Question 1

Quinn argued that the key variables in the structure of a knowledge-based organisation are:

Accepted Answer

A)  locus of control, locus of customisation, direction of flow, degree of leverage 
B)  method of leverage, focus of intellect, locus of differentiation, trajectory of flow 
C)  flow of direction, locus of intellect, focus of customisation, method of leverage 
D)  locus of customisation, direction of flow, method of leverage, locus of intellect 
A)  locus of control, locus of customisation, direction of flow, degree of leverage 
B)  method of leverage, focus of intellect, locus of differentiation, trajectory of flow 
C)  flow of direction, locus of intellect, focus of customisation, method of leverage 
D)  locus of customisation, direction of flow, method of leverage, locus of intellect D

Question 2

Capabilities have no link with analysis and implementation aspects of strategy.

Accepted Answer

A) True 
 B)False  False

Question 3

In suggesting how to analyse an informal network,Krackhardt and Hanson suggested conducting a confidential survey of employees about:

Accepted Answer

A)  who they work with, who they avoid, who they give help or advice to 
B)  who they like, who they seek help or advice about, who they dislike 
C)  who they seek help or advice from, who they talk to, who they trust, 
D)  none of the above 
A)  who they work with, who they avoid, who they give help or advice to 
B)  who they like, who they seek help or advice about, who they dislike 
C)  who they seek help or advice from, who they talk to, who they trust, 
D)  none of the above C

Question 4

The elements of the Hubbard et al.model of strategy implementation are:

Accepted Answer

A)  environment, capacities, leadership, culture, structure, systems, strategy, tactics 
B)  structure, systems, strategy, people, environment, capabilities, leadership, culture 
C)  strategy, process, environment, capabilities, leadership, capacities, structure, systems 
D)  leadership, culture, structure, systems, strategy, people, environment, differentiation 
A)  environment, capacities, leadership, culture, structure, systems, strategy, tactics 
B)  structure, systems, strategy, people, environment, capabilities, leadership, culture 
C)  strategy, process, environment, capabilities, leadership, capacities, structure, systems 
D)  leadership, culture, structure, systems, strategy, people, environment, differentiation

Question 5

Simons argued that control is necessary to balance the competing tensions in an organisation because of:

Accepted Answer

A)  unlimited attention spans of managers/limited opportunities for the organisation 
B)  intended strategy/deliberate strategy 
C)  self-interest of individuals/the desire to contribute, achieve and create 
D)  none of the above 
A)  unlimited attention spans of managers/limited opportunities for the organisation 
B)  intended strategy/deliberate strategy 
C)  self-interest of individuals/the desire to contribute, achieve and create 
D)  none of the above

Question 6

Control systems can provide information to both encourage and discourage prior organisational behaviours.

Accepted Answer

A) True 
 B)False

Question 7

Information systems determine what the organisation is told about what is happening.

Accepted Answer

A) True 
 B)False

Question 8

In a network organisation the nature of activities is not changed from performing the activities to coordinating activities carried out by other organisations.

Accepted Answer

A) True 
 B)False

Question 9

'The role and importance of performance-based reward systems in affecting the behaviour has changed.' Comment.

Accepted Answer

The role and importance of performance-b

Question 10

Hubbard et al.found that winning organisations tended to align the nine implementation elements of strategy to ensure effectiveness.

Accepted Answer

A) True 
 B)False

Question 11

Hubbard et al.quote a famous saying to summarise the key issue of information systems as:

Accepted Answer

A)  if it isn't measured, it doesn't count 
B)  if it doesn't count, it isn't measured 
C)  if it ain't broke, don't fix it 
D)  if it can't be measured, it isn't counted 
A)  if it isn't measured, it doesn't count 
B)  if it doesn't count, it isn't measured 
C)  if it ain't broke, don't fix it 
D)  if it can't be measured, it isn't counted

Question 12

Implementation is an integral part of strategic management.

Accepted Answer

A) True 
 B)False

Question 13

Compare and contrast the McKinsey 7S model of strategic implementation with Hubbard et al.'s 'winning wheel'.

Accepted Answer

Both McKinsey's 7S model and Hubbard et

Question 14

Is outsourcing an ethical practice? Discuss.

Accepted Answer

This is a personal perspective question

Question 15

Nohria et al.concluded that it did not matter which particular structural form was used.What mattered was:

Accepted Answer

A)  that the structure simplified the process of dealing with other organisations 
B)  that the structure enhanced cooperation and exchange of knowledge across the company 
C)  that the structure established systems for seamless knowledge sharing 
D)  that the best people were not exposed to the front line 
A)  that the structure simplified the process of dealing with other organisations 
B)  that the structure enhanced cooperation and exchange of knowledge across the company 
C)  that the structure established systems for seamless knowledge sharing 
D)  that the best people were not exposed to the front line

Question 16

The relationships between behaviour,motivation and reward systems can be summarised as:

Accepted Answer

A)  motivation influences reward systems, reward systems influence behaviour 
B)  behaviour influences motivation, motivation influences reward systems 
C)  reward systems influence motivation, motivation influences behaviour 
D)  none of the above 
A)  motivation influences reward systems, reward systems influence behaviour 
B)  behaviour influences motivation, motivation influences reward systems 
C)  reward systems influence motivation, motivation influences behaviour 
D)  none of the above

Question 17

The seven factors of the McKinsey 7S model of strategy implementation are:

Accepted Answer

A)  sustainable competitive advantage, skills, staff, strategy, structure, style, systems 
B)  superior value, skills, staff, strategy, structure, style, systems 
C)  shared values, skills, staff, strategy, structure, style, systems 
D)  shared interests, skills, staff, strategy, structure, style, systems 
A)  sustainable competitive advantage, skills, staff, strategy, structure, style, systems 
B)  superior value, skills, staff, strategy, structure, style, systems 
C)  shared values, skills, staff, strategy, structure, style, systems 
D)  shared interests, skills, staff, strategy, structure, style, systems

Question 18

There are no problematic issues to deal with in introducing reward systems.

Accepted Answer

A) True 
 B)False

Question 19

Decision-making systems affect what is done in the organisation's future.

Accepted Answer

A) True 
 B)False

Question 20

A network organisation works closely with other organisations to produce its own outputs.

Accepted Answer

A) True 
 B)False

Quinn argued that the key variables in the structure of a knowledge-based organisation are:

Capabilities have no link with analysis and implementation aspects of strategy.

In suggesting how to analyse an informal network,Krackhardt and Hanson suggested conducting a confidential survey of employees about:

The elements of the Hubbard et al.model of strategy implementation are:

Simons argued that control is necessary to balance the competing tensions in an organisation because of:

Control systems can provide information to both encourage and discourage prior organisational behaviours.

Information systems determine what the organisation is told about what is happening.

In a network organisation the nature of activities is not changed from performing the activities to coordinating activities carried out by other organisations.

'The role and importance of performance-based reward systems in affecting the behaviour has changed.' Comment.

Hubbard et al.found that winning organisations tended to align the nine implementation elements of strategy to ensure effectiveness.

Hubbard et al.quote a famous saying to summarise the key issue of information systems as:

Implementation is an integral part of strategic management.

Compare and contrast the McKinsey 7S model of strategic implementation with Hubbard et al.'s 'winning wheel'.

Is outsourcing an ethical practice? Discuss.

Nohria et al.concluded that it did not matter which particular structural form was used.What mattered was:

The relationships between behaviour,motivation and reward systems can be summarised as:

The seven factors of the McKinsey 7S model of strategy implementation are:

There are no problematic issues to deal with in introducing reward systems.

Decision-making systems affect what is done in the organisation's future.

A network organisation works closely with other organisations to produce its own outputs.

What is ‘strategy’?

Analysing business strategy: creating value

Analysing the external environment

Analysing the organisation’s resources and capabilities

Measuring strategic organisation performance

Gap analysis and business-level strategic options

Strategic decision making

Dynamic competitive strategy

Corporate/multi-business strategy

Acquisitions and alliances

International strategy

Leadership,people and culture

Change management

Filters

Exam 12: Capabilities,systems and structure

Quinn argued that the key variables in the structure of a knowledge-based organisation are:

Capabilities have no link with analysis and implementation aspects of strategy.

In suggesting how to analyse an informal network,Krackhardt and Hanson suggested conducting a confidential survey of employees about:

The elements of the Hubbard et al.model of strategy implementation are:

Simons argued that control is necessary to balance the competing tensions in an organisation because of:

Control systems can provide information to both encourage and discourage prior organisational behaviours.

Information systems determine what the organisation is told about what is happening.

In a network organisation the nature of activities is not changed from performing the activities to coordinating activities carried out by other organisations.

'The role and importance of performance-based reward systems in affecting the behaviour has changed.' Comment.

Hubbard et al.found that winning organisations tended to align the nine implementation elements of strategy to ensure effectiveness.

Hubbard et al.quote a famous saying to summarise the key issue of information systems as:

Implementation is an integral part of strategic management.

Compare and contrast the McKinsey 7S model of strategic implementation with Hubbard et al.'s 'winning wheel'.

Is outsourcing an ethical practice? Discuss.

Nohria et al.concluded that it did not matter which particular structural form was used.What mattered was:

The relationships between behaviour,motivation and reward systems can be summarised as:

The seven factors of the McKinsey 7S model of strategy implementation are:

There are no problematic issues to deal with in introducing reward systems.

Decision-making systems affect what is done in the organisation's future.

A network organisation works closely with other organisations to produce its own outputs.

What is ‘strategy’?

Analysing business strategy: creating value

Analysing the external environment

Analysing the organisation’s resources and capabilities

Measuring strategic organisation performance

Gap analysis and business-level strategic options

Strategic decision making

Dynamic competitive strategy

Corporate/multi-business strategy

Acquisitions and alliances

International strategy

Leadership,people and culture

Change management

Filters