities are decentralized, benefits include all of the following except:

Research finds that centralization of authority is never advantageous, not even in times of crisis.

An important purpose of control systems is to motivate employees to work toward increasing efficiency, quality, innovation, and responsiveness to customers.

Which is an example where a low integration control system would work best?

Delayering is:

To build capabilities in organizational design that would allow a company to develop a competitive advantage, strategic managers must start at the functional level.

The degree to which a company specifies how decisions are to be made so that employees' behavior becomes predictable is referred to as:

Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage

External Analysis: The Identification of Opportunities and Threats

Internal Analysis: Resources and Competitive Advantage

Building Competitive Advantage Through Functional-Level Strategies

Business-Level Strategy

Business-Level Strategy and the Industry Environment

Strategy and Technology

Strategy in the Global Environment

Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing

Corporate-Level Strategy: Related and Unrelated Diversification

Corporate Performance, Governance, and Business Ethics

Filters

Exam 12: Implementing Strategy Through Organization

Organizations strive to control employees' behavior by linking ____ systems to their control systems.

Organization architecture is the interaction of structure, controls & incentives, people, processes, and culture within the organization.

A drawback of the functional structure is:

The purpose of organizational structure is to provide managers with specific feedback on how well an organization and its members are performing.

A division is a way of grouping functions to allow an organization to better produce and dispose of its goods and services.

The organizational hierarchy is flatter in a multidivisional structure than in a product or functional structure.

Delayering always involves flattening the organizational hierarchy and downsizing the work force.

Different divisions in a firm with a multidivisional structure are not given authority to adopt their own organizational structures.

In a firm with a multidivisional structure, corporate managers oversee the actions of divisional managers.

Organizational structure is at the core of an organizations architecture.

A matrix structure would be the most appropriate for which of the following firms?

At FastFries, a fast food restaurant, rules are published in all employee areas, explaining expectations regarding arrival time, lunch breaks, when to take shorter breaks, and when to socialize. This is an example of:

Which of the following is not an element of organizational architecture?

When decision-making responsibilities are decentralized, benefits include all of the following except:

Research finds that centralization of authority is never advantageous, not even in times of crisis.

An important purpose of control systems is to motivate employees to work toward increasing efficiency, quality, innovation, and responsiveness to customers.

Which is an example where a low integration control system would work best?

Delayering is:

To build capabilities in organizational design that would allow a company to develop a competitive advantage, strategic managers must start at the functional level.

The degree to which a company specifies how decisions are to be made so that employees' behavior becomes predictable is referred to as:

Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage

External Analysis: The Identification of Opportunities and Threats

Internal Analysis: Resources and Competitive Advantage

Building Competitive Advantage Through Functional-Level Strategies

Business-Level Strategy

Business-Level Strategy and the Industry Environment

Strategy and Technology

Strategy in the Global Environment

Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing

Corporate-Level Strategy: Related and Unrelated Diversification

Corporate Performance, Governance, and Business Ethics

Filters