Deck 10: Organizations: Strategy and Structure

Question 1

___________ can be defined as a social arrangement for achieving controlled performance inpursuit of collective goals.

A)A team
B)A structure
C)An organization
D)A group

Answer 1

An organization

Question 2

_________ was one of the earliest proponents of strategy.

A)Niccolo Machiavelli
B)Adam Smith
C)Adrian Holstein
D)Buchannan Huczynski

Answer 2

Niccolo Machiavelli

Question 3

_________ can be defined as a metaphorical road map to guide the organization towards a desireddestination and as a means of achieving goals through the use of its resources.

A)Culture
B)Structuring
C)Change mapping
D)Strategy

Answer 3

Strategy

Question 4

The development of strategic management as a discipline began in the 1950s when _________introduced the idea that managers would need to 'fit' the organization to its external environment.

A)Alfred Chandler
B)Philip Selznick
C)Igor Ansoff
D)Peter Drucker

Question 5

Which of the following ideas/models was not introduced by Igor Ansoff?

A)Rational Planning Model
B)Gap analysis
C)SWOT analysis
D)Product Mission Matrix

Question 6

Which one of the following is not one of the four broad strategies involved in market decisionmaking as proposed by the 'Product Mission Matrix'?

A)Market penetration
B)Diversification
C)Product development
D)Customer orientation

Question 7

Which one of the following approaches to strategy are work psychologists more likely to identifywith?

A)Management by objectives
B)Product market matrix
C)Rational Planning Model
D)Strategy as revolution

Question 8

The term _________ describes what managers do when developing strategies and makingdecisions.

A)sufficing
B)satisficing
C)organizing
D)creating

Question 9

Cohen, March and Olsen proposed the ___________ model of decision making.

A)Rational planning model
B)Management by objectives model
C)Garbage can model
D)None of the above

Question 10

Which one of the following is NOT an example of a process solution that organizations alreadyhave for problems they generate?

A)Total Quality Management
B)Business Process Re-engineering
C)Lean Manufacturing
D)Market Segmentation

Question 11

Which of the following strategies was suggested by Porter for use by an organization that wants tosecure competitive advantage in their market?

A)Product differentiation
B)Market segmentation
C)Price policy and cost leadership
D)All of the above

Question 12

The five competitive forces that shape strategy include rivalry among existing competitors,entrants, buyers, substitutes and ________ .

A)suppliers
B)consumers
C)employees
D)None of the above

Question 13

Porter's diamond model identified four key factors that influence competitive advantage. Whichone of the following is not one of the key factors?

A)Factor conditions
B)Demand conditions
C)Government
D)Firm strategy, structure and rivalry

Question 14

The resource-based view of the firm was articulated by:

A)Herbert Simon (1945)
B)Edith Penrose (1959)
C)Michael Porter (1985)
D)Gary Hamel (1996)

Question 15

Which of the following is not a type of resource identified by RBV theorists?

A)Financial
B)Physical
C)Social
D)Human

Question 16

__________ is a formal system of task design and management reporting relationships thatcontrols, coordinates and motivates staff so that they work together effectively to achieve the organization's goals.

A)Organizational strategy
B)Organizational structure
C)Organizational change
D)None of the above

Question 17

All except which of the following factors will influence and determine the structure of anorganization?

A)Power
B)Environment
C)Technology
D)Strategy

Question 18

The _________ took a systematic approach to understanding organizational structure bydeveloping constructs and standardized measures.

A)Aston Studies
B)Hawthorne studies
C)Trojan studies
D)None of the above

Question 19

Which one of the following is not a type of organizational structure?

A)Functional structure
B)Geographical structure
C)Product structure
D)Marginal structure

Question 20

________ organizations seek to decentralize decision-making to the front line and to encouragehigh levels of communication, integration and innovation.

A)Mechanistic
B)Organic
C)Functional
D)Autocratic

Question 21

Which of the following is not a strategy suggested by Miles and Snow to describe howorganizations can be understood?

A)Distributor
B)Prospector
C)Defender
D)Analyzer

Question 22

According to Miles and Snow, the Analyzer organization should have a mix of _____ and _____structures.

A)functional and geographic
B)functional and matrix
C)functional and divisional
D)functional and product

Question 23

According to the study conducted by Whittington et al. about what makes European companiessuccessful, the most successful companies were those which simultaneously changed structures,processes and ________.

A)strategies
B)boundaries
C)markets
D)management processes

Question 24

The __________ approach proposes that strategy development should dramatically shake up theorganization in order that its tendencies to inertia and unresponsiveness to a rapidly changingenvironment are counteracted.

A)strategy as an emergent process
B)radical restructuration
C)strategy as revolution
D)None of the above

Question 25

Which of the following is among the six core areas of values identified by Peterson and Seligman(2004)?

A)Wisdom and knowledge
B)Courage
C)Humanity
D)All of the above