Question 1

The drug company Schering-Plough struggled globally because:

Accepted Answer

A)  The global matrix structure was overly bureaucratic. 
B)  The integrating mechanisms used were too simple. 
C)  The multidomestic strategy led to duplication of activities. 
D)  FDA regulations hampered competition in the industry. 
A)  The global matrix structure was overly bureaucratic. 
B)  The integrating mechanisms used were too simple. 
C)  The multidomestic strategy led to duplication of activities. 
D)  FDA regulations hampered competition in the industry. C

Question 2

Which of the following activities can be a source of both a low-cost advantage and a differentiation advantage?

Accepted Answer

A)  Creating new products 
B)  Targeting customer groups 
C)  Forming long-term relationships with suppliers 
D)  Developing innovative training programs 
A)  Creating new products 
B)  Targeting customer groups 
C)  Forming long-term relationships with suppliers 
D)  Developing innovative training programs C

Question 3

The skills of Microsoft's software design group are an example of ________.

Accepted Answer

A)  organizational culture 
B)  coordination abilities 
C)  functional resources 
D)  strategic planning 
A)  organizational culture 
B)  coordination abilities 
C)  functional resources 
D)  strategic planning C

Question 4

________ can help an organization overcome subunit orientations.

Accepted Answer

A)  A mechanistic structure 
B)  Organizational culture 
C)  A low-cost strategy 
D)  A functional structure 
A)  A mechanistic structure 
B)  Organizational culture 
C)  A low-cost strategy 
D)  A functional structure

Question 5

Hitachi pursues a related diversification strategy.

Accepted Answer

A) True 
 B)False

Question 6

A consumer electronics manufacturer that excels at local responsiveness has been experiencing high pressures for global integration. How does this affect its strategy, structure, culture, and integrating mechanisms?

Accepted Answer

This organization will need to move from

Question 7

Taking core competencies and combining them to exploit opportunities in the environment is part of ________.

Accepted Answer

A)  corporate-level strategy 
B)  business-level strategy 
C)  global level strategy 
D)  functional-level strategy 
A)  corporate-level strategy 
B)  business-level strategy 
C)  global level strategy 
D)  functional-level strategy

Question 8

Which of the following core competences is most difficult to imitate?

Accepted Answer

A)  Reputation 
B)  Coordination abilities 
C)  Top-management skills 
D)  R&D expertise 
A)  Reputation 
B)  Coordination abilities 
C)  Top-management skills 
D)  R&D expertise

Question 9

A computer manufacturer uses its competence in product design to produce laser printers. This company is pursuing which of the following strategies?

Accepted Answer

A)  Unrelated diversification 
B)  Vertical integration 
C)  Related diversification 
D)  Product development 
A)  Unrelated diversification 
B)  Vertical integration 
C)  Related diversification 
D)  Product development

Question 10

Which function typically has the most mechanistic structure?

Accepted Answer

A)  R&D 
B)  Human resources 
C)  Sales 
D)  Manufacturing 
A)  R&D 
B)  Human resources 
C)  Sales 
D)  Manufacturing

Question 11

It would be pointless in a conglomerate structure to try and develop common corporate cultures.

Accepted Answer

A) True 
 B)False

Question 12

Which of the following strategies most helps a company to avoid the problem of opportunistic suppliers?

Accepted Answer

A)  Product development 
B)  Global expansion 
C)  Vertical integration 
D)  Related diversification 
A)  Product development 
B)  Global expansion 
C)  Vertical integration 
D)  Related diversification

Question 13

Organizational strategy is formulated at all of the following levels except at the ________.

Accepted Answer

A)  functional level 
B)  individual level 
C)  corporate level 
D)  business level 
A)  functional level 
B)  individual level 
C)  corporate level 
D)  business level

Question 14

Which of the following strategies enables a company to obtain the strongest differentiation advantage in foreign markets?

Accepted Answer

A)  Multidomestic 
B)  Unrelated diversification 
C)  Global 
D)  International 
A)  Multidomestic 
B)  Unrelated diversification 
C)  Global 
D)  International

Question 15

American Home Products and Monsanto called off their merger because:

Accepted Answer

A)  their products were different. 
B)  their cultures were too different. 
C)  they pursued a low-cost strategy. 
D)  they had a short-term focus. 
A)  their products were different. 
B)  their cultures were too different. 
C)  they pursued a low-cost strategy. 
D)  they had a short-term focus.

Question 16

A(n) ________ strategy is a plan that offers global customers a standardized product and allows foreign divisions to adapt products only slightly to local preferences.

Accepted Answer

A)  decentralized 
B)  environmental 
C)  related diversification 
D)  international 
A)  decentralized 
B)  environmental 
C)  related diversification 
D)  international

Question 17

Value creation at the global levels begins when an organization transfers a core competence to an overseas market.

Accepted Answer

A) True 
 B)False

Question 18

Which structure is most appropriate for an organization that pursues a low-cost strategy?

Accepted Answer

A)  Geographic 
B)  Functional 
C)  Product team 
D)  Multidivisional 
A)  Geographic 
B)  Functional 
C)  Product team 
D)  Multidivisional

Question 19

A product group structure enables an organization to do all of the following except:

Accepted Answer

A)  gain a low-cost advantage. 
B)  achieve economies of scale. 
C)  transfer core competences to foreign divisions. 
D)  achieve local responsiveness. 
A)  gain a low-cost advantage. 
B)  achieve economies of scale. 
C)  transfer core competences to foreign divisions. 
D)  achieve local responsiveness.

Question 20

How can an organization develop low-cost core competences?

Accepted Answer

Each function should focus on lowering c

The drug company Schering-Plough struggled globally because:

Which of the following activities can be a source of both a low-cost advantage and a differentiation advantage?

The skills of Microsoft's software design group are an example of ________.

________ can help an organization overcome subunit orientations.

Hitachi pursues a related diversification strategy.

A consumer electronics manufacturer that excels at local responsiveness has been experiencing high pressures for global integration. How does this affect its strategy, structure, culture, and integrating mechanisms?

Taking core competencies and combining them to exploit opportunities in the environment is part of ________.

Which of the following core competences is most difficult to imitate?

A computer manufacturer uses its competence in product design to produce laser printers. This company is pursuing which of the following strategies?

Which function typically has the most mechanistic structure?

It would be pointless in a conglomerate structure to try and develop common corporate cultures.

Which of the following strategies most helps a company to avoid the problem of opportunistic suppliers?

Organizational strategy is formulated at all of the following levels except at the ________.

Which of the following strategies enables a company to obtain the strongest differentiation advantage in foreign markets?

American Home Products and Monsanto called off their merger because:

A(n) ________ strategy is a plan that offers global customers a standardized product and allows foreign divisions to adapt products only slightly to local preferences.

Value creation at the global levels begins when an organization transfers a core competence to an overseas market.

Which structure is most appropriate for an organization that pursues a low-cost strategy?

A product group structure enables an organization to do all of the following except:

How can an organization develop low-cost core competences?

Organizations and Organizational Effectiveness

Stakeholders, Managers, and Ethics

Managing in a Changing Global Environment

Basic Challenges of Organizational Design

Designing Organizational Structure: Authority and Control

Designing Organizational Structure: Specialization and Coordination

Creating and Managing Organizational Culture Environment

Organizational Design, Competences, and Technology

Managing Innovation and Change

Organizational Birth, Growth, Decline, and Death

Decision Making and Organizational Learning

Managing Innovation, Intrapreneurship, and Creativity

Managing Conflict, Power, and Politics

Filters

Exam 8: Organizational Design and Strategy in a Changing Global Environment

The drug company Schering-Plough struggled globally because:

Which of the following activities can be a source of both a low-cost advantage and a differentiation advantage?

The skills of Microsoft's software design group are an example of ________.

________ can help an organization overcome subunit orientations.

Hitachi pursues a related diversification strategy.

A consumer electronics manufacturer that excels at local responsiveness has been experiencing high pressures for global integration. How does this affect its strategy, structure, culture, and integrating mechanisms?

Taking core competencies and combining them to exploit opportunities in the environment is part of ________.

Which of the following core competences is most difficult to imitate?

A computer manufacturer uses its competence in product design to produce laser printers. This company is pursuing which of the following strategies?

Which function typically has the most mechanistic structure?

It would be pointless in a conglomerate structure to try and develop common corporate cultures.

Which of the following strategies most helps a company to avoid the problem of opportunistic suppliers?

Organizational strategy is formulated at all of the following levels except at the ________.

Which of the following strategies enables a company to obtain the strongest differentiation advantage in foreign markets?

American Home Products and Monsanto called off their merger because:

A(n) ________ strategy is a plan that offers global customers a standardized product and allows foreign divisions to adapt products only slightly to local preferences.

Value creation at the global levels begins when an organization transfers a core competence to an overseas market.

Which structure is most appropriate for an organization that pursues a low-cost strategy?

A product group structure enables an organization to do all of the following except:

How can an organization develop low-cost core competences?

Organizations and Organizational Effectiveness

Stakeholders, Managers, and Ethics

Managing in a Changing Global Environment

Basic Challenges of Organizational Design

Designing Organizational Structure: Authority and Control

Designing Organizational Structure: Specialization and Coordination

Creating and Managing Organizational Culture Environment

Organizational Design, Competences, and Technology

Managing Innovation and Change

Organizational Birth, Growth, Decline, and Death

Decision Making and Organizational Learning

Managing Innovation, Intrapreneurship, and Creativity

Managing Conflict, Power, and Politics

Filters