Exam 11: Organizational Structure, Systems, and Processes

The ________ perspective reflects strategic priorities among processes according to their contributions to customer and shareholder satisfaction.

Lean manufacturing allows firms to reduce the "road blocks and speed bumps" that get in the way of their ability to quickly add value.

Some experts believe that many strategy-implementation failures result from management's inability to ________.

When a functional unit focuses too narrowly on its own goals and operations and loses sight of other functional activities, customer needs, and corporate objectives, it is said to be acting like a functional ________.

Firms with strong cultures generally achieve all of the following except ________.

The organizational structure that is pyramid-shaped is the ________ structure.

Which of the following is not one of the fundamental lessons learned from the balanced scorecard?

By and large, firms find it much more difficult to generate new ideas and knowledge than to implement good ideas.

What are the three Cs of strategy communication? Briefly explain.

The multidivisional structure enables firms to design compensation systems that reward performance at the functional level.

When a functional structure is used in a dynamic market, the organization may be slow in responding to changing customer demands.

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

Because a firm's strategy must be consistent with its shared values, how can strategists understand what's really important to members of the organization?

The benefits of cellular manufacturing practices include all except which of the following?

The relatively stable arrangement of responsibilities, tasks, and people within an organization is referred to as a(n) ________.

Patching may involve which of the following activities?

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 ________.

Many firms find it difficult to implement the ________ structure because it calls for high levels of resource sharing across divisions.

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

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