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1 | |
Culture is one of the three basic "levers" through which managers can implement strategy. |
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| | A) | True. |
| | B) | False. |
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2 | |
Localization is one of the three fundamental trends driving decisions about effective organizational structures in the 21st century. |
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| | A) | True. |
| | B) | False. |
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3 | |
Dividing activities into sales, operations, administration, or geography is called integration. |
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| | A) | True. |
| | B) | False. |
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4 | |
An alternative to the matrix approach is the functional structure. |
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| | A) | True. |
| | B) | False. |
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5 | |
"Fosters potentially dysfunctional competition for corporate-level resources" is a strategic disadvantage of the functional structure. |
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| | A) | True. |
| | B) | False. |
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6 | |
The three basic "levers" through which managers can implement strategy are |
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| | A) | staff, culture, and structure |
| | B) | structure, leadership, and culture |
| | C) | staff, leadership, and culture |
| | D) | staff, goals, and structure |
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7 | |
Which of the following is NOT a fundamental trend driving decisions about effective organizational structures in the 21st century? |
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| | A) | Globalization |
| | B) | The Internet |
| | C) | Localization |
| | D) | Speed of decision-making |
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8 | |
According to the research on diversification and organization structure |
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| | A) | A firm in several related lines of businesses should be organized into strategic business units |
| | B) | A single-product or single dominant business firm should employ a divisional structure |
| | C) | Early achievement of a strategy-structure fit can be a competitive advantage |
| | D) | A firm in several lines of business that are somehow related should employ a functional structure |
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9 | |
_______ of work and effort allows a unit to develop greater expertise, focus, and efficiency. |
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| | A) | Integration |
| | B) | Specialization |
| | C) | Coordination |
| | D) | Organization |
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10 | |
Dividing activities within the firm into logical, common groupings is called |
|
| | A) | Integration |
| | B) | Differentiation |
| | C) | Coordination |
| | D) | Organization |
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11 | |
Business reengineering ________ fragmentation. |
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| | A) | supports |
| | B) | increases |
| | C) | reduces |
| | D) | has no effect on |
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12 | |
Business reengineering uses a |
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| | A) | functional orientation |
| | B) | process orientation |
| | C) | product orientation |
| | D) | customer orientation |
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13 | |
The ________ structure is an alternative to the matrix approach. |
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| | A) | functional |
| | B) | divisional |
| | C) | geographic |
| | D) | product-team |
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14 | |
The _______ organization is defined as a temporary network of independent companies linked primarily by information technology to share skills, access to markets, and costs. |
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| | A) | functional |
| | B) | virtual |
| | C) | divisional |
| | D) | matrix |
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15 | |
An articulation of a simple criterion or characterization of what the company must become to establish and sustain global leadership is its |
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| | A) | mission |
| | B) | vision |
| | C) | strategic intent |
| | D) | goal |
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16 | |
Which of the following is NOT a means used by leaders to shape the organization's culture? |
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| | A) | Reward systems |
| | B) | Symbols |
| | C) | Recruitment |
| | D) | Structure |
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17 | |
Self-awareness, self-management, social awareness, and social skills are characteristics of |
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| | A) | organizational culture |
| | B) | leadership |
| | C) | emotional intelligence |
| | D) | team building |
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18 | |
_________ is the set of important assumptions (often unstated) that members of an organization share in common. |
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| | A) | Organizational goals |
| | B) | Mission |
| | C) | Vision |
| | D) | Organizational culture |
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19 | |
What kind of organizational structure predominates in firms with a single or narrow product focus? |
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| | A) | Divisional |
| | B) | Matrix |
| | C) | Functional |
| | D) | Product-team |
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20 | |
A strategic advantage of functional organization structure is that it |
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| | A) | limits development of general managers |
| | B) | achieves efficiency through specialization |
| | C) | promotes narrow specialization |
| | D) | retains divisionalized control of strategic decisions |