Question 1

Control systems can help managers evaluate how efficiently they are producing goods and services.

Accepted Answer

A) True 
 B)False

Question 2

Consider the case of a family-run business that operates one small local retail shop and its subsequent expansion into more locations and more stores.Describe the changes that are likely to take place in that business's organizational structure as it grows in size, geographic dispersion, and complexity.Tell why the changes are beneficial for the business.

Accepted Answer

The store probably followed this common

Question 3

When companies become too tall and the chain of command too long, strategic managers tend to lose control over the hierarchy and, subsequently, their strategies.

Accepted Answer

A) True 
 B)False

Question 4

Restructuring always involves flattening the organizational hierarchy and downsizing the work force.

Accepted Answer

A) True 
 B)False

Question 5

Effective organizational design can allow a company to obtain a competitive advantage but it has no impact on profitability.

Accepted Answer

A) True 
 B)False

Question 6

Flat organizational structures are characterized by:

Accepted Answer

A) many levels of management compared to the size of the company. 
B) slower repose to changes in the competitive environment. 
C) a relatively wide span of control. 
D) reduced flexibility in decision-making strategies. 
E) an increase in bureaucratic costs. 
A) many levels of management compared to the size of the company. 
B) slower repose to changes in the competitive environment. 
C) a relatively wide span of control. 
D) reduced flexibility in decision-making strategies. 
E) an increase in bureaucratic costs.

Question 7

One of the main differences between a product team and a team in a matrix structure is that a matrix team is more permanent than a team in a product structure.

Accepted Answer

A) True 
 B)False

Question 8

At Silica Dustcloud Inc., rules are published at the cubicle of all employees stating what is expected of them regarding time to arrive, time for lunch, when to take breaks, and when to socialize.Which of the following is this an example of?

Accepted Answer

A) Output control 
B) Personal control 
C) Behavior control 
D) Conversion activities 
E) Strategic competencies 
A) Output control 
B) Personal control 
C) Behavior control 
D) Conversion activities 
E) Strategic competencies

Question 9

When a company engages in restructuring, it may be necessary to:

Accepted Answer

A) increase its basic business operations. 
B) increase the number of organizational levels. 
C) lay off employees. 
D) add to the operating costs. 
E) retain the functional processes. 
A) increase its basic business operations. 
B) increase the number of organizational levels. 
C) lay off employees. 
D) add to the operating costs. 
E) retain the functional processes.

Question 10

In manufacturing, functional strategy usually centers on improving efficiency and quality.

Accepted Answer

A) True 
 B)False

Question 11

Organizational structure can be defined as:

Accepted Answer

A) the means through which a company assigns employees to specific tasks and roles and specifies how these tasks and roles are to be linked together to increase efficiency, quality, innovation, and responsiveness to customers. 
B) the blueprint that states how managers intend to use organizational resources to most efficiently achieve organizational goals. 
C) the specific collection of values, norms, beliefs, and attitudes that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization.. 
D) the degree to which a company specifies how decisions are to be made so that employees' behavior becomes predictable. 
E) the process of redesigning business processes to achieve dramatic improvements in performance, such as cost, quality, service, and speed. 
A) the means through which a company assigns employees to specific tasks and roles and specifies how these tasks and roles are to be linked together to increase efficiency, quality, innovation, and responsiveness to customers. 
B) the blueprint that states how managers intend to use organizational resources to most efficiently achieve organizational goals. 
C) the specific collection of values, norms, beliefs, and attitudes that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization.. 
D) the degree to which a company specifies how decisions are to be made so that employees' behavior becomes predictable. 
E) the process of redesigning business processes to achieve dramatic improvements in performance, such as cost, quality, service, and speed.

Question 12

The purpose of a(n) is to provide managers with incentives for employees as well as feedback on how the company performs.

Accepted Answer

A) control system 
B) adaptive culture 
C) organizational design 
D) span of control 
E) hierarchy of authority 
A) control system 
B) adaptive culture 
C) organizational design 
D) span of control 
E) hierarchy of authority

Question 13

Building capabilities in organizational design that allow a company to develop a competitive advantage starts at the functional level.

Accepted Answer

A) True 
 B)False

Question 14

Control through culture is ineffective because employees do not internalize values.

Accepted Answer

A) True 
 B)False

Question 15

The need for integrating mechanisms is greater when a company's structure is more complex.

Accepted Answer

A) True 
 B)False

Control systems can help managers evaluate how efficiently they are producing goods and services.

When companies become too tall and the chain of command too long, strategic managers tend to lose control over the hierarchy and, subsequently, their strategies.

Restructuring always involves flattening the organizational hierarchy and downsizing the work force.

Effective organizational design can allow a company to obtain a competitive advantage but it has no impact on profitability.

Flat organizational structures are characterized by:

One of the main differences between a product team and a team in a matrix structure is that a matrix team is more permanent than a team in a product structure.

At Silica Dustcloud Inc., rules are published at the cubicle of all employees stating what is expected of them regarding time to arrive, time for lunch, when to take breaks, and when to socialize.Which of the following is this an example of?

When a company engages in restructuring, it may be necessary to:

In manufacturing, functional strategy usually centers on improving efficiency and quality.

Organizational structure can be defined as:

The purpose of a(n) is to provide managers with incentives for employees as well as feedback on how the company performs.

Building capabilities in organizational design that allow a company to develop a competitive advantage starts at the functional level.

Control through culture is ineffective because employees do not internalize values.

The need for integrating mechanisms is greater when a company's structure is more complex.

Strategic Leadership: Managing the Strategy-Making Process for Competitive Analysis

External Analysis: The Identification of Opportunities and Threats

Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability

Building Competitive Advantage Through Functional-Level Strategy

Building Competitive Advantage Through Business-Level Strategy

Business-Level Strategy and the Industry Environment

Strategy and Technology

Strategy in the Global Environment

Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing

Corporate-Level Strategy: Related and Unrelated Diversification

Corporate Performance, Governance, and Business Ethics

Implementing Strategy in Companies That Compete Across Industries and Countries

Filters

Exam 12: Implementing Strategy in Companies That Compete in a Single Industry

Control systems can help managers evaluate how efficiently they are producing goods and services.

When companies become too tall and the chain of command too long, strategic managers tend to lose control over the hierarchy and, subsequently, their strategies.

Restructuring always involves flattening the organizational hierarchy and downsizing the work force.

Effective organizational design can allow a company to obtain a competitive advantage but it has no impact on profitability.

Flat organizational structures are characterized by:

One of the main differences between a product team and a team in a matrix structure is that a matrix team is more permanent than a team in a product structure.

At Silica Dustcloud Inc., rules are published at the cubicle of all employees stating what is expected of them regarding time to arrive, time for lunch, when to take breaks, and when to socialize.Which of the following is this an example of?

When a company engages in restructuring, it may be necessary to:

In manufacturing, functional strategy usually centers on improving efficiency and quality.

Organizational structure can be defined as:

The purpose of a(n) is to provide managers with incentives for employees as well as feedback on how the company performs.

Building capabilities in organizational design that allow a company to develop a competitive advantage starts at the functional level.

Control through culture is ineffective because employees do not internalize values.

The need for integrating mechanisms is greater when a company's structure is more complex.

Strategic Leadership: Managing the Strategy-Making Process for Competitive Analysis

External Analysis: The Identification of Opportunities and Threats

Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability

Building Competitive Advantage Through Functional-Level Strategy

Building Competitive Advantage Through Business-Level Strategy

Business-Level Strategy and the Industry Environment

Strategy and Technology

Strategy in the Global Environment

Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing

Corporate-Level Strategy: Related and Unrelated Diversification

Corporate Performance, Governance, and Business Ethics

Implementing Strategy in Companies That Compete Across Industries and Countries

Filters