Question 1

Briefly explain the four directions in which management must communicate the strategy as part of strategic leadership.

Accepted Answer

In performing this strategic-leadership

Question 2

Firms that pursue radical innovation through autonomous units bound to the organizational hierarchy through senior management have high success rates for launching new products.

Accepted Answer

A) True 
 B)False

Question 3

The financial perspective of the balanced scorecard may focus on issues such as enhancing customer value and increasing asset utilization.

Accepted Answer

A) True 
 B)False

Question 4

Before strategy implementation is attempted, firms should assess their existing attributes including all except which of the following?

Accepted Answer

A)  resources 
B)  implementation levers 
C)  management-action plans 
D)  history 
A)  resources 
B)  implementation levers 
C)  management-action plans 
D)  history

Question 5

Decisions about which and how many people to employ hinge on the desire either to improve efficiency or generate new revenues.

Accepted Answer

A) True 
 B)False

Question 6

In a strategy map of the balanced scorecard, customer management processes are concerned with which of the following areas?

Accepted Answer

A)  supply 
B)  retention 
C)  safety and health 
D)  community 
A)  supply 
B)  retention 
C)  safety and health 
D)  community

Question 7

The appropriate allocation of resources should involve making choices based on the resource allocation of competitors.

Accepted Answer

A) True 
 B)False

Question 8

A phenomenon where firms tend to be better at generating new knowledge than at creating new products based on that knowledge is referred to as the ________.

Accepted Answer

A)  learning curve effect 
B)  knowledge breach 
C)  knowledge-doing gap 
D)  learning-doing gap 
A)  learning curve effect 
B)  knowledge breach 
C)  knowledge-doing gap 
D)  learning-doing gap

Question 9

Strategists may face both internal and external obstacles.

Accepted Answer

A) True 
 B)False

Question 10

What are some of the difficulties with implementing strategies in dynamic contexts?

Accepted Answer

Because competitive pressures are compou

Question 11

The ________ perspective focuses on the organization's priorities for fostering change, innovation, and growth.

Accepted Answer

A)  financial 
B)  internal-business-process 
C)  learning-and-growth 
D)  external-relations 
A)  financial 
B)  internal-business-process 
C)  learning-and-growth 
D)  external-relations

Question 12

The ________ perspective pertains to strategy for creating value and differentiation from the perspective of the customer.

Accepted Answer

A)  financial 
B)  internal-business-process 
C)  learning-and-growth 
D)  external-relations 
A)  financial 
B)  internal-business-process 
C)  learning-and-growth 
D)  external-relations

Question 13

An explanation for the knowing-doing gap is that the strategy-formulation process isn't usually shared with stakeholders who will be integral in rolling out the strategy.

Accepted Answer

A) True 
 B)False

Question 14

The balanced scorecard can serve as a tool for communicating vision and mission throughout an organization.

Accepted Answer

A) True 
 B)False

Question 15

Rewards serve as a form of control.

Accepted Answer

A) True 
 B)False

Question 16

Confusion and ambiguity are potential drawbacks to the network structure.

Accepted Answer

A) True 
 B)False

Question 17

A form of organization in which specialists from functional departments are assigned to work for one or more product or geographic units is referred to as a ________.

Accepted Answer

A)  functional structure 
B)  multi-divisional structure 
C)  network 
D)  matrix 
A)  functional structure 
B)  multi-divisional structure 
C)  network 
D)  matrix

Question 18

Which of the following does not cause a misalignment between the levers and the strategy?

Accepted Answer

A)  management has made appropriate choices about which levers to employ 
B)  management is employing too simple a repertoire of levers 
C)  management is employing too complex a repertoire of levers 
D)  there are changes in the competitive environment 
A)  management has made appropriate choices about which levers to employ 
B)  management is employing too simple a repertoire of levers 
C)  management is employing too complex a repertoire of levers 
D)  there are changes in the competitive environment

Question 19

The organizational structure that provides flexibility by making it possible to organize teams around specific projects, products, or markets is the ________ structure.

Accepted Answer

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

Question 20

How do people (employees) influence a firm's performance?

Accepted Answer

In many organizations, the skills of the

Briefly explain the four directions in which management must communicate the strategy as part of strategic leadership.

Firms that pursue radical innovation through autonomous units bound to the organizational hierarchy through senior management have high success rates for launching new products.

The financial perspective of the balanced scorecard may focus on issues such as enhancing customer value and increasing asset utilization.

Before strategy implementation is attempted, firms should assess their existing attributes including all except which of the following?

Decisions about which and how many people to employ hinge on the desire either to improve efficiency or generate new revenues.

In a strategy map of the balanced scorecard, customer management processes are concerned with which of the following areas?

The appropriate allocation of resources should involve making choices based on the resource allocation of competitors.

A phenomenon where firms tend to be better at generating new knowledge than at creating new products based on that knowledge is referred to as the ________.

Strategists may face both internal and external obstacles.

What are some of the difficulties with implementing strategies in dynamic contexts?

The ________ perspective focuses on the organization's priorities for fostering change, innovation, and growth.

The ________ perspective pertains to strategy for creating value and differentiation from the perspective of the customer.

An explanation for the knowing-doing gap is that the strategy-formulation process isn't usually shared with stakeholders who will be integral in rolling out the strategy.

The balanced scorecard can serve as a tool for communicating vision and mission throughout an organization.

Rewards serve as a form of control.

Confusion and ambiguity are potential drawbacks to the network structure.

A form of organization in which specialists from functional departments are assigned to work for one or more product or geographic units is referred to as a ________.

Which of the following does not cause a misalignment between the levers and the strategy?

The organizational structure that provides flexibility by making it possible to organize teams around specific projects, products, or markets is the ________ structure.

How do people (employees) influence a firm's performance?

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

Briefly explain the four directions in which management must communicate the strategy as part of strategic leadership.

Firms that pursue radical innovation through autonomous units bound to the organizational hierarchy through senior management have high success rates for launching new products.

The financial perspective of the balanced scorecard may focus on issues such as enhancing customer value and increasing asset utilization.

Before strategy implementation is attempted, firms should assess their existing attributes including all except which of the following?

Decisions about which and how many people to employ hinge on the desire either to improve efficiency or generate new revenues.

In a strategy map of the balanced scorecard, customer management processes are concerned with which of the following areas?

The appropriate allocation of resources should involve making choices based on the resource allocation of competitors.

A phenomenon where firms tend to be better at generating new knowledge than at creating new products based on that knowledge is referred to as the ________.

Strategists may face both internal and external obstacles.

What are some of the difficulties with implementing strategies in dynamic contexts?

The ________ perspective focuses on the organization's priorities for fostering change, innovation, and growth.

The ________ perspective pertains to strategy for creating value and differentiation from the perspective of the customer.

An explanation for the knowing-doing gap is that the strategy-formulation process isn't usually shared with stakeholders who will be integral in rolling out the strategy.

The balanced scorecard can serve as a tool for communicating vision and mission throughout an organization.

Rewards serve as a form of control.

Confusion and ambiguity are potential drawbacks to the network structure.

A form of organization in which specialists from functional departments are assigned to work for one or more product or geographic units is referred to as a ________.

Which of the following does not cause a misalignment between the levers and the strategy?

The organizational structure that provides flexibility by making it possible to organize teams around specific projects, products, or markets is the ________ structure.

How do people (employees) influence a firm's performance?

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