Question 1

All of the following are possible outcomes of strong shared values except ________.

Accepted Answer

A)  better implementation of strategies 
B)  higher levels of performance 
C)  higher average levels of return on investment 
D)  easier adaptation to a strong strategy-culture fit 
A)  better implementation of strategies 
B)  higher levels of performance 
C)  higher average levels of return on investment 
D)  easier adaptation to a strong strategy-culture fit

Question 2

People and rewards are the implementation levers that usually get the most attention in an organization.

Accepted Answer

A) True 
 B)False

Question 3

Explain the two critical roles of strategic leadership in successful strategy implementation.

Accepted Answer

Specifically, strategic leadership is re

Question 4

Firms with weak cultures seem to be less variable in their performance outcomes.

Accepted Answer

A) True 
 B)False

Question 5

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

Accepted Answer

A)  supply 
B)  selection 
C)  safety and health 
D)  research and development 
A)  supply 
B)  selection 
C)  safety and health 
D)  research and development

Question 6

Industries in which the partnership form of structure is common include all except ________.

Accepted Answer

A)  legal offices 
B)  private schools 
C)  advertising agencies 
D)  real estate companies 
A)  legal offices 
B)  private schools 
C)  advertising agencies 
D)  real estate companies

Question 7

The mechanism with which a strategic leader can help to execute a firm's strategy is referred to as a(n) ________.

Accepted Answer

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

Question 8

A firm's culture consists of the core organizational values that are widely held and shared by employees, managers, and owners.

Accepted Answer

A) True 
 B)False

Question 9

Research and development is generally a firm's largest operating cost.

Accepted Answer

A) True 
 B)False

Question 10

What is an ambidextrous organization and why is it used?

Accepted Answer

The ambidextrous structure is an organiz

Question 11

With patching, structure is intentionally altered so managers can better focus on core and growth businesses while protecting new opportunities.

Accepted Answer

A) True 
 B)False

Question 12

Shared values are typically ________.

Accepted Answer

A)  few in number 
B)  based in the surface level of the organization 
C)  that which state the purpose of the firm's product 
D)  that which give identity to the firm's market 
A)  few in number 
B)  based in the surface level of the organization 
C)  that which state the purpose of the firm's product 
D)  that which give identity to the firm's market

Question 13

A performance-management system that can be used to gauge the success with which implementation levers are aligned with strategic objectives is call the balanced ________.

Accepted Answer

A)  scorecard 
B)  metric 
C)  matrix 
D)  network 
A)  scorecard 
B)  metric 
C)  matrix 
D)  network

Question 14

Financial budgets impose a form of outcome control that tends to constrain managers.

Accepted Answer

A) True 
 B)False

Question 15

A form of organization that revolves around specific value functions is referred to as a ________.

Accepted Answer

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

Question 16

When a firm is experiencing difficulties, managers should ask all of the following questions except ________

Accepted Answer

A)  Is the strategy flawed? 
B)  Is our strategy incompatible with our competitors' strategies? 
C)  Is the implementation of the strategy flawed? 
D)  Are both the strategy and implementation flawed? 
A)  Is the strategy flawed? 
B)  Is our strategy incompatible with our competitors' strategies? 
C)  Is the implementation of the strategy flawed? 
D)  Are both the strategy and implementation flawed?

Question 17

Decision rights are the policies that tell individuals who's responsible for generating certain information and who's authorized to act on it.

Accepted Answer

A) True 
 B)False

Question 18

Strategic budgets help to determine resource allocation.

Accepted Answer

A) True 
 B)False

Question 19

All of the following are performance perspectives encouraged by the balanced scorecard except the ________.

Accepted Answer

A)  financial perspective 
B)  strategy perspective 
C)  learning-and-growth perspective 
D)  external-relations perspective 
A)  financial perspective 
B)  strategy perspective 
C)  learning-and-growth perspective 
D)  external-relations perspective

Question 20

The ________ configuration uses a structure that is designed to achieve efficiency, local responsiveness, and innovation.

Accepted Answer

A)  multinational 
B)  international 
C)  transnational 
D)  global 
A)  multinational 
B)  international 
C)  transnational 
D)  global

All of the following are possible outcomes of strong shared values except ________.

People and rewards are the implementation levers that usually get the most attention in an organization.

Explain the two critical roles of strategic leadership in successful strategy implementation.

Firms with weak cultures seem to be less variable in their performance outcomes.

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

Industries in which the partnership form of structure is common include all except ________.

The mechanism with which a strategic leader can help to execute a firm's strategy is referred to as a(n) ________.

A firm's culture consists of the core organizational values that are widely held and shared by employees, managers, and owners.

Research and development is generally a firm's largest operating cost.

What is an ambidextrous organization and why is it used?

With patching, structure is intentionally altered so managers can better focus on core and growth businesses while protecting new opportunities.

Shared values are typically ________.

A performance-management system that can be used to gauge the success with which implementation levers are aligned with strategic objectives is call the balanced ________.

Financial budgets impose a form of outcome control that tends to constrain managers.

A form of organization that revolves around specific value functions is referred to as a ________.

When a firm is experiencing difficulties, managers should ask all of the following questions except ________

Decision rights are the policies that tell individuals who's responsible for generating certain information and who's authorized to act on it.

Strategic budgets help to determine resource allocation.

All of the following are performance perspectives encouraged by the balanced scorecard except the ________.

The ________ configuration uses a structure that is designed to achieve efficiency, local responsiveness, and innovation.

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

All of the following are possible outcomes of strong shared values except ________.

People and rewards are the implementation levers that usually get the most attention in an organization.

Explain the two critical roles of strategic leadership in successful strategy implementation.

Firms with weak cultures seem to be less variable in their performance outcomes.

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

Industries in which the partnership form of structure is common include all except ________.

The mechanism with which a strategic leader can help to execute a firm's strategy is referred to as a(n) ________.

A firm's culture consists of the core organizational values that are widely held and shared by employees, managers, and owners.

Research and development is generally a firm's largest operating cost.

What is an ambidextrous organization and why is it used?

With patching, structure is intentionally altered so managers can better focus on core and growth businesses while protecting new opportunities.

Shared values are typically ________.

A performance-management system that can be used to gauge the success with which implementation levers are aligned with strategic objectives is call the balanced ________.

Financial budgets impose a form of outcome control that tends to constrain managers.

A form of organization that revolves around specific value functions is referred to as a ________.

When a firm is experiencing difficulties, managers should ask all of the following questions except ________

Decision rights are the policies that tell individuals who's responsible for generating certain information and who's authorized to act on it.

Strategic budgets help to determine resource allocation.

All of the following are performance perspectives encouraged by the balanced scorecard except the ________.

The ________ configuration uses a structure that is designed to achieve efficiency, local responsiveness, and innovation.

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