Exam 10: Building an Organization Capable of Good Strategy Execution

Encouraging employees to challenge existing ways of doing things,and to be creative and innovative in proposing better ways of operating,requires the company to create a supporting environment.In many firms,this means empowering their employees.What is meant by empowerment of employees? How does it differ from delegation of authority? In what ways can empowerment of employees aid the cause of good strategy execution?

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Question 1

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The case for empowering down-the-line managers and employees to make decisions related to daily operations and strategy execution is based on the belief that a company that draws on the combined intellectual capital of all its employees can outperform a command-and-control company.The challenge in a decentralized system is maintaining adequate control.With decentralized decision making,top management maintains control by placing limits on the authority granted to company personnel,installing companywide strategic control systems,holding people accountable for their decisions,instituting compensation incentives that reward people for doing their jobs well,and creating a corporate culture where there's strong peer pressure on individuals to act responsibly.

The most important leadership trait in the strategy execution process is:

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Question 2

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Firms generally leverage the expertise of their talent pool in building capabilities by:

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Question 3

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Which of the following is NOT true of implementing a strategy?

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Question 4

Putting together a capable top management team with the right mix of experiences,skills,and abilities:

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Question 5

List the 10 principal managerial components of the strategy-implementing/strategy-executing process.

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Question 6

Larger firms with more complex organizational structures are:

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Question 7

The three components of building a capable organization are:

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Question 8

Which of the following is a disadvantage of a centralized organizational structure?

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Question 9

In formulating an action agenda to implement and execute a new or different strategy,the place for managers to begin is with:

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Question 10

The rationale for making strategy-critical value chain activities the primary building blocks in a company's organizational scheme is based on the:

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Question 11

Building an organization capable of good strategy execution entails:

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Question 12

One of the big weaknesses of organization structures that do not have cross-business collaboration is:

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Question 13

Sometimes a company can short-circuit the task of building an organizational capability in-house by:

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Question 14

A decentralized organizational structure is predicated on the belief that:

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Question 15

Good strategy execution requires which of the following?

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Question 16

Managerial actions to develop core competencies and competitive capabilities internally generally take one of two forms.What are they?

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Question 17

What makes the managerial task of executing strategy so challenging and demanding is:

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Question 18

In which of the following steps does updating the company's capabilities to match changing market conditions and customer expectations take place?

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Question 19

Building organizational bridges with external allies is aided by:

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Question 20

Showing 1 - 20 of 100

The most important leadership trait in the strategy execution process is:

Firms generally leverage the expertise of their talent pool in building capabilities by:

Which of the following is NOT true of implementing a strategy?

Putting together a capable top management team with the right mix of experiences,skills,and abilities:

List the 10 principal managerial components of the strategy-implementing/strategy-executing process.

Larger firms with more complex organizational structures are:

The three components of building a capable organization are:

Which of the following is a disadvantage of a centralized organizational structure?

In formulating an action agenda to implement and execute a new or different strategy,the place for managers to begin is with:

The rationale for making strategy-critical value chain activities the primary building blocks in a company's organizational scheme is based on the:

Building an organization capable of good strategy execution entails:

One of the big weaknesses of organization structures that do not have cross-business collaboration is:

Sometimes a company can short-circuit the task of building an organizational capability in-house by:

A decentralized organizational structure is predicated on the belief that:

Good strategy execution requires which of the following?

Managerial actions to develop core competencies and competitive capabilities internally generally take one of two forms.What are they?

What makes the managerial task of executing strategy so challenging and demanding is:

In which of the following steps does updating the company's capabilities to match changing market conditions and customer expectations take place?

Building organizational bridges with external allies is aided by:

What Is Strategy and Why Is It Important

Charting a Companys Direction: Its Vision, Mission, Objectives, Andstrategy

Evaluating a Companys External Environment

Evaluating a Companys Resources, Capabilities,and Competitiveness

The Five Generic Competitive Strategies

Strengthening a Companys Competitive Position

Strategies for Competing in International Markets

Corporate Strategy

Ethics, Corporate Social Responsibility, Environmental-Sustainability, and Strategy

Managing Internal Operations

Corporate Culture and Leadership

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