Question 1

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

Accepted Answer

Leading proponents of the balanced score

Question 2

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

Accepted Answer

A) True 
 B)False

Question 3

Functional organization helps managers of larger firms improve efficiency by fostering professionalism in the performance of specialized tasks.

Accepted Answer

A) True 
 B)False

Question 4

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 5

A strategic management support system for measuring vision and strategy against business- and operating-unit-level performance is referred to as a(n) ________.

Accepted Answer

A)  balanced scorecard 
B)  balanced system 
C)  organizational scorecard 
D)  strategic system 
A)  balanced scorecard 
B)  balanced system 
C)  organizational scorecard 
D)  strategic system

Question 6

In today's business climate there are two types of companies, "the quick" and "the dead."

Accepted Answer

A) True 
 B)False

Question 7

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 8

Normal reasons for embracing Lean process improvement manufacturing practices include all except which of the following?

Accepted Answer

A)  to increase capacity 
B)  to decrease lead times 
C)  to reduce costs 
D)  to better satisfy customers 
A)  to increase capacity 
B)  to decrease lead times 
C)  to reduce costs 
D)  to better satisfy customers

Question 9

In the mass-batch 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 10

_____ are individuals within an organization who are successful at linking otherwise unconnected parts of the organization.

Accepted Answer

A)  "Shakers" 
B)  "Movers" 
C)  "Handlers" 
D)  "Brokers" 
A)  "Shakers" 
B)  "Movers" 
C)  "Handlers" 
D)  "Brokers"

Question 11

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 12

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

Accepted Answer

A) True 
 B)False

Question 13

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 14

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 15

The ________ perspective involves strategy for growth and risk when viewed from the shareholder's or owner's perspective.

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 16

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 17

In diversified firms, the parent company itself may be an internal obstacle to strategy implementation.

Accepted Answer

A) True 
 B)False

Question 18

What are some of the benefits to the multidivisional structure?

Accepted Answer

One solution to the problems of managing

Question 19

Being on a well functioning, self-directed work team leads to greater accountability, personal growth, and ________.

Accepted Answer

A)  responsibility 
B)  a larger work force 
C)  need for more managers 
D)  stress 
A)  responsibility 
B)  a larger work force 
C)  need for more managers 
D)  stress

Question 20

What is an ambidextrous organization and why is it used?

Accepted Answer

The ambidextrous structure is an organiz

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

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

Functional organization helps managers of larger firms improve efficiency by fostering professionalism in the performance of specialized tasks.

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

A strategic management support system for measuring vision and strategy against business- and operating-unit-level performance is referred to as a(n) ________.

In today's business climate there are two types of companies, "the quick" and "the dead."

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

Normal reasons for embracing Lean process improvement manufacturing practices include all except which of the following?

In the mass-batch method of production, products are ________.

_____ are individuals within an organization who are successful at linking otherwise unconnected parts of the organization.

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

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

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

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

The ________ perspective involves strategy for growth and risk when viewed from the shareholder's or owner's perspective.

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 diversified firms, the parent company itself may be an internal obstacle to strategy implementation.

What are some of the benefits to the multidivisional structure?

Being on a well functioning, self-directed work team leads to greater accountability, personal growth, and ________.

What is an ambidextrous organization and why is it used?

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

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

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

Functional organization helps managers of larger firms improve efficiency by fostering professionalism in the performance of specialized tasks.

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

A strategic management support system for measuring vision and strategy against business- and operating-unit-level performance is referred to as a(n) ________.

In today's business climate there are two types of companies, "the quick" and "the dead."

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

Normal reasons for embracing Lean process improvement manufacturing practices include all except which of the following?

In the mass-batch method of production, products are ________.

_____ are individuals within an organization who are successful at linking otherwise unconnected parts of the organization.

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

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

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

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

The ________ perspective involves strategy for growth and risk when viewed from the shareholder's or owner's perspective.

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 diversified firms, the parent company itself may be an internal obstacle to strategy implementation.

What are some of the benefits to the multidivisional structure?

Being on a well functioning, self-directed work team leads to greater accountability, personal growth, and ________.

What is an ambidextrous organization and why is it used?

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