Exam 12: Capabilities, Systems and Structure

Whatever an organization's current level of capabilities,there is no way to improve them because static execution is deeply-rooted.

Hubbard et al.'s 'winning wheel' has nine elements leading to effective execution excluding:

Uncompetitive cost structures are problems of strategic formulation.

Nohria et al.concluded that it did not matter which particular structural form was used.What mattered was:

General systems theory argues that most ___ that occur are the result of ___ problems,not just the ___ that we observe.

In developing the design of an organisation's structure,what are the issues that the organisation should consider?

In suggesting how to analyse an informal network,Krackhardt and Hanson suggested conducting a confidential survey of employees about:

Capabilities can be improved by all the following except:

The seven factors of the McKinsey 7S model of strategy implementation are:

In a network organisation the nature of activities is not changed from performing the activities to coordinating activities carried out by other organisations.

Hubbard,Rice and Galvin assert that the aim of structure is to ___ in a(n)___ way so that the ___ of the organisation can be delivered:

Which of the following is not a step in analysing an informal network,according to Krackhardt and Hanson?

The elements of the Hubbard et al.model of strategy implementation are:

The issues related to reward system design do NOT include the question:

Capabilities are the ___ between the ___ and the ___ aspects of ___.

The issues Hubbard,Rice and Galvin cite in introducing a reward system do NOT include:

Capabilities can be improved by improving activities,functions and systems.

Compare and contrast the McKinsey 7S model of strategic implementation with Hubbard et al.'s 'winning wheel'.

Implementation is an integral part of strategic management.

Hubbard et al.claim that their model of implementation builds on the original 7S model with the fundamental aim to: