Exam 12: Implementing Strategy

The CEO of a well-established firm stresses on the need for change in the production pattern for the betterment of the company.He is supported by a group of influential people from all levels in the organization who work to lead the change effort.This is an example of _____.

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Question 1

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Explain the hard triangle and soft square in the 7 S model.

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Question 2

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Strategy, structure, and systems constitute the hard triangle of the 7 S model.The hard triangle represents a set of "hard" levers that managers can quickly pull to create alignment, or realignment.Hard doesn't refer to difficulty, but, rather, tangibility.Structure appears on paper, strategy in a formal plan or document, and systems are found in policy manuals, computer programs, or equipment.The other four represent the soft square, the elements that are often difficult to codify, like style, or that take a long time to influence and change, like shared values.Strategists can change structure in a day, strategy in a week, or systems in a quarter.That doesn't mean an organization practices the new strategy, works well in the new structure, or actually uses the new systems.

Janice is the sales head at a dairy exporting firm.She spends much of her time interacting with people from various cultural backgrounds.The competitive and risk-taking attitude of Janice is different from those in more conservative work areas.In the context of the 7 S model of organizational alignment, which of the following is being exemplified in this case?

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Question 3

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Which of the following statements is true of shared values?

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Question 4

When an organizational element or practice is made so essential that its value is taken for granted, it is referred to as _____.

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Question 5

ThomasMyers Inc., a global automobile company, aims at developing a strategy to create and sustain a competitive environment.It wants to develop a structure that divides the labor and tasks of the organization.It aims at coordinating and controlling work of the different units within the firm.In the context of the 7 S model of organizational alignment, which of the following best exemplifies ThomasMyers' approach?

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Question 6

Write a note on the structure of the 7 S model of organizational alignment.

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Question 7

A tool that measures four broad areas of organizational performance which are financial results, customer goals, internal business processes, and learning and growth is called the _____.

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Question 8

LeeAllen Inc., a well-established healthcare centre, starts a new production unit.The company hires 100 new employees for the new unit to meet the customer demand.In the context of the 7 S model of organizational alignment, which of the following is exemplified in this case?

(Multiple Choice)

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Question 9

Jackson Inc., a manufacturer of high-end bikes, creates a new set of plans to improve the production rate.In the process, it realizes that it is not clear which new behaviors will work.Hence, Jackson decides to adopt a trial and error method to determine the best course of action.Which of the following phases of organizational change is exemplified in this case?

(Multiple Choice)

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Question 10

MorrisWhitaker Inc., a metallurgical firm, wants to create a new production plan.This step involves formalizing and institutionalizing new behaviors, methods, processes, or routines.This is an example of the _____ phase of organizational change.

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Question 11

Neskel Inc., a software company, collaborates in teams and continuously shares and refines critical skills.It fosters an environment that celebrates and leverages diversity.In the context of the 7 S model of organizational alignment, which of the following is exemplified in this case?

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Question 12

Fortunize Inc., an advertising company, operates in an office space with a more informal setting that is conducive to creative thinking.The employees at Fortunize call each other by their first name or use nicknames.In the context of the 7 S model of organizational alignment, which of the following is exemplified in this case?

(Multiple Choice)

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Question 13

In the context of the 7 S model of organizational alignment, the _____ category describes key processes that span a firm's organizational structure.

(Short Answer)

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Question 14

Which of the following statements is true of the unfreezing phase of organizational change?

(Multiple Choice)

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Question 15

A software industry implements a new structural change in the corporate hierarchy.Employees are provided with a clear statement of desired outcomes and endpoints for organizational change.This is an example of _____.

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Question 16

Green Cruz Inc., a multinational retailer, is hiring employees who possess creative talents and prefer working in a challenging environment.In the context of the 7 S model of organizational alignment, which of the following is exemplified in this case?

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Question 17

Clinton Corp., a global fashion brand, has shifted its focus primarily to the elements of style, skills, staffing, and shared values.Owing to the nature of these elements, the organization realizes that it will take a long time to influence and change the work environment.In the context of the 7 S model of organizational alignment, which of the following best exemplifies Clinton's approach?

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Question 18

What are the three phases of changes?

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Question 19

_____ begins when leaders recognize and publicly admit that the current situation is not producing acceptable or adequate results.

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Question 20

Showing 1 - 20 of 50

The CEO of a well-established firm stresses on the need for change in the production pattern for the betterment of the company.He is supported by a group of influential people from all levels in the organization who work to lead the change effort.This is an example of _____.

Explain the hard triangle and soft square in the 7 S model.

Which of the following statements is true of shared values?

When an organizational element or practice is made so essential that its value is taken for granted, it is referred to as _____.

Write a note on the structure of the 7 S model of organizational alignment.

A tool that measures four broad areas of organizational performance which are financial results, customer goals, internal business processes, and learning and growth is called the _____.

LeeAllen Inc., a well-established healthcare centre, starts a new production unit.The company hires 100 new employees for the new unit to meet the customer demand.In the context of the 7 S model of organizational alignment, which of the following is exemplified in this case?

MorrisWhitaker Inc., a metallurgical firm, wants to create a new production plan.This step involves formalizing and institutionalizing new behaviors, methods, processes, or routines.This is an example of the _____ phase of organizational change.

Neskel Inc., a software company, collaborates in teams and continuously shares and refines critical skills.It fosters an environment that celebrates and leverages diversity.In the context of the 7 S model of organizational alignment, which of the following is exemplified in this case?

In the context of the 7 S model of organizational alignment, the _____ category describes key processes that span a firm's organizational structure.

Which of the following statements is true of the unfreezing phase of organizational change?

A software industry implements a new structural change in the corporate hierarchy.Employees are provided with a clear statement of desired outcomes and endpoints for organizational change.This is an example of _____.

Green Cruz Inc., a multinational retailer, is hiring employees who possess creative talents and prefer working in a challenging environment.In the context of the 7 S model of organizational alignment, which of the following is exemplified in this case?

What are the three phases of changes?

_____ begins when leaders recognize and publicly admit that the current situation is not producing acceptable or adequate results.

What Is Business Strategy?

Analysis of the External Environment: Opportunities and Threats

Internal Analysis: Strengths, Weaknesses, and Competitive Advantage

Cost Advantage

Differentiation Advantage

Corporate Strategy

Vertical Integration and Outsourcing

Strategic Alliances

International Strategy

Innovative Strategies That Change the Nature of Competition

Competitive Strategy

Corporate Governance and Ethics

Strategy and Society

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