Question 1

List the two tasks at which managers must succeed in the strategy to remain continuous and dynamic.

Accepted Answer

To ensure that a strategy remains contin

Question 2

Many firms find it difficult to implement the ________ structure because it calls for high levels of resource sharing across divisions.

Accepted Answer

A)  multidivisional 
B)  matrix 
C)  functional 
D)  network 
A)  multidivisional 
B)  matrix 
C)  functional 
D)  network

Question 3

In the workplace, what gets done is what gets rewarded.

Accepted Answer

A) True 
 B)False

Question 4

________ is deciding what to do and ________ is the process of executing what you planned to do.

Accepted Answer

A)  Strategy formulation; strategy implementation 
B)  Strategy implementation; strategy formulation 
C)  Strategic thinking; strategy implementation 
D)  Strategy formulation; strategic execution 
A)  Strategy formulation; strategy implementation 
B)  Strategy implementation; strategy formulation 
C)  Strategic thinking; strategy implementation 
D)  Strategy formulation; strategic execution

Question 5

Define balanced scorecard.

Accepted Answer

The balanced scorecard is a st

Question 6

The benefits of cellular manufacturing practices include all except which of the following?

Accepted Answer

A)  flexibility 
B)  reduced margins 
C)  reduced lead time 
D)  decreased inventory 
A)  flexibility 
B)  reduced margins 
C)  reduced lead time 
D)  decreased inventory

Question 7

Because a firm's strategy must be consistent with its shared values, how can strategists understand what's really important to members of the organization?

Accepted Answer

First, they need to ask whether employee

Question 8

The scorecard and ________ process pushes a company to act on what it said it was going to do in terms of strategy.

Accepted Answer

A)  production 
B)  mapping 
C)  cascading 
D)  iterative 
A)  production 
B)  mapping 
C)  cascading 
D)  iterative

Question 9

Employees are sometimes called a firm's human capital.

Accepted Answer

A) True 
 B)False

Question 10

What is the functional structure?

Accepted Answer

A functional structure organizes its act

Question 11

Lean manufacturing helps to create an environment where people know what is expected and perform their duties without having to be reminded.

Accepted Answer

A) True 
 B)False

Question 12

A shortsighted focus on factors such as return on equity may cause managers to divert their attention from other key stakeholders.

Accepted Answer

A) True 
 B)False

Question 13

The global structure resembles a decentralized federation similar to the relationship between the U.S. federal government and the fifty state governments.

Accepted Answer

A) True 
 B)False

Question 14

The strategy map states objectives in order to guide key activities.

Accepted Answer

A) True 
 B)False

Question 15

Communicating upward means enlisting the support of the lower- and middle-level managers.

Accepted Answer

A) True 
 B)False

Question 16

In the global configuration, local units are highly dependent on home office coordination of resource allocation and decision approval.

Accepted Answer

A) True 
 B)False

Question 17

The relatively stable arrangement of responsibilities, tasks, and people within an organization is referred to as a(n) ________.

Accepted Answer

A)  organizational structure 
B)  organizational system 
C)  implementation lever 
D)  organizational process 
A)  organizational structure 
B)  organizational system 
C)  implementation lever 
D)  organizational process

Question 18

A strategy is only as good as its execution.

Accepted Answer

A) True 
 B)False

Question 19

By and large, firms find it much more difficult to generate new ideas and knowledge than to implement good ideas.

Accepted Answer

A) True 
 B)False

Question 20

When a multinational relies more on parent-country nationals than local managers, the information-asymmetry problem gradually diminishes.

Accepted Answer

A) True 
 B)False

List the two tasks at which managers must succeed in the strategy to remain continuous and dynamic.

Many firms find it difficult to implement the ________ structure because it calls for high levels of resource sharing across divisions.

In the workplace, what gets done is what gets rewarded.

is deciding what to do and is the process of executing what you planned to do.

Define balanced scorecard.

The benefits of cellular manufacturing practices include all except which of the following?

Because a firm's strategy must be consistent with its shared values, how can strategists understand what's really important to members of the organization?

The scorecard and ________ process pushes a company to act on what it said it was going to do in terms of strategy.

Employees are sometimes called a firm's human capital.

What is the functional structure?

Lean manufacturing helps to create an environment where people know what is expected and perform their duties without having to be reminded.

A shortsighted focus on factors such as return on equity may cause managers to divert their attention from other key stakeholders.

The global structure resembles a decentralized federation similar to the relationship between the U.S. federal government and the fifty state governments.

The strategy map states objectives in order to guide key activities.

Communicating upward means enlisting the support of the lower- and middle-level managers.

In the global configuration, local units are highly dependent on home office coordination of resource allocation and decision approval.

The relatively stable arrangement of responsibilities, tasks, and people within an organization is referred to as a(n) ________.

A strategy is only as good as its execution.

By and large, firms find it much more difficult to generate new ideas and knowledge than to implement good ideas.

When a multinational relies more on parent-country nationals than local managers, the information-asymmetry problem gradually diminishes.

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

List the two tasks at which managers must succeed in the strategy to remain continuous and dynamic.

Many firms find it difficult to implement the ________ structure because it calls for high levels of resource sharing across divisions.

In the workplace, what gets done is what gets rewarded.

________ is deciding what to do and ________ is the process of executing what you planned to do.

Define balanced scorecard.

The benefits of cellular manufacturing practices include all except which of the following?

Because a firm's strategy must be consistent with its shared values, how can strategists understand what's really important to members of the organization?

The scorecard and ________ process pushes a company to act on what it said it was going to do in terms of strategy.

Employees are sometimes called a firm's human capital.

What is the functional structure?

Lean manufacturing helps to create an environment where people know what is expected and perform their duties without having to be reminded.

A shortsighted focus on factors such as return on equity may cause managers to divert their attention from other key stakeholders.

The global structure resembles a decentralized federation similar to the relationship between the U.S. federal government and the fifty state governments.

The strategy map states objectives in order to guide key activities.

Communicating upward means enlisting the support of the lower- and middle-level managers.

In the global configuration, local units are highly dependent on home office coordination of resource allocation and decision approval.

The relatively stable arrangement of responsibilities, tasks, and people within an organization is referred to as a(n) ________.

A strategy is only as good as its execution.

By and large, firms find it much more difficult to generate new ideas and knowledge than to implement good ideas.

When a multinational relies more on parent-country nationals than local managers, the information-asymmetry problem gradually diminishes.

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

is deciding what to do and is the process of executing what you planned to do.