Exam 10: Strategy Implementation: Staffing and Directing

According to Hofstede, which cultural dimension describes the extent to which a society accepts an unequal distribution of power in organizations?

An action plan states what actions are going to be taken, by whom, during what time frame, and with what expected results.

Corporate culture does not necessarily have to support the strategy of the firm.

When Boeing created a separate unit to house the newly acquired operations of McDonnell-Douglas, they were managing the different cultures through separation.

What information should an action plan include?

What are Hofstede's dimensions of national culture?

Successful analyzer firms tend to be headed by CEOs with backgrounds in the areas of

According to Hofstede's dimensions of national culture, long-term orientation is the extent to which society is oriented toward the long versus the short term.

One component of an effective action plan is the determination of the expected financial and physical consequences of each action.

Which of the following practices was NOT identified by a study of 750 U.S., Japanese, and European companies that do a good job of managing foreign assignments?

A dynamic industry expert is someone with an analytical mind who is highly knowledgeable in other industries and can manage diverse product lines.

Action plans are important for several reasons.Which one of the following is NOT one of these reasons?

According to Hofstede's dimensions of national culture, uncertainty avoidance is the extent to which a society accepts an unequal distribution of power in organizations.

What are the four elements of the MBO process?

Which of the following is NOT a guideline proposed for successful downsizing?

What percent of large U.S.companies have CEO succession plans in place?

What are the four general methods of managing two different cultures?

TQM is an operational philosophy committed to customer satisfaction and continuous improvement.

Assimilation involves the relatively balanced give-and-take of culture and managerial practices between the merger practices.

Firms in trouble seldom choose outsiders to lead them.