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1
Structure provides a means of balancing two conflicting forces: a need for the division of tasks into meaningful groupings and the need to integrate such groupings in order to ensure efficiency and effectiveness.
A)True
B)False
2
The strategic business unit and holding company structures are variations of a modular organizational structure.
A)True
B)False
3
Firms following multidomestic strategies are driven by ________and ______ imperatives that require managers to respond to local conditions.
A)political and economic
B)economic and functional
C)global and functional
D)political and cultural
4
Firms pursuing a differentiation strategy should base its incentives and rewards on behavioral measures rather than set quantitative criteria.
A)True
B)False
5
Firms that follow related diversification strategies have intense needs for loose interdependencies among the functional areas and business units.
A)True
B)False
6
The term boundaryless as applied to organizational structure implies that all internal and external boundaries vanish completely; they become more open and permeable.
A)True
B)False
7
One of the potential downsides of the ______________ structure is the difficulty in overcoming political and authority boundaries inside and outside the organization.
A)divisional
B)modular
C)barrier-free
D)virtual
8
Reebok contracts out manufacturing, thus enabling it to focus on its strengths in designing and marketing high-tech, fashionable footwear. This exemplifies a _________organization.
A)functional
B)barrier-free
C)virtual
D)modular
9
Which of the following is NOT a strategic concern when using outsourcing?
A)development of the wrong skills
B)loss of cross-functional skills
C)loss of control over a rival
D)loss of power over a supplier
10
Firms that do not achieve both adaptability and alignment are considered ambidextrous organizations.
A)True
B)False





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