Question 1

_________ refers to the degree to which decision making is concentrated at the top of the organization.

Accepted Answer

A)  Specialization 
B)  Formalization 
C)  Centralization 
D)  Hierarchy 
A)  Specialization 
B)  Formalization 
C)  Centralization 
D)  Hierarchy

Question 2

What is organizational inertia? Please give an example to explain.

Accepted Answer

Organizational inertia refers to a firm'

Question 3

When following a global standardization strategy,a(n)_______ structure is preferred.

Accepted Answer

A)  Functional 
B)  M-form 
C)  Simple 
D)  Matrix 
A)  Functional 
B)  M-form 
C)  Simple 
D)  Matrix

Question 4

Organizational culture can be the basis of a firm's competitive advantage because __________.

Accepted Answer

A)  Culture can be regarded as valuable, rare, and inimitable assets 
B)  Culture is trademarked and copyright protected 
C)  Culture is universally the same across the firm 
D)  Culture is usually a liability, not an asset 
A)  Culture can be regarded as valuable, rare, and inimitable assets 
B)  Culture is trademarked and copyright protected 
C)  Culture is universally the same across the firm 
D)  Culture is usually a liability, not an asset

Question 5

____________ seeks to define and direct employee behavior through a set of codified rules and standard procedures.

Accepted Answer

A)  Output control 
B)  Input control 
C)  Cultural change 
D)  Budget control 
A)  Output control 
B)  Input control 
C)  Cultural change 
D)  Budget control

Question 6

__________ describes the degree to which a task is divided into separate jobs.

Accepted Answer

A)  Specialization 
B)  Formalization 
C)  Centralization 
D)  Hierarchy 
A)  Specialization 
B)  Formalization 
C)  Centralization 
D)  Hierarchy

Question 7

Structural stability affects the organization's ability to ____________.

Accepted Answer

A)  Resist organizational inertia 
B)  Cope with uncertainty about cause-and-effect relationships in the global economy 
C)  Develop new competitive advantages 
D)  Predictably manage its daily work routines 
A)  Resist organizational inertia 
B)  Cope with uncertainty about cause-and-effect relationships in the global economy 
C)  Develop new competitive advantages 
D)  Predictably manage its daily work routines

Question 8

When a firm is small in size with low organizational complexity,a functional structure is often used.

Accepted Answer

A) True 
 B)False

Question 9

Please briefly explain why "structure follows strategy"?

Accepted Answer

Alfred Chandler conducted a series of ca

Question 10

When co-founder Jerry Yang was fired from Yahoo,what was the method then used to change Yahoo's culture?

Accepted Answer

A)  Liquidating the company 
B)  Bringing in new leadership 
C)  Laying off key engineers 
D)  Acquiring another company 
A)  Liquidating the company 
B)  Bringing in new leadership 
C)  Laying off key engineers 
D)  Acquiring another company

Question 11

Discuss the organizational structures used to implement diversification strategies.

Accepted Answer

For firms that pursue either related or

Question 12

W.L.Gore's organizational structure is __________.

Accepted Answer

A)  Informal and decentralized 
B)  Formal and decentralized 
C)  Highly centralized and informal 
D)  Formal and less specialized 
A)  Informal and decentralized 
B)  Formal and decentralized 
C)  Highly centralized and informal 
D)  Formal and less specialized

Question 13

Which of the following is TRUE?

Accepted Answer

A)  It is better for founder CEOs to create a relevant culture, structure, and strategy in the early stages. 
B)  Changes in culture are too frequent to have any impact on strategic implementation. 
C)  It is always better to focus on output control and performance. 
D)  According to research, more than 50 percent of firms change culture successfully. 
A)  It is better for founder CEOs to create a relevant culture, structure, and strategy in the early stages. 
B)  Changes in culture are too frequent to have any impact on strategic implementation. 
C)  It is always better to focus on output control and performance. 
D)  According to research, more than 50 percent of firms change culture successfully.

Question 14

Regional clusters,a collection of interdependent firms,represent a ______ structure.

Accepted Answer

A)  Simple 
B)  Functional 
C)  Network 
D)  M-form 
A)  Simple 
B)  Functional 
C)  Network 
D)  M-form

Question 15

When leadership changes,so does the company's culture.

Accepted Answer

A) True 
 B)False

Question 16

Describe the organizational structure associated with a firm that pursues an unrelated diversification strategy

Accepted Answer

An unrelated diversification strategy se

Question 17

Which of the following are the benefits of organic structure?

Accepted Answer

A)  Flexible information flow 
B)  Faster decision making 
C)  Higher employee motivation 
D)  All of these 
A)  Flexible information flow 
B)  Faster decision making 
C)  Higher employee motivation 
D)  All of these

Question 18

Management using the M-form structure to support a(n)___________ strategy should ideally concentrate decision making at the top of the organization.

Accepted Answer

A)  Single-business 
B)  Domain business 
C)  Related diversification 
D)  Unrelated diversification 
A)  Single-business 
B)  Domain business 
C)  Related diversification 
D)  Unrelated diversification

Question 19

A(n)______ structure is recommended when a firm has a fairly narrow focus in terms of product/service offerings.

Accepted Answer

A)  Simple 
B)  Functional 
C)  M-form 
D)  Network 
A)  Simple 
B)  Functional 
C)  M-form 
D)  Network

Question 20

A high degree of formalization streamlines the decision-making process.

Accepted Answer

A) True 
 B)False

_________ refers to the degree to which decision making is concentrated at the top of the organization.

What is organizational inertia? Please give an example to explain.

When following a global standardization strategy,a(n)_______ structure is preferred.

Organizational culture can be the basis of a firm's competitive advantage because __________.

____________ seeks to define and direct employee behavior through a set of codified rules and standard procedures.

__________ describes the degree to which a task is divided into separate jobs.

Structural stability affects the organization's ability to ____________.

When a firm is small in size with low organizational complexity,a functional structure is often used.

Please briefly explain why "structure follows strategy"?

When co-founder Jerry Yang was fired from Yahoo,what was the method then used to change Yahoo's culture?

Discuss the organizational structures used to implement diversification strategies.

W.L.Gore's organizational structure is __________.

Which of the following is TRUE?

Regional clusters,a collection of interdependent firms,represent a ______ structure.

When leadership changes,so does the company's culture.

Describe the organizational structure associated with a firm that pursues an unrelated diversification strategy

Which of the following are the benefits of organic structure?

Management using the M-form structure to support a(n)___________ strategy should ideally concentrate decision making at the top of the organization.

A(n)______ structure is recommended when a firm has a fairly narrow focus in terms of product/service offerings.

A high degree of formalization streamlines the decision-making process.

What Is Strategy and Why Is It Important

The Strategic Management Process

External Analysis: Industry Structure, Competitive Forces, and Strategic Groups

Internal Analysis: Resources, Capabilities, and Activities

Competitive Advantage and Firm Performance

Business Strategy: Differentiation, Cost Leadership, and Integration

Business Strategy: Innovation and Strategic Entrepreneurship

Corporate Strategy: Vertical Integration and Diversification

Corporate Strategy: Acquisitions, Alliances, and Networks

Global Strategy: Competing Around the World

Corporate Governance, Business Ethics, and Strategic Leadership

Filters

Exam 11: Organizational Design: Structure, Culture, and Control

_________ refers to the degree to which decision making is concentrated at the top of the organization.

What is organizational inertia? Please give an example to explain.

When following a global standardization strategy,a(n)_______ structure is preferred.

Organizational culture can be the basis of a firm's competitive advantage because __________.

____________ seeks to define and direct employee behavior through a set of codified rules and standard procedures.

__________ describes the degree to which a task is divided into separate jobs.

Structural stability affects the organization's ability to ____________.

When a firm is small in size with low organizational complexity,a functional structure is often used.

Please briefly explain why "structure follows strategy"?

When co-founder Jerry Yang was fired from Yahoo,what was the method then used to change Yahoo's culture?

Discuss the organizational structures used to implement diversification strategies.

W.L.Gore's organizational structure is __________.

Which of the following is TRUE?

Regional clusters,a collection of interdependent firms,represent a ______ structure.

When leadership changes,so does the company's culture.

Describe the organizational structure associated with a firm that pursues an unrelated diversification strategy

Which of the following are the benefits of organic structure?

Management using the M-form structure to support a(n)___________ strategy should ideally concentrate decision making at the top of the organization.

A(n)______ structure is recommended when a firm has a fairly narrow focus in terms of product/service offerings.

A high degree of formalization streamlines the decision-making process.

What Is Strategy and Why Is It Important

The Strategic Management Process

External Analysis: Industry Structure, Competitive Forces, and Strategic Groups

Internal Analysis: Resources, Capabilities, and Activities

Competitive Advantage and Firm Performance

Business Strategy: Differentiation, Cost Leadership, and Integration

Business Strategy: Innovation and Strategic Entrepreneurship

Corporate Strategy: Vertical Integration and Diversification

Corporate Strategy: Acquisitions, Alliances, and Networks

Global Strategy: Competing Around the World

Corporate Governance, Business Ethics, and Strategic Leadership

Filters