Question 1

The functional organizational model can exacerbate problems in ________ firms.

Accepted Answer

A)  multiproduct, multimarket 
B)  single product, single market 
C)  multiproduct, single market 
D)  single product, multimarket 
A)  multiproduct, multimarket 
B)  single product, single market 
C)  multiproduct, single market 
D)  single product, multimarket

Question 2

The ________ tends to work best in smaller firms and those with few products or services.

Accepted Answer

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

Question 3

The process of ________ focuses on acquiring new capabilities, new operations, and new products.

Accepted Answer

A)  financial budgeting 
B)  operational budgeting 
C)  strategic budgeting 
D)  innovation budgeting 
A)  financial budgeting 
B)  operational budgeting 
C)  strategic budgeting 
D)  innovation budgeting

Question 4

In the functional structure, authority is based on the control of resources and knowledge and not on hierarchical rank.

Accepted Answer

A) True 
 B)False

Question 5

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 6

A(n) ________ is a form in which innovation efforts are completely integrated into an existing organization structure.

Accepted Answer

A)  ambidextrous form 
B)  matrix-style form 
C)  cross-functional form 
D)  functional form 
A)  ambidextrous form 
B)  matrix-style form 
C)  cross-functional form 
D)  functional form

Question 7

Strategic budgets focus on issues such as identifying and acquiring new customers.

Accepted Answer

A) True 
 B)False

Question 8

In performing the strategic leadership role, managers must communicate a strategy in all of the following directions except ________.

Accepted Answer

A)  upward 
B)  backward 
C)  downward 
D)  outward 
A)  upward 
B)  backward 
C)  downward 
D)  outward

Question 9

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 10

Lean manufacturing process improvement reduces road blocks to quickly adding value by enhancing all of the following except ________.

Accepted Answer

A)  set-up time reduction 
B)  standardized work 
C)  quality at the source 
D)  labor relations 
A)  set-up time reduction 
B)  standardized work 
C)  quality at the source 
D)  labor relations

Question 11

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

Accepted Answer

A) True 
 B)False

Question 12

The productivity declines after a company downsizes are usually minimal and correct within the following year.

Accepted Answer

A) True 
 B)False

Question 13

Selection and retention are both areas dealt with in the external relations perspective of a strategy map of the balanced scorecard.

Accepted Answer

A) True 
 B)False

Question 14

Explain the three major implementation levers.

Accepted Answer

The major levers as structure, systems a

Question 15

Employees are sometimes called a firm's human capital.

Accepted Answer

A) True 
 B)False

Question 16

Adjusting organization structure to eliminate mechanistic processes and to accommodate more egalitarian models reduces turnover.

Accepted Answer

A) True 
 B)False

Question 17

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 18

The strategy map states objectives in terms of ________.

Accepted Answer

A)  business processes 
B)  cycle time 
C)  productivity 
D)  all of the above 
A)  business processes 
B)  cycle time 
C)  productivity 
D)  all of the above

Question 19

Major implementation levers are usually categorized as one of the following except ________.

Accepted Answer

A)  buyers and suppliers 
B)  structure 
C)  systems and processes 
D)  people and rewards 
A)  buyers and suppliers 
B)  structure 
C)  systems and processes 
D)  people and rewards

Question 20

What is the functional structure?

Accepted Answer

A functional structure organizes its act

The functional organizational model can exacerbate problems in ________ firms.

The ________ tends to work best in smaller firms and those with few products or services.

The process of ________ focuses on acquiring new capabilities, new operations, and new products.

In the functional structure, authority is based on the control of resources and knowledge and not on hierarchical rank.

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 ________.

A(n) ________ is a form in which innovation efforts are completely integrated into an existing organization structure.

Strategic budgets focus on issues such as identifying and acquiring new customers.

In performing the strategic leadership role, managers must communicate a strategy in all of the following directions except ________.

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

Lean manufacturing process improvement reduces road blocks to quickly adding value by enhancing all of the following except ________.

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

The productivity declines after a company downsizes are usually minimal and correct within the following year.

Selection and retention are both areas dealt with in the external relations perspective of a strategy map of the balanced scorecard.

Explain the three major implementation levers.

Employees are sometimes called a firm's human capital.

Adjusting organization structure to eliminate mechanistic processes and to accommodate more egalitarian models reduces turnover.

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

The strategy map states objectives in terms of ________.

Major implementation levers are usually categorized as one of the following except ________.

What is the functional structure?

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 functional organizational model can exacerbate problems in ________ firms.

The ________ tends to work best in smaller firms and those with few products or services.

The process of ________ focuses on acquiring new capabilities, new operations, and new products.

In the functional structure, authority is based on the control of resources and knowledge and not on hierarchical rank.

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 ________.

A(n) ________ is a form in which innovation efforts are completely integrated into an existing organization structure.

Strategic budgets focus on issues such as identifying and acquiring new customers.

In performing the strategic leadership role, managers must communicate a strategy in all of the following directions except ________.

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

Lean manufacturing process improvement reduces road blocks to quickly adding value by enhancing all of the following except ________.

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

The productivity declines after a company downsizes are usually minimal and correct within the following year.

Selection and retention are both areas dealt with in the external relations perspective of a strategy map of the balanced scorecard.

Explain the three major implementation levers.

Employees are sometimes called a firm's human capital.

Adjusting organization structure to eliminate mechanistic processes and to accommodate more egalitarian models reduces turnover.

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

The strategy map states objectives in terms of ________.

Major implementation levers are usually categorized as one of the following except ________.

What is the functional structure?

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