Question 1

A decentralized organizational structure is predicated on a belief that

Accepted Answer

A)  top executives should establish a collegial, collaborative culture where decisions are made by general consensus on what to do and when. 
B)  strict enforcement of detailed procedures backed by rigorous managerial oversight is necessary because company personnel cannot be counted on act wisely or keep costs to a bare bones level. 
C)  decision-making authority should be pushed down to the lowest organizational level capable of making timely, informed, competent decisions. 
D)  most company personnel have neither the time nor the inclination to direct and properly control the work they are performing and that they lack the knowledge and judgment to make wise decisions about how best to do their work. 
E)  lower-level managers and employees should go up the ladder of command for approval on most all strategic and operating issues of much importance. 
A)  top executives should establish a collegial, collaborative culture where decisions are made by general consensus on what to do and when. 
B)  strict enforcement of detailed procedures backed by rigorous managerial oversight is necessary because company personnel cannot be counted on act wisely or keep costs to a bare bones level. 
C)  decision-making authority should be pushed down to the lowest organizational level capable of making timely, informed, competent decisions. 
D)  most company personnel have neither the time nor the inclination to direct and properly control the work they are performing and that they lack the knowledge and judgment to make wise decisions about how best to do their work. 
E)  lower-level managers and employees should go up the ladder of command for approval on most all strategic and operating issues of much importance.

Question 2

Which one of the following is not part of organizing the work effort in ways that promote successful strategy execution?

Accepted Answer

A)  Providing for the necessary collaboration with suppliers and strategic allies 
B)  Providing for cross-unit coordination and deciding which value chain activities to perform in-house and which ones to outsource 
C)  Determining how much authority to centralize at the top and how much to delegate to down-the-line managers and employees 
D)  Determining which functions and organizational units require superior intellectual capital 
E)  Making internally performed strategy-critical value chain activities the main building blocks in the organization structure 
A)  Providing for the necessary collaboration with suppliers and strategic allies 
B)  Providing for cross-unit coordination and deciding which value chain activities to perform in-house and which ones to outsource 
C)  Determining how much authority to centralize at the top and how much to delegate to down-the-line managers and employees 
D)  Determining which functions and organizational units require superior intellectual capital 
E)  Making internally performed strategy-critical value chain activities the main building blocks in the organization structure

Question 3

Which of the following is not one of the traits of the capability-building process?

Accepted Answer

A)  Core competencies or capabilities are usually the product of astute company efforts to hire and train talented employees. 
B)  Normally, core competencies and competitive capabilities emerge incrementally as a company acts to bolster skills that contributed to earlier successes. 
C)  Core competencies or capabilities are most often bundles of skills and know-how that grow out of the combined efforts of cross-functional work groups and departments that perform complementary activities at several places in the firm's value chain. 
D)  The key to leveraging a core competence into a distinctive competence (or transforming a capability into a competitively superior capability) is concentrating more effort and talent than rivals on strengthening the competence or capability to achieve competitive advantage. 
E)  Evolving changes in customer needs and competitive conditions often require tweaking and adjusting a company's portfolio of competencies and intellectual capital to keep its capabilities freshly honed and on the cutting edge. 
A)  Core competencies or capabilities are usually the product of astute company efforts to hire and train talented employees. 
B)  Normally, core competencies and competitive capabilities emerge incrementally as a company acts to bolster skills that contributed to earlier successes. 
C)  Core competencies or capabilities are most often bundles of skills and know-how that grow out of the combined efforts of cross-functional work groups and departments that perform complementary activities at several places in the firm's value chain. 
D)  The key to leveraging a core competence into a distinctive competence (or transforming a capability into a competitively superior capability) is concentrating more effort and talent than rivals on strengthening the competence or capability to achieve competitive advantage. 
E)  Evolving changes in customer needs and competitive conditions often require tweaking and adjusting a company's portfolio of competencies and intellectual capital to keep its capabilities freshly honed and on the cutting edge.

Question 4

Identify and briefly discuss the three stages involved in building core competencies and capabilities.

Accepted Answer

The three stages involved in building co

Question 5

The three components of building a capable organization are

Accepted Answer

A)  making periodic changes in the firm's internal organization to keep people from getting into a comfortable rut, instituting a decentralized approach to decision-making, and developing the appropriate competencies and capabilities. 
B)  hiring a capable top management team, empowering employees, and establishing a strategy-supportive corporate culture. 
C)  putting a centralized decision-making structure in place, determining who should have responsibility for each value chain activity, and aligning the corporate culture with key policies, procedures, and operating practices. 
D)  staffing the organization, building core competencies and competitive capabilities, and structuring the organization and work effort. 
E)  optimizing the number of core competencies and competitive capabilities, making sure that all managers and employees are empowered, and maximizing internal operating efficiency. 
A)  making periodic changes in the firm's internal organization to keep people from getting into a comfortable rut, instituting a decentralized approach to decision-making, and developing the appropriate competencies and capabilities. 
B)  hiring a capable top management team, empowering employees, and establishing a strategy-supportive corporate culture. 
C)  putting a centralized decision-making structure in place, determining who should have responsibility for each value chain activity, and aligning the corporate culture with key policies, procedures, and operating practices. 
D)  staffing the organization, building core competencies and competitive capabilities, and structuring the organization and work effort. 
E)  optimizing the number of core competencies and competitive capabilities, making sure that all managers and employees are empowered, and maximizing internal operating efficiency.

Question 6

In which one of the following instances is the training and retraining of employees likely to make the least important contribution to good strategy execution?

Accepted Answer

A)  When a company shifts to a strategy requiring different skills, competitive capabilities, managerial approaches, and operating methods. 
B)  When an organization is striving to build skills-based competencies. 
C)  When technical know-how is changing so rapidly that a company loses its ability to compete unless its skilled people have cutting-edge knowledge and expertise. 
D)  When the chosen strategy calls for deeper technological capability or building and using new capabilities. 
E)  When the strategy execution effort is based on tried and true operating practices that vary little from year to year. 
A)  When a company shifts to a strategy requiring different skills, competitive capabilities, managerial approaches, and operating methods. 
B)  When an organization is striving to build skills-based competencies. 
C)  When technical know-how is changing so rapidly that a company loses its ability to compete unless its skilled people have cutting-edge knowledge and expertise. 
D)  When the chosen strategy calls for deeper technological capability or building and using new capabilities. 
E)  When the strategy execution effort is based on tried and true operating practices that vary little from year to year.

Question 7

Which of the following is a basic structural form of organization?

Accepted Answer

A)  A functional structure where function is a major step in the firm's value chain. 
B)  A simple structure where all major decisions and oversight are a duty of the central executive. 
C)  A multidivisional structure where each division of the firm is an independent profit center. 
D)  A matrix structure where there are two or more divisions organized to enhance cross-communication. 
E)  All of these. 
A)  A functional structure where function is a major step in the firm's value chain. 
B)  A simple structure where all major decisions and oversight are a duty of the central executive. 
C)  A multidivisional structure where each division of the firm is an independent profit center. 
D)  A matrix structure where there are two or more divisions organized to enhance cross-communication. 
E)  All of these.

Question 8

Explain the difference between a centralized and a decentralized organization structure.Which one is more likely to further the cause of good strategy execution? Why?

Accepted Answer

A centralized organization structure is

Question 9

The organizing challenge of a decentralized structure which stresses employee empowerment is

Accepted Answer

A)  how to keep empowered employees from making lots of stupid decisions. 
B)  establishing a collegial, collaborative culture so that decisions can be made by gaining a quick consensus on what to do and when to do it. 
C)  how to avoid de-motivating employees (because empowered employees are expected to take responsibility for their actions and decisions). 
D)  how to exercise control over the actions and decisions of empowered employees so that the business is not put at risk while trying to capture the benefits of empowerment. 
E)  how to convince lower-level managers and employees that they are empowered. 
A)  how to keep empowered employees from making lots of stupid decisions. 
B)  establishing a collegial, collaborative culture so that decisions can be made by gaining a quick consensus on what to do and when to do it. 
C)  how to avoid de-motivating employees (because empowered employees are expected to take responsibility for their actions and decisions). 
D)  how to exercise control over the actions and decisions of empowered employees so that the business is not put at risk while trying to capture the benefits of empowerment. 
E)  how to convince lower-level managers and employees that they are empowered.

Question 10

Which one of the following is not a reason why companies might use outsourcing to improve performance of strategy-critical activities?

Accepted Answer

A)  Improving a company's chances for outclassing rivals in the performance of strategy-critical activities and turning a core competence into a distinctive competence 
B)  Promoting quick establishment of a total quality culture 
C)  Speeding internal decision-making and shortening the time it takes to respond to changing market conditions 
D)  Capitalizing on the partnerships with outsiders to enhance its arsenal of capabilities and thus contribute to better strategy execution 
E)  Helping decrease internal bureaucracies and flatten the organizational structure 
A)  Improving a company's chances for outclassing rivals in the performance of strategy-critical activities and turning a core competence into a distinctive competence 
B)  Promoting quick establishment of a total quality culture 
C)  Speeding internal decision-making and shortening the time it takes to respond to changing market conditions 
D)  Capitalizing on the partnerships with outsiders to enhance its arsenal of capabilities and thus contribute to better strategy execution 
E)  Helping decrease internal bureaucracies and flatten the organizational structure

Question 11

Which of the following are traits of the capability-building process?

Accepted Answer

A)  Evolving changes in customer needs and competitive conditions often require tweaking and adjusting a company's portfolio of competencies and intellectual capital to keep its capabilities freshly honed and on the cutting edge. 
B)  Normally, a core competence or capability emerges incrementally out of company efforts either to bolster skills that contributed to earlier successes or to respond to customer problems, new technological and market opportunities, and the competitive maneuverings of rivals. 
C)  Core competencies or capabilities are most often bundles of skills and know-how that grow out of the combined efforts of cross-functional work groups and departments performing complementary activities at different locations in a firm's value chain. 
D)  The key to leveraging a core competence into a distinctive competence (or transforming a capability into a competitively superior capability) is concentrating more effort and talent than rivals on deepening and strengthening the competence or capability so as to achieve the dominance needed for competitive advantage. 
E)  All of these. 
A)  Evolving changes in customer needs and competitive conditions often require tweaking and adjusting a company's portfolio of competencies and intellectual capital to keep its capabilities freshly honed and on the cutting edge. 
B)  Normally, a core competence or capability emerges incrementally out of company efforts either to bolster skills that contributed to earlier successes or to respond to customer problems, new technological and market opportunities, and the competitive maneuverings of rivals. 
C)  Core competencies or capabilities are most often bundles of skills and know-how that grow out of the combined efforts of cross-functional work groups and departments performing complementary activities at different locations in a firm's value chain. 
D)  The key to leveraging a core competence into a distinctive competence (or transforming a capability into a competitively superior capability) is concentrating more effort and talent than rivals on deepening and strengthening the competence or capability so as to achieve the dominance needed for competitive advantage. 
E)  All of these.

Question 12

What are the advantages of outsourcing non-critical and sometimes even critical value chain activities?

Accepted Answer

The answer of What are the advantages of outsourcing non-critical...

Question 13

Building an organization capable of good strategy execution entails

Accepted Answer

A)  staffing the organization, building core competencies and competitive capabilities, and structuring the organization and work effort. 
B)  decentralizing authority for performing strategy-critical value chain activities, establishing at least two distinctive competencies, and hiring talented employees. 
C)  investing heavily in employee training, using an empowered organization design and organization structure in order to maximize labor productivity, and employing effective incentive compensation systems. 
D)  centralizing authority in the hands of a chief strategy implementer so as to create the leadership authority for driving implementation forward at a rapid pace. 
E)  empowering employees, maximizing internal operating efficiency, and optimizing core competencies. 
A)  staffing the organization, building core competencies and competitive capabilities, and structuring the organization and work effort. 
B)  decentralizing authority for performing strategy-critical value chain activities, establishing at least two distinctive competencies, and hiring talented employees. 
C)  investing heavily in employee training, using an empowered organization design and organization structure in order to maximize labor productivity, and employing effective incentive compensation systems. 
D)  centralizing authority in the hands of a chief strategy implementer so as to create the leadership authority for driving implementation forward at a rapid pace. 
E)  empowering employees, maximizing internal operating efficiency, and optimizing core competencies.

Question 14

Building organizational bridges with external allies is aided by

Accepted Answer

A)  appointing "relationship managers" and giving them responsibility for making particular strategic partnerships or alliances generate the intended benefits. 
B)  agreeing with allies to meet frequently and make all decisions pertaining to the alliance on the basis of mutual agreement and consensus. 
C)  getting each strategic ally to agree to appoint someone as head of the collaborative effort and to give that person the authority to enforce tight coordination of joint activities. 
D)  forming a 50-50 joint venture with each strategic partner and then assigning people to the joint venture who have the authority and responsibility to enforce tight coordination. 
E)  entering into a written agreement detailing the roles and responsibilities of the company and the ally/partner, setting forth the results that are expected, establishing deadlines for achieving these results, and designating the people who are to be responsible for making the collaborative effort work successfully. 
A)  appointing "relationship managers" and giving them responsibility for making particular strategic partnerships or alliances generate the intended benefits. 
B)  agreeing with allies to meet frequently and make all decisions pertaining to the alliance on the basis of mutual agreement and consensus. 
C)  getting each strategic ally to agree to appoint someone as head of the collaborative effort and to give that person the authority to enforce tight coordination of joint activities. 
D)  forming a 50-50 joint venture with each strategic partner and then assigning people to the joint venture who have the authority and responsibility to enforce tight coordination. 
E)  entering into a written agreement detailing the roles and responsibilities of the company and the ally/partner, setting forth the results that are expected, establishing deadlines for achieving these results, and designating the people who are to be responsible for making the collaborative effort work successfully.

Question 15

What are the ten principal managerial components of the strategy-implementing/strategy-executing process?

Accepted Answer

The strategy-implementing/strategy-execu

Question 16

A decentralized organization structure is more likely to further the cause of good strategy execution than is a centralized organization structure. Justify your answer.

Accepted Answer

The statement that a decentralized organ

Question 17

When a company uses outsourcing to zero in on even better performance of those truly strategy-critical activities where its expertise is most needed,then it may also be able to

Accepted Answer

A)  create a values-based corporate culture that excels in product innovation. 
B)  decrease internal bureaucracies, flatten its organizational structure, shorten the time it takes to respond to changing market conditions, and capitalize on its partnerships with outsiders to enhance its arsenal of capabilities and thus contribute to better strategy execution. 
C)  devote more resources to its social responsibility strategy, better empower employees, and reduce employee turnover. 
D)  better police compliance with ethical standards, lower overall operating costs, and create two or more distinctive competencies. 
E)  All of these. 
A)  create a values-based corporate culture that excels in product innovation. 
B)  decrease internal bureaucracies, flatten its organizational structure, shorten the time it takes to respond to changing market conditions, and capitalize on its partnerships with outsiders to enhance its arsenal of capabilities and thus contribute to better strategy execution. 
C)  devote more resources to its social responsibility strategy, better empower employees, and reduce employee turnover. 
D)  better police compliance with ethical standards, lower overall operating costs, and create two or more distinctive competencies. 
E)  All of these.

Question 18

In a highly centralized organizational structure,

Accepted Answer

A)  top executive retain authority for most strategic and operating decisions. 
B)  the thesis is that strict enforcement of detailed procedures backed by rigorous managerial oversight is the most reliable way to keep the daily execution of strategy on track. 
C)  tight control from the top makes it easy to fix accountability when things do not go well. 
D)  one of the basic tenets is that most company personnel have neither the time nor the inclination to direct and properly control the work they are performing and, further, that they lack the knowledge and judgment to make wise decisions about how best to do their work. 
E)  All of these. 
A)  top executive retain authority for most strategic and operating decisions. 
B)  the thesis is that strict enforcement of detailed procedures backed by rigorous managerial oversight is the most reliable way to keep the daily execution of strategy on track. 
C)  tight control from the top makes it easy to fix accountability when things do not go well. 
D)  one of the basic tenets is that most company personnel have neither the time nor the inclination to direct and properly control the work they are performing and, further, that they lack the knowledge and judgment to make wise decisions about how best to do their work. 
E)  All of these.

Question 19

Implementing and executing a company's strategy

Accepted Answer

A)  is primarily the job of the company's board of directors since they direct the actions and policies of the top senior executives in executing the strategy. 
B)  is a task for every manager and the whole management team but ultimate responsibility for success or failure falls upon the top senior executives. 
C)  is primarily a responsibility of all company personnel because all personnel are active participants in the strategy execution process and their actions have a huge impact on the ultimate outcome. 
D)  should be delegated to a chief strategy implementer appointed by the chief executive officer. 
E)  is primarily a task for middle and lower-level managers because it is they who have responsibility for pushing the needed changes all the way down to the lowest levels of the organization. 
A)  is primarily the job of the company's board of directors since they direct the actions and policies of the top senior executives in executing the strategy. 
B)  is a task for every manager and the whole management team but ultimate responsibility for success or failure falls upon the top senior executives. 
C)  is primarily a responsibility of all company personnel because all personnel are active participants in the strategy execution process and their actions have a huge impact on the ultimate outcome. 
D)  should be delegated to a chief strategy implementer appointed by the chief executive officer. 
E)  is primarily a task for middle and lower-level managers because it is they who have responsibility for pushing the needed changes all the way down to the lowest levels of the organization.

Question 20

The organizational characteristics of a network structure include

Accepted Answer

A)  links between a number of independent organizations. 
B)  a central firm that is charged with coordination of cross-network activities. 
C)  organizations working together in a common undertaking. 
D)  extensive collaborative efforts among people in different specialties and different geographic locations. 
E)  All of these. 
A)  links between a number of independent organizations. 
B)  a central firm that is charged with coordination of cross-network activities. 
C)  organizations working together in a common undertaking. 
D)  extensive collaborative efforts among people in different specialties and different geographic locations. 
E)  All of these.

A decentralized organizational structure is predicated on a belief that

Which one of the following is not part of organizing the work effort in ways that promote successful strategy execution?

Which of the following is not one of the traits of the capability-building process?

Identify and briefly discuss the three stages involved in building core competencies and capabilities.

The three components of building a capable organization are

In which one of the following instances is the training and retraining of employees likely to make the least important contribution to good strategy execution?

Which of the following is a basic structural form of organization?

Explain the difference between a centralized and a decentralized organization structure.Which one is more likely to further the cause of good strategy execution? Why?

The organizing challenge of a decentralized structure which stresses employee empowerment is

Which one of the following is not a reason why companies might use outsourcing to improve performance of strategy-critical activities?

Which of the following are traits of the capability-building process?

What are the advantages of outsourcing non-critical and sometimes even critical value chain activities?

Building an organization capable of good strategy execution entails

Building organizational bridges with external allies is aided by

What are the ten principal managerial components of the strategy-implementing/strategy-executing process?

A decentralized organization structure is more likely to further the cause of good strategy execution than is a centralized organization structure. Justify your answer.

When a company uses outsourcing to zero in on even better performance of those truly strategy-critical activities where its expertise is most needed,then it may also be able to

In a highly centralized organizational structure,

Implementing and executing a company's strategy

The organizational characteristics of a network structure include

What Is Strategy and Why Is It Important

Charting a Companys Direction: Vision and Mission, Objectives, and Strategy

Evaluating a Companys External Environment

Evaluating a Companys Resources, Capabilities, and Competitiveness

The Five Generic Competitive Strategies: Which One to Employ

Strengthening a Companys Competitive Position: Strategic Moves, timing, and Scope of Operation

Strategies for Competing in International Markets

Corporate Strategy: Diversification and the Multibusiness Company

Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy

Managing Internal Operations: Actions That Promote Good Strategy Execution

Corporate Culture and Leadership: Keys to Good Strategy Execution

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Exam 10: Building an Organization Capable of Good Strategy Execution: People, Capabilities, and Structure

A decentralized organizational structure is predicated on a belief that

Which one of the following is not part of organizing the work effort in ways that promote successful strategy execution?

Which of the following is not one of the traits of the capability-building process?

Identify and briefly discuss the three stages involved in building core competencies and capabilities.

The three components of building a capable organization are

In which one of the following instances is the training and retraining of employees likely to make the least important contribution to good strategy execution?

Which of the following is a basic structural form of organization?

Explain the difference between a centralized and a decentralized organization structure.Which one is more likely to further the cause of good strategy execution? Why?

The organizing challenge of a decentralized structure which stresses employee empowerment is

Which one of the following is not a reason why companies might use outsourcing to improve performance of strategy-critical activities?

Which of the following are traits of the capability-building process?

What are the advantages of outsourcing non-critical and sometimes even critical value chain activities?

Building an organization capable of good strategy execution entails

Building organizational bridges with external allies is aided by

What are the ten principal managerial components of the strategy-implementing/strategy-executing process?

A decentralized organization structure is more likely to further the cause of good strategy execution than is a centralized organization structure. Justify your answer.

When a company uses outsourcing to zero in on even better performance of those truly strategy-critical activities where its expertise is most needed,then it may also be able to

In a highly centralized organizational structure,

Implementing and executing a company's strategy

The organizational characteristics of a network structure include

What Is Strategy and Why Is It Important

Charting a Companys Direction: Vision and Mission, Objectives, and Strategy

Evaluating a Companys External Environment

Evaluating a Companys Resources, Capabilities, and Competitiveness

The Five Generic Competitive Strategies: Which One to Employ

Strengthening a Companys Competitive Position: Strategic Moves, timing, and Scope of Operation

Strategies for Competing in International Markets

Corporate Strategy: Diversification and the Multibusiness Company

Ethics, Corporate Social Responsibility, Environmental Sustainability, and Strategy

Managing Internal Operations: Actions That Promote Good Strategy Execution

Corporate Culture and Leadership: Keys to Good Strategy Execution

Filters