A) for strategy-critical value-chain activities to be the main building blocks on the organization chart.
B) that value chain activities be deliberately organized so as to produce maximum strategic fit.
C) for the company to be organized around cross-functional teams rather than around functional specialties and functional departments.
D) to define the jobs of company personnel in terms of the functions to be performed rather than in terms of the results to be achieved.
E) that company personnel be empowered to make both strategic decisions and operating decisions.
Correct Answer
verified
Correct Answer
verified
A) pushing for continuous improvement in how value chain activities are performed
B) building an organization capable of executing the strategy
C) deciding which core competencies and value chain activities to leave as is and which ones to overhaul and improve
D) tying rewards directly to the achievement of strategic and financial targets and to good strategy execution
E) instituting policies and procedures that facilitate rather than impede strategy execution
Correct Answer
verified
Correct Answer
verified
A) create a values-based corporate culture that excels in product innovation.
B) decrease internal bureaucracies, flatten its organizational structure, and shorten the time it takes to respond to changing market conditions.
C) devote more resources to its social responsibility strategy, better empower employees, and reduce employee turnover.
D) better police compliance with ethical standards, lower overall operating costs, and create two or more distinctive competencies.
E) reduce the potential for information overload and improve the quality of decision making in each domain.
Correct Answer
verified
Correct Answer
verified
Correct Answer
verified
As firms grow and their needs for struct...View Answer
Correct Answer
verified
View Answer
Correct Answer
verified
The most common approaches to capability...View Answer
Correct Answer
verified
View Answer
Correct Answer
verified
The following three types of organizatio...View Answer
Correct Answer
verified
View Answer
A) reducing the layers of management and encouraging lower-level managers and rank-and-file employees to exercise initiative and act responsibly
B) making it easy to fix accountability when company performance targets are not met
C) generating higher productivity on the part of the workforce and a greater ability to become an industry low-cost leader
D) enhancing cross-unit coordination and the capture of strategic fits
E) establishing the emergence of a collegial, collaborative culture where teamwork is a core value and decisions are made on the basis of consensus
Correct Answer
verified
Correct Answer
verified
A) top executives should establish a collegial, collaborative culture where decisions are made by general consensus on what to do and when.
B) strict enforcement of detailed procedures backed by rigorous managerial oversight is necessary because company personnel cannot be counted on to act wisely or keep costs to a bare bones level.
C) decision-making authority should be pushed down to the lowest organizational level capable of making timely, informed, and competent decisions.
D) most company personnel have neither the time nor the inclination to direct and properly control the work they are performing and that they lack the knowledge and judgment to make wise decisions about how best to do their work.
E) lower-level managers and employees should go up the ladder of command for approval on most all strategic and operating issues of much importance.
Correct Answer
verified
Correct Answer
verified
A) a team effort with all managers having strategy executing responsibility in their areas of authority, and making all employees active participants in the strategy execution process
B) incremental changes to current operating practices be implemented to ensure existing resource capabilities are not impacted too severely
C) little consensus building, despite the magnitude of the proposed changes, because employees know the benefits gained from the planning process
D) the strategy-critical value chain activities to be simplified so that all company personnel can be cognizant of the benefits of the execution parameters
E) additional investments in capital projects rather than adding to a company's talent base and building intellectual capital
Correct Answer
verified
Correct Answer
verified
A) the organizational structure enables bureaucratic waste and strives for eliminating imposed capacity limitations of the strategy.
B) the various parts of the organizational structure are aligned with one another and also matched to the requirements of the strategy.
C) they have enough employees dedicated to the various functions to attain economies of scale benefits.
D) they can orchestrate the process with forceful administration and political maneuvering.
E) they accommodate situational idiosyncrasies to build a competitively capable organization.
Correct Answer
verified
Correct Answer
verified
A) requires revamping the value chain in order to maximize operating efficiency.
B) depends on management's ability to direct organizational change.
C) involves selecting a capable management team.
D) consists of choosing among broad or narrow low-cost and differentiation strategies to compete against rivals.
E) requires deciding which core competencies and value chain activities to leave as is and which ones to overhaul and improve.
Correct Answer
verified
Correct Answer
verified
A) usually much more important to good strategy execution than is assembling a capable top-management team.
B) important because the quality of an organization's people is always an essential ingredient of successful strategy execution.
C) more important during periods of rapid growth than during periods of crisis and attempted turnarounds.
D) an important organization-building element, particularly when it comes to transforming a competence into a core competence or distinctive competence.
E) easily the most critical aspect in building competitively valuable core competencies and capabilities.
Correct Answer
verified
Correct Answer
verified
A) deciding how much to spend on training managers and employees.
B) deciding which value chain activities to perform in-house and which to outsource, and making internally performed strategy-critical value chain activities the main building blocks in the organization structure.
C) choosing an organization structure that is a tight fit with the corporate culture.
D) hiring an inexpensive yet capable management team.
E) instituting a compensation structure that reduces employee turnover and thus stabilizes the makeup of work teams.
Correct Answer
verified
Correct Answer
verified
Correct Answer
verified
In recognition of the importance of a ta...View Answer
Correct Answer
verified
View Answer
A) making periodic changes in the firm's internal organization to keep people from getting into a comfortable rut, instituting a decentralized approach to decision making, and developing the appropriate competencies and capabilities.
B) hiring a capable top management team, empowering employees, and establishing a strategy-supportive corporate culture.
C) putting a centralized decision-making structure in place, determining who should have responsibility for each value chain activity, and aligning the corporate culture with key policies, procedures, and operating practices.
D) staffing the organization, acquiring, developing, and strengthening key resources and competitive capabilities, and structuring the organization and work effort.
E) optimizing the number of core competencies and competitive capabilities, making sure that all managers and employees are empowered, and maximizing internal operating efficiency.
Correct Answer
verified
Correct Answer
verified
A) is more important during periods of rapid growth than during periods of crisis and attempted turnarounds.
B) is always an essential ingredient of successful strategy execution.
C) is an essential element of developing a distinctive competence.
D) is closely tied to developing strong information capital capabilities.
E) is more important than having a good situational fit between the company's strategy and its external environment.
Correct Answer
verified
Correct Answer
verified
Correct Answer
verified
Capabilities are the product of bundles ...View Answer
Correct Answer
verified
View Answer
A) either independent, consolidated, or hybrid profit centers.
B) a functional (departmental) organizational structure.
C) either centralized, principal, or critical-path in nature.
D) highly decentralized matrices.
E) hybrid functional organizations with a combination of decentralized and centralized decision making.
Correct Answer
verified
Correct Answer
verified
A) It is critical to ensure strategy-supportive resources and capabilities are in place.
B) The level of personnel competence is irrelevant to proficient strategy execution.
C) It is important to assemble a strong management team.
D) Strengthening the firm's core competencies is a top priority.
E) A poorly structured organization can lead to higher bureaucratic costs.
Correct Answer
verified
Correct Answer
verified
A) Building new competencies and capabilities is a multistage process that occurs over a period of months and years.
B) Core competencies have to be tweaked and adjusted to keep them fresh and responsive to changing customer needs and market conditions.
C) As experience grows and company personnel learn how to perform the activities consistently well and at an acceptable cost, the ability evolves into a tried-and-true competence.
D) It is generally much easier and less time-consuming to update and remodel a company's existing capabilities as external conditions and company strategy change than it is to create them from scratch.
E) When a company succeeds in hiring talented employees and training them properly, competencies and capabilities tend to develop quickly and, once put in place, can last for a decade or more.
Correct Answer
verified
Correct Answer
verified
Showing 41 - 60 of 113
Related Exams