Deck 8: Strategy and Organization
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Deck 8: Strategy and Organization
1
If an organization is structured by product line, communication will be difficult across
A) geographic regions
B) functional units
C) organizational boundaries
D) product groups
A) geographic regions
B) functional units
C) organizational boundaries
D) product groups
D
2
One of the drawbacks of a product organization is
A) the performance of each product line is hard to measure
B) consumers have a single point of contact
C) high need for cross-functional coordination
D) management duplication
A) the performance of each product line is hard to measure
B) consumers have a single point of contact
C) high need for cross-functional coordination
D) management duplication
D
3
In dynamic environments, competitive advantages arise from
A) dominant scale
B) adaptive organizational capabilities
C) attractive niche markets
D) exploiting resources
A) dominant scale
B) adaptive organizational capabilities
C) attractive niche markets
D) exploiting resources
B
4
One action that can be taken to address a capability gap is to change the
A) management focus
B) performance standards
C) organization structure
D) mission statement
A) management focus
B) performance standards
C) organization structure
D) mission statement
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5
Organizations that are driven by external challenges are
A) using internal standards
B) market focused
C) resource-based
D) focused on issues of culture
A) using internal standards
B) market focused
C) resource-based
D) focused on issues of culture
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6
Organizational capabilities are related to
A) order and control
B) culture and behaviour
C) mission and vision
D) finance and marketing
A) order and control
B) culture and behaviour
C) mission and vision
D) finance and marketing
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7
Within an organizational hierarchy, information and influence generally move
A) from manager to subordinate
B) vertically
C) subordinate to subordinate
D) horizontally
A) from manager to subordinate
B) vertically
C) subordinate to subordinate
D) horizontally
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8
Organizational capabilities refers to what an organization's employees are
A) compensated for
B) collectively able to do
C) trained for
D) held responsible for
A) compensated for
B) collectively able to do
C) trained for
D) held responsible for
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9
Small organizations are typically organized by
A) product
B) business unit
C) geographic region
D) function
A) product
B) business unit
C) geographic region
D) function
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10
Companies organized by function are good at
A) coordinating activities
B) focusing on product market issues
C) cross-cultural management
D) scenario planning
A) coordinating activities
B) focusing on product market issues
C) cross-cultural management
D) scenario planning
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11
Global organizations using a worldwide functional structure can demonstrate
A) a lack of sensitivity to local markets
B) quick decision making
C) good coordination between functional areas
D) rapid deployment of new programs
A) a lack of sensitivity to local markets
B) quick decision making
C) good coordination between functional areas
D) rapid deployment of new programs
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12
A cultural belief in employee empowerment suggests an organizational capability of
A) cross-cultural effectiveness
B) cost efficiency
C) customer responsiveness
D) product market focus
A) cross-cultural effectiveness
B) cost efficiency
C) customer responsiveness
D) product market focus
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13
Organizational capabilities can be influenced by
A) quality and delivery promises made to customers
B) resource gaps
C) discretionary stakeholders
D) management processes
A) quality and delivery promises made to customers
B) resource gaps
C) discretionary stakeholders
D) management processes
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14
Traditional approaches to strategy assume
A) organizational constraints
B) a stable workforce
C) competitive neutrality
D) a stable environment
A) organizational constraints
B) a stable workforce
C) competitive neutrality
D) a stable environment
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15
The interactions of managers with their subordinates is a(n)
A) capability
B) observable behaviour
C) constraint
D) unique resource
A) capability
B) observable behaviour
C) constraint
D) unique resource
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16
Reporting relationships are an element of an organization's
A) mission
B) external environment
C) procedures
D) structure
A) mission
B) external environment
C) procedures
D) structure
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17
The example of business units, functional units, and geographic regions working together cooperatively illustrates
A) boundary management
B) innovation
C) cross-unit synergies
D) productivity
A) boundary management
B) innovation
C) cross-unit synergies
D) productivity
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18
Speed and innovation are examples of
A) employee competencies
B) research and development tactics
C) organizational capabilities
D) managerial preferences
A) employee competencies
B) research and development tactics
C) organizational capabilities
D) managerial preferences
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19
To develop new organizational capabilities
A) culture and behaviour will need to change
B) new management will have to be hired
C) employees will require additional compensation
D) the business environment must remain stable
A) culture and behaviour will need to change
B) new management will have to be hired
C) employees will require additional compensation
D) the business environment must remain stable
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20
Organizations that are indifferent to market-based information are
A) internally focused
B) using competitive standards
C) commodity-based
D) driven by external challenges
A) internally focused
B) using competitive standards
C) commodity-based
D) driven by external challenges
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21
Culture is not a factor when attempting to develop an organizational capability in innovation.
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22
One of the strengths of geographically organized firms is
A) global efficiency
B) limited duplication of effort
C) local responsiveness
D) global standards
A) global efficiency
B) limited duplication of effort
C) local responsiveness
D) global standards
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23
The ability to analyze performance by profit centers is one of the strengths of a product organizational structure.
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24
Cultural differences between organizations can limit the benefits of an alliance.
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25
Matrix organizations are characterized by
A) simplicity
B) centralized control
C) clear power balances
D) ambiguity
A) simplicity
B) centralized control
C) clear power balances
D) ambiguity
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26
To increase organizational flexibility, firms in knowledge intensive industries have chosen to structure by
A) core activity
B) matrix
C) service standards
D) cell
A) core activity
B) matrix
C) service standards
D) cell
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27
The choices managers make regarding organizational structure illustrate how culture operates as an inward force.
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28
The organizational boundaries of a cellular organization are relatively impervious to outside influences.
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29
If an organization wants to improve its customer responsiveness, it should
A) convert sequential processes to parallel processes
B) create cross-unit information flows
C) establish work routines that cross functional boundaries
D) involve corporate-level executives in decision making
A) convert sequential processes to parallel processes
B) create cross-unit information flows
C) establish work routines that cross functional boundaries
D) involve corporate-level executives in decision making
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30
Performance assessment has the potential to shape organizational capabilities.
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31
A geographical organizational structure is useful for firms planning to internationalize.
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32
Learning from competitors is an example of how an alliance could enhance a firm's organizational capabilities.
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33
Managers in a matrix organization are encouraged to focus on worldwide product strategies only.
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34
One of the actions that may be required to close an organizational gap is a change in leadership.
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35
A change in organizational structure that results in a negative outcome is an example of
A) a frozen preference
B) group think
C) recycling
D) an unintended consequence
A) a frozen preference
B) group think
C) recycling
D) an unintended consequence
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36
One of the functions of an organizational chart is to align the tasks of the organization with employee strengths.
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37
Traditional approaches to strategy assume competitive advantage can be derived from exploiting organizational capabilities and resources.
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38
Organizational capabilities that lend themselves to rapid adaptation have the potential to create sustainable competitive advantages.
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39
The capacity to support strategies based on cost efficiency is an example of a productivity capability.
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40
One of the organizational design tests advanced by Goold and Campbell is: Does the design meet the requirement for simplicity?
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41
Changing the organizational structure to alter behaviours is probably not the most effective solution.
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42
In organizations with a strong culture, changing the structure should be sufficient to bring about change.
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43
Today's leaders are often evaluated on the basis of the results they achieve as well as on how those results are achieved.
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44
Operating processes are those associated with how decisions are made within an organization.
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45
One of the techniques for increasing the flow of new products to markets is to convert sequential processes into parallel processes.
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46
Job rotation between organizational units is a technique for increasing cross-unit cooperation.
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47
Frequent changes in organizational structure or processes lead to increased employee commitment to the strategic initiatives of the firm.
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48
Changing the reward processes to alter behaviours may require a change in leadership behaviour.
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49
Changing the reward processes to improve productivity can sometimes result in unintended consequences.
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50
How the manager behaves is not considered an instrumental factor in bringing about a change in organizational capability.
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