Question 1

________ 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 2

What are outcome controls? List both pros and cons.

Accepted Answer

Outcome controls monitor and reward indi

Question 3

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

Accepted Answer

A) True 
 B)False

Question 4

In a strategy map of the balanced scorecard, innovation 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 5

The balanced scorecard encourages managers to rely solely on short-term financial and outcome measures.

Accepted Answer

A) True 
 B)False

Question 6

A balanced scorecard may also be called a strategy scorecard.

Accepted Answer

A) True 
 B)False

Question 7

A reward of the ________ manufacturing method is that errors are detected quickly.

Accepted Answer

A)  mass-batch 
B)  cellular 
C)  internal 
D)  external 
A)  mass-batch 
B)  cellular 
C)  internal 
D)  external

Question 8

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 9

Explain the functional structure.

Accepted Answer

A functional structure organizes its act

Question 10

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

Accepted Answer

A) True 
 B)False

Question 11

Lean manufacturing practices allow companies to decrease the speed of operations to a more normal pace.

Accepted Answer

A) True 
 B)False

Question 12

What are the three fundamental lessons learned from the balanced scorecard approach?

Accepted Answer

The balanced-scorecard approach teaches

Question 13

Organizational charts are static representations of their structure.

Accepted Answer

A) True 
 B)False

Question 14

Explain the impact of rewards on strategy and the use of various control mechanisms to tighten this connection.

Accepted Answer

Because in reality, it seems that what g

Question 15

All of the following are popular means of organizing firm structure except ________.

Accepted Answer

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

Question 16

The overarching strategic management process flows from vision to goals and objectives and then to the ________, which sets out how these goals and objectives are to be achieved.

Accepted Answer

A)  implementation levers 
B)  strategy diamond 
C)  organizational structure 
D)  metrics 
A)  implementation levers 
B)  strategy diamond 
C)  organizational structure 
D)  metrics

Question 17

Internal interests can sabotage effective resource-allocation decisions.

Accepted Answer

A) True 
 B)False

Question 18

What are key differences between patching and the ambidextrous organizational structure?

Accepted Answer

Some key differences between patching an

Question 19

A balanced scorecard links all performance metrics to the firm's strategy.

Accepted Answer

A) True 
 B)False

Question 20

Companies can reduce human capital loss by developing industry-specific, transferable knowledge.

Accepted Answer

A) True 
 B)False

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

What are outcome controls? List both pros and cons.

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

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

The balanced scorecard encourages managers to rely solely on short-term financial and outcome measures.

A balanced scorecard may also be called a strategy scorecard.

A reward of the ________ manufacturing method is that errors are detected quickly.

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

Explain the functional structure.

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

Lean manufacturing practices allow companies to decrease the speed of operations to a more normal pace.

What are the three fundamental lessons learned from the balanced scorecard approach?

Organizational charts are static representations of their structure.

Explain the impact of rewards on strategy and the use of various control mechanisms to tighten this connection.

All of the following are popular means of organizing firm structure except ________.

The overarching strategic management process flows from vision to goals and objectives and then to the ________, which sets out how these goals and objectives are to be achieved.

Internal interests can sabotage effective resource-allocation decisions.

What are key differences between patching and the ambidextrous organizational structure?

A balanced scorecard links all performance metrics to the firm's strategy.

Companies can reduce human capital loss by developing industry-specific, transferable knowledge.

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

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

What are outcome controls? List both pros and cons.

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

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

The balanced scorecard encourages managers to rely solely on short-term financial and outcome measures.

A balanced scorecard may also be called a strategy scorecard.

A reward of the ________ manufacturing method is that errors are detected quickly.

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

Explain the functional structure.

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

Lean manufacturing practices allow companies to decrease the speed of operations to a more normal pace.

What are the three fundamental lessons learned from the balanced scorecard approach?

Organizational charts are static representations of their structure.

Explain the impact of rewards on strategy and the use of various control mechanisms to tighten this connection.

All of the following are popular means of organizing firm structure except ________.

The overarching strategic management process flows from vision to goals and objectives and then to the ________, which sets out how these goals and objectives are to be achieved.

Internal interests can sabotage effective resource-allocation decisions.

What are key differences between patching and the ambidextrous organizational structure?

A balanced scorecard links all performance metrics to the firm's strategy.

Companies can reduce human capital loss by developing industry-specific, transferable knowledge.

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.