Question 1

In the cellular 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 2

What are incremental innovations and discontinuous innovations?

Accepted Answer

Incremental innovations are those that m

Question 3

A franchisee assumes all management responsibility for individual business locations.

Accepted Answer

A) True 
 B)False

Question 4

What is an implementation lever?

Accepted Answer

An implementation lever is a mechanism t

Question 5

A phenomenon where firms tend to be better at generating new knowledge than at creating new products based on that knowledge is referred to as the ________.

Accepted Answer

A)  learning curve effect 
B)  knowledge breach 
C)  knowledge-doing gap 
D)  learning-doing gap 
A)  learning curve effect 
B)  knowledge breach 
C)  knowledge-doing gap 
D)  learning-doing gap

Question 6

Downsizing will usually result in a short-term stock price improvement.

Accepted Answer

A) True 
 B)False

Question 7

The professional partnership transfers ownership and shifts all local management responsibility to local facilities.

Accepted Answer

A) True 
 B)False

Question 8

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 9

The positive effect of shared values on performance is stronger in a highly competitive market.

Accepted Answer

A) True 
 B)False

Question 10

All of the following are elements of an organization's structure except ________.

Accepted Answer

A)  authority 
B)  hierarchy 
C)  reward systems 
D)  coordination mechanisms 
A)  authority 
B)  hierarchy 
C)  reward systems 
D)  coordination mechanisms

Question 11

Briefly explain the multidivisional structure.

Accepted Answer

The multidivisional structure is a form

Question 12

Discuss the issue of people and rewards solutions in global firms.

Accepted Answer

As firms expand globally, they face the

Question 13

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 14

A(n) ________ structure is designed to capitalize on both functional specialization and divisional autonomy.

Accepted Answer

A)  functional 
B)  multi-divisional 
C)  network 
D)  matrix 
A)  functional 
B)  multi-divisional 
C)  network 
D)  matrix

Question 15

"Lean" manufacturing process improvement is typically implemented by small scale manufacturers.

Accepted Answer

A) True 
 B)False

Question 16

Define organizational structure.

Accepted Answer

Organizational structure is th

Question 17

Competitive advantage is inextricably linked to a firm's human capital.

Accepted Answer

A) True 
 B)False

Question 18

A form of organization in which small, semiautonomous, and potentially temporary groups are brought together for specific purposes 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 19

Executives who are responsible for executive strategy are often highly conservative in their projections of execution success.

Accepted Answer

A) True 
 B)False

Question 20

One of the least important external implementation obstacles is a firm's culture.

Accepted Answer

A) True 
 B)False

In the cellular method of production, products are ________.

What are incremental innovations and discontinuous innovations?

A franchisee assumes all management responsibility for individual business locations.

What is an implementation lever?

A phenomenon where firms tend to be better at generating new knowledge than at creating new products based on that knowledge is referred to as the ________.

Downsizing will usually result in a short-term stock price improvement.

The professional partnership transfers ownership and shifts all local management responsibility to local facilities.

Shared values are typically ________.

The positive effect of shared values on performance is stronger in a highly competitive market.

All of the following are elements of an organization's structure except ________.

Briefly explain the multidivisional structure.

Discuss the issue of people and rewards solutions in global firms.

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

A(n) ________ structure is designed to capitalize on both functional specialization and divisional autonomy.

"Lean" manufacturing process improvement is typically implemented by small scale manufacturers.

Define organizational structure.

Competitive advantage is inextricably linked to a firm's human capital.

A form of organization in which small, semiautonomous, and potentially temporary groups are brought together for specific purposes is referred to as a ________.

Executives who are responsible for executive strategy are often highly conservative in their projections of execution success.

One of the least important external implementation obstacles is a firm's culture.

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

In the cellular method of production, products are ________.

What are incremental innovations and discontinuous innovations?

A franchisee assumes all management responsibility for individual business locations.

What is an implementation lever?

A phenomenon where firms tend to be better at generating new knowledge than at creating new products based on that knowledge is referred to as the ________.

Downsizing will usually result in a short-term stock price improvement.

The professional partnership transfers ownership and shifts all local management responsibility to local facilities.

Shared values are typically ________.

The positive effect of shared values on performance is stronger in a highly competitive market.

All of the following are elements of an organization's structure except ________.

Briefly explain the multidivisional structure.

Discuss the issue of people and rewards solutions in global firms.

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

A(n) ________ structure is designed to capitalize on both functional specialization and divisional autonomy.

"Lean" manufacturing process improvement is typically implemented by small scale manufacturers.

Define organizational structure.

Competitive advantage is inextricably linked to a firm's human capital.

A form of organization in which small, semiautonomous, and potentially temporary groups are brought together for specific purposes is referred to as a ________.

Executives who are responsible for executive strategy are often highly conservative in their projections of execution success.

One of the least important external implementation obstacles is a firm's culture.

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