Question 1

The positive effect of shared values on performance is stronger in a highly competitive market.

Accepted Answer

A) True 
 B)False

Question 2

Which of the following is not one of the fundamental lessons learned from the balanced scorecard?

Accepted Answer

A)  use a strategy map to align metrics with strategy 
B)  make strategy a continuous and dynamic process 
C)  stay focused on short-term financial or other outcome measures 
D)  translate strategy into intangible performance measures 
A)  use a strategy map to align metrics with strategy 
B)  make strategy a continuous and dynamic process 
C)  stay focused on short-term financial or other outcome measures 
D)  translate strategy into intangible performance measures

Question 3

Executives who are responsible for executive strategy are often highly conservative in their projections of execution success.

Accepted Answer

A) True 
 B)False

Question 4

What is patching, and how is it used in diversified firms operating in dynamic markets?

Accepted Answer

A multidivisional firm operating in dive

Question 5

Penalties should be applied to performance that's unrelated to an organization's strategic objectives.

Accepted Answer

A) True 
 B)False

Question 6

The continued success of highly profitable growth companies results largely from ________.

Accepted Answer

A)  skill in recruiting people who fit the organization 
B)  finding people with differing values and beliefs 
C)  attracting people who wish to work toward autonomous goals 
D)  all of the above 
A)  skill in recruiting people who fit the organization 
B)  finding people with differing values and beliefs 
C)  attracting people who wish to work toward autonomous goals 
D)  all of the above

Question 7

The global configuration allows for much more autonomy in foreign subsidiaries than either the multinational or international models.

Accepted Answer

A) True 
 B)False

Question 8

What are some of the possible positive managerial outcomes to the development and use of a balanced scorecard?

Accepted Answer

In one important sense, the balanced sco

Question 9

What are the two primary responsibilities of strategic leadership?

Accepted Answer

Strategic leadership is respon

Question 10

One of the least important external implementation obstacles is a firm's culture.

Accepted Answer

A) True 
 B)False

Question 11

Effective strategy implementation is most critical in ________.

Accepted Answer

A)  highly competitive industries 
B)  conglomerates 
C)  moderately competitive industries 
D)  small businesses 
A)  highly competitive industries 
B)  conglomerates 
C)  moderately competitive industries 
D)  small businesses

Question 12

Lean manufacturing practices allow companies to decrease the speed of operations to a more normal pace.

Accepted Answer

A) True 
 B)False

Question 13

When multinationals have subsidiaries in geographically distant locations, costs and risks increase due to information asymmetry.

Accepted Answer

A) True 
 B)False

Question 14

What are the three questions that managers of troubled firms should ask?

Accepted Answer

When a firm is experiencing difficulties

Question 15

A process of remapping businesses in accordance with changing market conditions and reconfiguring them into new internal business structures is referred to as ________.

Accepted Answer

A)  strategic mapping 
B)  patching 
C)  strategic restoration 
D)  dynamic mapping 
A)  strategic mapping 
B)  patching 
C)  strategic restoration 
D)  dynamic mapping

Question 16

In a ________, the company is organized as a group of associates who own shares or units in the company.

Accepted Answer

A)  functional structure 
B)  professional partnership 
C)  network 
D)  franchise 
A)  functional structure 
B)  professional partnership 
C)  network 
D)  franchise

Question 17

Division managers who are paid solely on the basis of business-unit performance may be less likely to share resources with other divisions.

Accepted Answer

A) True 
 B)False

Question 18

Which of the following is not a role of strategic leadership in the implementation process?

Accepted Answer

A)  making lever decisions 
B)  resource allocation decisions 
C)  reward decisions 
D)  communicating with stakeholders 
A)  making lever decisions 
B)  resource allocation decisions 
C)  reward decisions 
D)  communicating with stakeholders

Question 19

Firms with weak shared values are usually better at implementing strategies.

Accepted Answer

A) True 
 B)False

Question 20

A balanced scorecard links all performance metrics to the firm's strategy.

Accepted Answer

A) True 
 B)False

The positive effect of shared values on performance is stronger in a highly competitive market.

Which of the following is not one of the fundamental lessons learned from the balanced scorecard?

Executives who are responsible for executive strategy are often highly conservative in their projections of execution success.

What is patching, and how is it used in diversified firms operating in dynamic markets?

Penalties should be applied to performance that's unrelated to an organization's strategic objectives.

The continued success of highly profitable growth companies results largely from ________.

The global configuration allows for much more autonomy in foreign subsidiaries than either the multinational or international models.

What are some of the possible positive managerial outcomes to the development and use of a balanced scorecard?

What are the two primary responsibilities of strategic leadership?

One of the least important external implementation obstacles is a firm's culture.

Effective strategy implementation is most critical in ________.

Lean manufacturing practices allow companies to decrease the speed of operations to a more normal pace.

When multinationals have subsidiaries in geographically distant locations, costs and risks increase due to information asymmetry.

What are the three questions that managers of troubled firms should ask?

A process of remapping businesses in accordance with changing market conditions and reconfiguring them into new internal business structures is referred to as ________.

In a ________, the company is organized as a group of associates who own shares or units in the company.

Division managers who are paid solely on the basis of business-unit performance may be less likely to share resources with other divisions.

Which of the following is not a role of strategic leadership in the implementation process?

Firms with weak shared values are usually better at implementing strategies.

A balanced scorecard links all performance metrics to the firm's strategy.

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 positive effect of shared values on performance is stronger in a highly competitive market.

Which of the following is not one of the fundamental lessons learned from the balanced scorecard?

Executives who are responsible for executive strategy are often highly conservative in their projections of execution success.

What is patching, and how is it used in diversified firms operating in dynamic markets?

Penalties should be applied to performance that's unrelated to an organization's strategic objectives.

The continued success of highly profitable growth companies results largely from ________.

The global configuration allows for much more autonomy in foreign subsidiaries than either the multinational or international models.

What are some of the possible positive managerial outcomes to the development and use of a balanced scorecard?

What are the two primary responsibilities of strategic leadership?

One of the least important external implementation obstacles is a firm's culture.

Effective strategy implementation is most critical in ________.

Lean manufacturing practices allow companies to decrease the speed of operations to a more normal pace.

When multinationals have subsidiaries in geographically distant locations, costs and risks increase due to information asymmetry.

What are the three questions that managers of troubled firms should ask?

A process of remapping businesses in accordance with changing market conditions and reconfiguring them into new internal business structures is referred to as ________.

In a ________, the company is organized as a group of associates who own shares or units in the company.

Division managers who are paid solely on the basis of business-unit performance may be less likely to share resources with other divisions.

Which of the following is not a role of strategic leadership in the implementation process?

Firms with weak shared values are usually better at implementing strategies.

A balanced scorecard links all performance metrics to the firm's strategy.

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