Question 1

An organization with a centralized structure has a potential for creating high bureaucracy.

Accepted Answer

A) True 
 B)False

Question 2

For each function,a cost leader adopts output controls that allow it to monitor and evaluate functional performance closely.

Accepted Answer

A) True 
 B)False

Question 3

At FastFries,a fast food restaurant,rules are published in all employee areas,explaining expectations regarding arrival time,lunch breaks,when to take shorter breaks,and when to socialize.This is an example of:?

Accepted Answer

A) Output control. 
B) Personal control. 
C) Bureaucratic control. 
D) Conversion activities. 
E) Strategic competencies. 
A) Output control. 
B) Personal control. 
C) Bureaucratic control. 
D) Conversion activities. 
E) Strategic competencies.

Question 4

Delayering always involves flattening the organizational hierarchy and downsizing the work force.

Accepted Answer

A) True 
 B)False

Question 5

Identify and discuss the three building blocks of organizational structure.

Accepted Answer

Organizational structure assigns employe

Question 6

What would be the result if a company were to successfully align its organizational structure with its business-level strategy?

Accepted Answer

A) Performance will decline 
B) Performance will improve 
C) Flexibility will improve 
D) Stability will decline 
E) Improvements in bureaucratic controls 
A) Performance will decline 
B) Performance will improve 
C) Flexibility will improve 
D) Stability will decline 
E) Improvements in bureaucratic controls

Question 7

Organizational structure is at the core of an organizations architecture.

Accepted Answer

A) True 
 B)False

Question 8

Essentially,centralization or decentralization are concepts that refer to the:

Accepted Answer

A) levels where decisions are made in the hierarchy of an organization. 
B) number of hierarchical levels existing in an organization. 
C) tools that allow an organization to monitor and evaluate whether or not its strategies and structure are working as intended. 
D) business models designed to help a company expand nationally and manage a wide range of products. 
E) strategies implemented by an organization to create, market and distribute its products. 
A) levels where decisions are made in the hierarchy of an organization. 
B) number of hierarchical levels existing in an organization. 
C) tools that allow an organization to monitor and evaluate whether or not its strategies and structure are working as intended. 
D) business models designed to help a company expand nationally and manage a wide range of products. 
E) strategies implemented by an organization to create, market and distribute its products.

Question 9

One of the main differences between a product team and a team in a matrix structure is that a matrix team is more permanent than a team in a product structure.

Accepted Answer

A) True 
 B)False

Question 10

In any organization,for-profit or not-for-profit,span of control refers to the:?

Accepted Answer

A) number of managers at the highest levels in the organization. 
B) CEO and his or her management team. 
C) number of subordinates who report directly to one manager. 
D) number of supervisors in a specific segment of a manufacturing activity. 
E) number of members elected or appointed to be the board of directors. 
A) number of managers at the highest levels in the organization. 
B) CEO and his or her management team. 
C) number of subordinates who report directly to one manager. 
D) number of supervisors in a specific segment of a manufacturing activity. 
E) number of members elected or appointed to be the board of directors.

Question 11

Control through organizational culture:

Accepted Answer

A) is less expensive than output control. 
B) reduces mutual adjustment. 
C) involves employees internalizing the norms and values of the organization. 
D) includes setting individual goals. 
E) includes obtaining specific feedback to help managers evaluate performance. 
A) is less expensive than output control. 
B) reduces mutual adjustment. 
C) involves employees internalizing the norms and values of the organization. 
D) includes setting individual goals. 
E) includes obtaining specific feedback to help managers evaluate performance.

Question 12

Control through organizational culture is so powerful because:

Accepted Answer

A) it eliminates the need for managers in large companies. 
B) it enables employees to follow organizational values, after they've internalized them, without thinking about them. 
C) it results in maximum decentralization and the elimination of bureaucracy. 
D) it achieves increased performance through the alignment of organizational goals with external societal expectations. 
E) it achieves external control through motivated coworkers. 
A) it eliminates the need for managers in large companies. 
B) it enables employees to follow organizational values, after they've internalized them, without thinking about them. 
C) it results in maximum decentralization and the elimination of bureaucracy. 
D) it achieves increased performance through the alignment of organizational goals with external societal expectations. 
E) it achieves external control through motivated coworkers.

Question 13

Which is an example where a low integration control system would work best??

Accepted Answer

A) A high-tech firm that needs to change to meet customer demands 
B) A chemical company looking to diversify its existing product line with products that are similar 
C) A construction company looking to diversify its existing service line with services that are unrelated 
D) An apparel company pursuing a differentiation strategy 
E) A manufacturing company looking to expand into other markets 
A) A high-tech firm that needs to change to meet customer demands 
B) A chemical company looking to diversify its existing product line with products that are similar 
C) A construction company looking to diversify its existing service line with services that are unrelated 
D) An apparel company pursuing a differentiation strategy 
E) A manufacturing company looking to expand into other markets

Question 14

A typical matrix organizational structure:?

Accepted Answer

A) groups employees in two ways simultaneously to maximize the rate at which different kinds of products can be developed. 
B) breaks up a company's growing product line into a number of smaller, more manageable subunits. 
C) groups people on the basis of their common expertise and experience or because they use the same resources. 
D) is a way of grouping employees into separate customer groups so that each group can focus on satisfying the needs of a particular customer group. 
E) is a way of grouping employees to best satisfy the needs of customers within different regions. 
A) groups employees in two ways simultaneously to maximize the rate at which different kinds of products can be developed. 
B) breaks up a company's growing product line into a number of smaller, more manageable subunits. 
C) groups people on the basis of their common expertise and experience or because they use the same resources. 
D) is a way of grouping employees into separate customer groups so that each group can focus on satisfying the needs of a particular customer group. 
E) is a way of grouping employees to best satisfy the needs of customers within different regions.

Question 15

Which of the following is not an element of organizational architecture?

Accepted Answer

A) Location 
B) Culture 
C) Processes 
D) Structure 
E) People 
A) Location 
B) Culture 
C) Processes 
D) Structure 
E) People

Question 16

Describe the roles that organizational structure,strategic control systems,and organizational culture play in strategy implementation.
?

Accepted Answer

Structure helps organizations implement

Question 17

Delayering is:?

Accepted Answer

A) a rethinking and radical redesign of a firm's business processes. 
B) a radical readjustment of the organization's staffing and hierarchy. 
C) a philosophy that states that mistakes, defects, and poor-quality materials are not acceptable and should be eliminated. 
D) the shift that firms make from a functional to a more complex structure as the firm grows in complexity and size. 
E) employed when a firm needs help in improving its functional strategies. 
A) a rethinking and radical redesign of a firm's business processes. 
B) a radical readjustment of the organization's staffing and hierarchy. 
C) a philosophy that states that mistakes, defects, and poor-quality materials are not acceptable and should be eliminated. 
D) the shift that firms make from a functional to a more complex structure as the firm grows in complexity and size. 
E) employed when a firm needs help in improving its functional strategies.

Question 18

The purpose of a(n)_____ is to provide managers with incentives for motivating employees as well as feedback on how the company performs.?

Accepted Answer

A) control system 
B) adaptive culture 
C) organizational design 
D) span of control 
E) hierarchy of authority 
A) control system 
B) adaptive culture 
C) organizational design 
D) span of control 
E) hierarchy of authority

Question 19

Effective organizational design can allow a company to obtain a competitive advantage,but it has no impact on profitability.

Accepted Answer

A) True 
 B)False

Question 20

The organizational hierarchy is flatter in a multidivisional structure than in a product or functional structure.

Accepted Answer

A) True 
 B)False

An organization with a centralized structure has a potential for creating high bureaucracy.

For each function,a cost leader adopts output controls that allow it to monitor and evaluate functional performance closely.

At FastFries,a fast food restaurant,rules are published in all employee areas,explaining expectations regarding arrival time,lunch breaks,when to take shorter breaks,and when to socialize.This is an example of:?

Delayering always involves flattening the organizational hierarchy and downsizing the work force.

Identify and discuss the three building blocks of organizational structure.

What would be the result if a company were to successfully align its organizational structure with its business-level strategy?

Organizational structure is at the core of an organizations architecture.

Essentially,centralization or decentralization are concepts that refer to the:

One of the main differences between a product team and a team in a matrix structure is that a matrix team is more permanent than a team in a product structure.

In any organization,for-profit or not-for-profit,span of control refers to the:?

Control through organizational culture:

Control through organizational culture is so powerful because:

Which is an example where a low integration control system would work best??

A typical matrix organizational structure:?

Which of the following is not an element of organizational architecture?

Describe the roles that organizational structure,strategic control systems,and organizational culture play in strategy implementation. ?

Delayering is:?

The purpose of a(n)_____ is to provide managers with incentives for motivating employees as well as feedback on how the company performs.?

Effective organizational design can allow a company to obtain a competitive advantage,but it has no impact on profitability.

The organizational hierarchy is flatter in a multidivisional structure than in a product or functional structure.

Strategic Leadership: Managing the Strategy Making Process for Competitive Advantage

External Analysis: The Identification of Opportunities and Threats

Internal Analysis: Resources and Competitive Advantage

Building Competitive Advantage Through Functional Level Strategies

Business Level Strategy

Business Level Strategy and the Industry Environment

Strategy and Technology

Strategy in the Global Environment

Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing

Corporate Level Strategy: Related and Unrelated Diversification

Corporate Performance, Governance, and Business Ethics

Filters

Exam 12: Implementing Strategy Through Organization

An organization with a centralized structure has a potential for creating high bureaucracy.

For each function,a cost leader adopts output controls that allow it to monitor and evaluate functional performance closely.

At FastFries,a fast food restaurant,rules are published in all employee areas,explaining expectations regarding arrival time,lunch breaks,when to take shorter breaks,and when to socialize.This is an example of:?

Delayering always involves flattening the organizational hierarchy and downsizing the work force.

Identify and discuss the three building blocks of organizational structure.

What would be the result if a company were to successfully align its organizational structure with its business-level strategy?

Organizational structure is at the core of an organizations architecture.

Essentially,centralization or decentralization are concepts that refer to the:

One of the main differences between a product team and a team in a matrix structure is that a matrix team is more permanent than a team in a product structure.

In any organization,for-profit or not-for-profit,span of control refers to the:?

Control through organizational culture:

Control through organizational culture is so powerful because:

Which is an example where a low integration control system would work best??

A typical matrix organizational structure:?

Which of the following is not an element of organizational architecture?

Describe the roles that organizational structure,strategic control systems,and organizational culture play in strategy implementation. ?

Delayering is:?

The purpose of a(n)_____ is to provide managers with incentives for motivating employees as well as feedback on how the company performs.?

Effective organizational design can allow a company to obtain a competitive advantage,but it has no impact on profitability.

The organizational hierarchy is flatter in a multidivisional structure than in a product or functional structure.

Strategic Leadership: Managing the Strategy Making Process for Competitive Advantage

External Analysis: The Identification of Opportunities and Threats

Internal Analysis: Resources and Competitive Advantage

Building Competitive Advantage Through Functional Level Strategies

Business Level Strategy

Business Level Strategy and the Industry Environment

Strategy and Technology

Strategy in the Global Environment

Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing

Corporate Level Strategy: Related and Unrelated Diversification

Corporate Performance, Governance, and Business Ethics

Filters