Question 1

Analysts discuss the best ways to achieve 'coordination' and 'cooperation', but the difference between the two depends on which academic school you belong to.

Accepted Answer

A) True 
 B)False

Question 2

Realized strategies are a mix of

Accepted Answer

A) practice and theory. 
B) unintended and intended actions. 
C) intended and unintended successes. 
D) dreams, despair, and cynical calculation.

Question 3

There is a very clear distinction between formulating a plan and carrying it out.

Accepted Answer

A) True 
 B)False

Question 4

Total Quality Management requires that employees receive

Accepted Answer

A) regular, timely, feedback on their performance. 
B) regular, timely, feedback on the quality of the whole firm's output. 
C) immediate quality control reports. 
D) reports that predict future quality.

Question 5

The hypothetical link between culture and a company's performance has NOT been statistically demonstrated yet because

Accepted Answer

A) it's a very weak link at best. 
B) it's such an indirect link: culture affects people which affects actions which affect financial results. 
C) no one can control a company's culture: it just grows, or not, as fate determines. 
D) both 'culture' and 'relative company performance' are hard to measure statistically across many firms.

Question 6

In an adhocracy a person

Accepted Answer

A) specializes in one role. 
B) performs at least two roles simultaneously. 
C) switches between roles as needed by the team at that period in the project's life. 
D) has no role at all, but performs whichever task the group decides to do that day.

Question 7

Strong bureaucratic controls reduce the freedom of junior employees to exercise personal judgments.

Accepted Answer

A) True 
 B)False

Question 8

Whether formal or informal, all strategic planning systems

Accepted Answer

A) describe the company's ultimate goals. 
B) map stakeholders' influence on the company. 
C) coordinate financial results within a company. 
D) coordinate plans within a company.

Question 9

Ways to group employees in international multiproduct companies include by

Accepted Answer

A) geography, products, processes, and people. 
B) geography, products, tasks and people. 
C) geography, products, tasks and processes. 
D) geography, products, stars and cash cows.

Question 10

At BP, before Deepwater Horizon, drilling risks were evaluated

Accepted Answer

A) differently by managers and engineers, who belonged to different sub-cultures. 
B) by big game hunters who 'shot from the hip'. 
C) by managers who were too frightened. 
D) by people on the wrong side of the Atlantic Ocean.

Question 11

A matrix structure means a firm is formally organized by

Accepted Answer

A) executive committees. 
B) products, geography and functions simultaneously. 
C) products, functions and structure simultaneously. 
D) either a or c.

Question 12

An organization's structure, systems, and culture can influence the way a strategy is realized in practice.

Accepted Answer

A) True 
 B)False

Question 13

Departments within a firm rarely have their own departmental goals conflicting with other departments' goals; they are exclusively driven by the firm's overall goals.

Accepted Answer

A) True 
 B)False

Exam 8: Realizing Stategy

Analysts discuss the best ways to achieve 'coordination' and 'cooperation', but the difference between the two depends on which academic school you belong to.

Realized strategies are a mix of

There is a very clear distinction between formulating a plan and carrying it out.

Total Quality Management requires that employees receive

The hypothetical link between culture and a company's performance has NOT been statistically demonstrated yet because

In an adhocracy a person

Strong bureaucratic controls reduce the freedom of junior employees to exercise personal judgments.

Whether formal or informal, all strategic planning systems

Ways to group employees in international multiproduct companies include by

At BP, before Deepwater Horizon, drilling risks were evaluated

A matrix structure means a firm is formally organized by

An organization's structure, systems, and culture can influence the way a strategy is realized in practice.

Departments within a firm rarely have their own departmental goals conflicting with other departments' goals; they are exclusively driven by the firm's overall goals.