Question 1

The structure that most enables a firm to grow rapidly is the ________ structure.

Accepted Answer

A)  multidivisional 
B)  network 
C)  partnership 
D)  franchise 
A)  multidivisional 
B)  network 
C)  partnership 
D)  franchise D

Question 2

Explain the four perspectives on performance encouraged by the balanced scorecard approach.

Accepted Answer

Leading proponents of the balanced scorecard approach advise managers to consider four perspectives on performance: financial, customer, internal business process, and learning and growth:
1. The financial perspective involves strategy for growth, profitability, and risk when viewed from the shareholder's or owner's perspective.
2. The external-relations perspective pertains to strategy for creating value and differentiation from the perspective of the customer.
3. The internal-business-process perspective reflects strategic priorities among processes according to their contributions to customer and shareholder satisfaction.
4. The learning-and-growth perspective focuses on the organization's priorities for fostering change, innovation, and growth.

Question 3

A multidivisional structure organizes its activities according to the specific functions that a company performs.

Accepted Answer

A) True 
 B)False  False

Question 4

The importance of having the right people is accentuated in technologically intensive industries.

Accepted Answer

A) True 
 B)False

Question 5

A firm's structure should seek a balance between control and the delegation of authority necessary to make timely decisions.

Accepted Answer

A) True 
 B)False

Question 6

If a firm wants to sustain long-term competitiveness in a dynamic context, it must be prepared to choose between incremental changes and radical innovations.

Accepted Answer

A) True 
 B)False

Question 7

In the multidivisional structure, divisions can be organized around which of the following?

Accepted Answer

A)  geographic markets 
B)  products 
C)  groups of related businesses 
D)  all of the above 
A)  geographic markets 
B)  products 
C)  groups of related businesses 
D)  all of the above

Question 8

Firms with strong cultures generally achieve all of the following except ________.

Accepted Answer

A)  higher levels of return on investment 
B)  higher net income growth 
C)  higher levels of attrition 
D)  higher change in share price 
A)  higher levels of return on investment 
B)  higher net income growth 
C)  higher levels of attrition 
D)  higher change in share price

Question 9

In the functional structure, authority is based on the control of resources and knowledge and not on hierarchical rank.

Accepted Answer

A) True 
 B)False

Question 10

Because decisions and resources are controlled locally, the multinational firm responds well to local needs.

Accepted Answer

A) True 
 B)False

Question 11

Internal interests can sabotage effective resource-allocation decisions.

Accepted Answer

A) True 
 B)False

Question 12

Aspects of strategy must be communicated to external constituencies, such as suppliers, because they play a critical role in strategic implementation.

Accepted Answer

A) True 
 B)False

Question 13

The strategy map states objectives in terms of ________.

Accepted Answer

A)  business processes 
B)  cycle time 
C)  productivity 
D)  all of the above 
A)  business processes 
B)  cycle time 
C)  productivity 
D)  all of the above

Question 14

Explain the four basic forms of organizational structure.

Accepted Answer

The four basic forms of organizational s

Question 15

Explain the four structures for handling innovation.

Accepted Answer

Researchers have identified four basic f

Question 16

The more simple the firm, the more the structure will need to concentrate on coordination.

Accepted Answer

A) True 
 B)False

Question 17

Define organizational structure.

Accepted Answer

Organizational structure is th

Question 18

A balanced scorecard may also be called a strategy scorecard.

Accepted Answer

A) True 
 B)False

Question 19

In the cellular method of production, products are ________.

Accepted Answer

A)  made one at a time immediately 
B)  shipped abroad for assembly 
C)  individually made by a single worker 
D)  processed and set aside for assembly 
A)  made one at a time immediately 
B)  shipped abroad for assembly 
C)  individually made by a single worker 
D)  processed and set aside for assembly

Question 20

What are the three fundamental lessons learned from the balanced scorecard approach?

Accepted Answer

The balanced-scorecard approach teaches

The structure that most enables a firm to grow rapidly is the ________ structure.

Explain the four perspectives on performance encouraged by the balanced scorecard approach.

A multidivisional structure organizes its activities according to the specific functions that a company performs.

The importance of having the right people is accentuated in technologically intensive industries.

A firm's structure should seek a balance between control and the delegation of authority necessary to make timely decisions.

If a firm wants to sustain long-term competitiveness in a dynamic context, it must be prepared to choose between incremental changes and radical innovations.

In the multidivisional structure, divisions can be organized around which of the following?

Firms with strong cultures generally achieve all of the following except ________.

In the functional structure, authority is based on the control of resources and knowledge and not on hierarchical rank.

Because decisions and resources are controlled locally, the multinational firm responds well to local needs.

Internal interests can sabotage effective resource-allocation decisions.

Aspects of strategy must be communicated to external constituencies, such as suppliers, because they play a critical role in strategic implementation.

The strategy map states objectives in terms of ________.

Explain the four basic forms of organizational structure.

Explain the four structures for handling innovation.

The more simple the firm, the more the structure will need to concentrate on coordination.

Define organizational structure.

A balanced scorecard may also be called a strategy scorecard.

In the cellular method of production, products are ________.

What are the three fundamental lessons learned from the balanced scorecard approach?

Introducing Strategic Management

Leading Strategically Through Effective Vision and Mission

Examining the Internal Environment: Resources

Exploring the External Environment: Macro Industry and Dynamics

Creating Business Strategies

Crafting Business Strategy of Dynamic Contexts

Developing Corporate Strategy

Looking at International Strategies

Understanding Alliances and Cooperative Strategies

Studying Merges and Acquisitions

Considering New Ventures and Corporate Renewal

Corporate Governance in the Twenty-First Century

Filters

Exam 11: Organizational Structure, Systems, and Processes

The structure that most enables a firm to grow rapidly is the ________ structure.

Explain the four perspectives on performance encouraged by the balanced scorecard approach.

A multidivisional structure organizes its activities according to the specific functions that a company performs.

The importance of having the right people is accentuated in technologically intensive industries.

A firm's structure should seek a balance between control and the delegation of authority necessary to make timely decisions.

If a firm wants to sustain long-term competitiveness in a dynamic context, it must be prepared to choose between incremental changes and radical innovations.

In the multidivisional structure, divisions can be organized around which of the following?

Firms with strong cultures generally achieve all of the following except ________.

In the functional structure, authority is based on the control of resources and knowledge and not on hierarchical rank.

Because decisions and resources are controlled locally, the multinational firm responds well to local needs.

Internal interests can sabotage effective resource-allocation decisions.

Aspects of strategy must be communicated to external constituencies, such as suppliers, because they play a critical role in strategic implementation.

The strategy map states objectives in terms of ________.

Explain the four basic forms of organizational structure.

Explain the four structures for handling innovation.

The more simple the firm, the more the structure will need to concentrate on coordination.

Define organizational structure.

A balanced scorecard may also be called a strategy scorecard.

In the cellular method of production, products are ________.

What are the three fundamental lessons learned from the balanced scorecard approach?

Introducing Strategic Management

Leading Strategically Through Effective Vision and Mission

Examining the Internal Environment: Resources

Exploring the External Environment: Macro Industry and Dynamics

Creating Business Strategies

Crafting Business Strategy of Dynamic Contexts

Developing Corporate Strategy

Looking at International Strategies

Understanding Alliances and Cooperative Strategies

Studying Merges and Acquisitions

Considering New Ventures and Corporate Renewal

Corporate Governance in the Twenty-First Century

Filters