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choices . required for the execution of a strategic plan. 2 Those who implement strategy will be less diverse than those . who formulate it. 3 The matrix of change was designed to help managers decide how . quic ly change should proceed! in what order changes should ta e place! whether to start at a new site! and whether the proposed systems are stable and coherent. " Standard operating procedures typically detail the various . activities that must be carried out to complete a corporation#s programs. $ The structure follows strategy concept was developed by . %int&berg. ' The first state of corporate development is simple structure. . ( Stage )* could involve a pressure+ coo er crisis. . , The second stage of the organi&ational life cycle is maturity. . - The last stage of the organi&ational life cycle is death. . 1 / popular strategy in the birth stage of the organi&ational life . cycle is conglomerate diversification. . 1 )n a matrix structure! functional and product forms are combined 1 simultaneously at the same level of the organi&ation. . 1 0ne structural characteristic of the old organi&ational design of 2 the corporation is autonomous wor teams. . 1 1hen using a networ structure! many corporate activities are 3 outsourced. . 1 / modular organi&ation is composed of cells that can operate " alone but can interact with other cells to produce a more potent . and competent business mechanism. 1 )n order to implement reengineering! 2ammer suggests that $ those who use the output of the process perform the . reengineering process. 1 3ob enlargement is the movement of wor ers through several ' 4obs to increase variety. . 1 3ob enrichment is the alteration of 4obs by giving the wor er more ( autonomy and control over activities. . 1 Stage " of international development is a multinational , corporation with global emphasis. . 1 Stage 3 of international development is to establish - manufacturing facilities in addition to sales and service offices in . ey countries. 2 The geographic+ area structure allows the company to introduce . and manage a similar line of products around the world. . MULTIPLE CHOICE 21. The sum of the activities and choices required for the execution of a strategic plan is nown as a. strategic formulation. b. environmental scanning. c. strategic implementation. d. evaluation and control. e. strategic development. 33. 22. 1hich statement below is 50T true of 6strategy implementation76 a. )t is the process by which strategies and policies are put into action through the development of programs! budgets! and procedures. b. )mplementation is often considered after strategy has been formulated. c. Strategy implementation is the sum total of the activities and choices required for the execution of a strategic plan. d. Strategy implementation should be ept separate and distinct from that of strategic management. e. Strategy formulation and strategy implementation are two sides of the same coin. / study by 89%: of (.. mergers found that ;;;;; of the mergers failed to increase the acquirer#s shareholder value within a year of completing the merger. a. $.< b. '2< c. (3< d. ,3< e. -1< / survey of -3 Fortune $.. firms found ten ma4or problems that over half of the group experienced when they attempted to implement a strategic change. 1hich of the following is 50T one of the implementation problems7 a. )neffective coordination of activities. b. =ncontrollable external environmental factors. c. Time allocated for implementation was adequate! but was used inappropriately. d. 9oor definition of ey implementation tas s and activities. e. >rises that distracted attention away from implementation. 1ho typically implements corporations7 a. the board of directors b. top management strategy in large! multi +industry 3(. 2'.
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)t is advisable to have management from all levels participate in the strategy formulation process a. because it is a legal requirement. b. because collective bargaining agreements often mandate wor er participation. c. to gain an insight as to what wor needs to be done and to gain cooperation in the implementation of the strategy. d. because it is part of their 4ob responsibilities to provide input regarding their respective area of expertise. e. because it helps boost the self +image and ego of all managers to be as ed for advice. The term used in strategic implementation that describes a statement of activities or steps needed to accomplish a single +use plan and whose use is to ma e the strategy action +oriented is a. program. b. guidelines. c. budgets. d. course of action. e. procedures. The text indicated that after 9epsi>o decided to concentrate on supermar ets where 9epsi had its greatest sales! Frito+ ?ay increased its mar et share by ;;;;;<. a. 2. b. 1$ c. 1. d. , e. 2 The a. b. c. d. e. matrix of change is developed by @ryn4olfsson! Aenshaw! B *an /lstyne. 9orter! Aenshaw! B *an /lstyne. Aenshaw! Cruc er! B *an /lstyne. @ryn4olfsson! Cruc er! B *an /lstyne. 9orter! Cruc er! B *an /lstyne.
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1here a change could begin refers to the ;;;;; aspect of the matrix of change. a. feasibility b. sequence of execution c. location d. pace and nature of change e. sta eholder evaluations The term used in strategic implementation that describes a system of sequential steps or techniques that describe in detail how a particular tas or 4ob is to be done is a. program. b. guidelines. c. budgets. d. course of action. e. procedures. 1hen the return on investment for each division of a corporation is greater than what the return would be if each division were an independent business! that corporation is said to have achieved a. synergy. b. a leveraged buyout. c. its hurdle rate. d. the status of a true conglomerate. e. Stage ))). /ccording to :oold and >ampbell! when combined units benefit from sharing nowledge or s ills! the synergistic effect is nown as a. shared tangible resources. b. shared now+ how. c. coordinated strategies. d. economies of scale. e. new business creation. /ccording to :oold and >ampbell! when the exchange of nowledge and s ills can facilitate new products or services by extracting discrete activities from various units and combining them in a new unit or by establishing 4oint ventures among internal business units! the synergistic effect is nown as a. shared tangible resources. b. pooled negotiating power. c. new business creation. d. economies of scope. e. coordinated strategies. /ccording to :oold and >ampbell! when companies coordinate the flow of products or services of one unit with that of another unit which can reduce inventory! the synergistic effect is nown as a. new business creation. b. economics of scope. c. coordinated strategies. d. economies of scale or scope. e. pooled negotiating power. The a. b. c. d. e. theory that structure follows strategy was developed by /lfred >handler. /lfred 9orter. %ichael >handler. 9eter >handler. /lfred Cruc er. nown for his study of large /merican corporations!
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/ccording to >handler and others! which factors %=ST be closely aligned or else face the consequences of poor organi&ational performance7 a. management! wor force! and customers b. operations! mar eting! and finance c. strategy! structure! and environment d. rules! goals! and tas s e. hierarchy! contacts! and integrators )n >handler#s discussion of how strategy and structure are related! the last steps in a sequence of events is that a. new strategy is created. b. profit returns to its previous level. c. new administrative problems emerge. d. economic performance declines. e. new appropriate structure is invented. / corporation run by a team of managers with functional speciali&ations and which successfully operates in one industry is said to be a a. Stage ) company. b. Stage )) company. c. Stage ))) company. d. Stage )* company. e. Stage * company. 0b4ectives which are personal and sub4ective and are typified by an entrepreneurial spirit describe what stage of corporate development7 a. Stage ) company. b. Stage )) company. c. Stage ))) company. d. Stage )* company. e. Stage * company. / strategy which emphasi&es growth through product diversification and exploitation of general business opportunities is an example of a corporation in what stage of corporate development7 a. Stage ) company. b. Stage )) company. c. Stage ))) company. d. Stage )* company. e. Stage * company. )n what stage does a corporation typically decentrali&e into profit or investment centers7 a. Stage ) company. b. Stage )) company. c. Stage ))) company. d. Stage )* company. e. Stage * company. / candidate for a fourth stage in corporate development is a. conglomerate structure. b. strategic business units. c. divisional structure. d. matrix structure. e. hybrid structure. 1hen the drive of the entrepreneur is no longer enough to Stage ) company from floundering! this type of crisis is called a. a crisis of autonomy. b. a crisis of confidence. c. a crisis of clarity. d. a crisis of differentiation. e. a crisis of leadership. eep the
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1hen the people managing diversified product lines in a functionally structured corporation need more decision+ ma ing freedom than top management is willing to delegate to them! this type of crisis is called a. a crisis of autonomy. b. a crisis of confidence. c. a crisis of clarity. d. a crisis of differentiation. e. a crisis of leadership. =nder Stage )))! when various units of the company optimi&e its sales and profits without regard to the overall corporation! the organi&ation can use a. crisis of leadership. b. crisis of control. c. crisis of autonomy. d. crisis of decentrali&ation. e. crisis of empowerment. =nder Stage ) and the function of measurement and control! organi&ational measurement is based on a. control beyond one person. b. assessment of functional operations necessary. c. personal! sub4ective control. d. evolution of structured control systems. e. complex formal systems geared to comparative assessment of performance measures. 8ey a. b. c. d. e. performance indicators under the Stage )) are indicated by operating efficiency. ability to solve operating problems. relationships with owner. si&e of empire. 9HD ratio.
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There are three distinct phases in the development of a matrix structure. 1hich is the first phase to occur J usually when a new product line is being introduced7 a. temporary cross+functional tas forces b. true dual+authority structure c. productHbrand management d. immature matrix e. mature matrix There are three distinct phases in the development of a matrix structure. 1hich phase occurs when both the functional and product structures become permanent in a true dual+authority structure7 a. temporary cross+functional tas forces b. true dual+authority structure c. productHbrand management d. immature matrix e. mature matrix 1hich structure is described as a 6non +structure6 elimination of in+house business functions7 a. strategic business units b. functional structure c. networ structure d. divisional structure e. matrix structure / company cited in the text as being a networ is a. 3ust Toys. b. 5ortel 5etwor s. c. /riel >apital. d. @lac and Cec er. e. 2ome Cepot. by its virtual
The movement of wor ers through several 4obs to increase variety is referred to as a. 4ob combination. b. 4ob rotation. c. 4ob enrichment. d. 4ob enlargement. e. 4ob motivation. The combination of tas s to give a wor er more of the same type of duties to perform is nown as a. 4ob combination. b. 4ob rotation. c. 4ob enrichment. d. 4ob enlargement. e. 4ob motivation. To combat the adverse consequences of tas speciali&ation! what function does 4ob enlargement perform7 a. @ased on the belief that tas s can be described in terms of certain ob4ective characteristics and that these characteristics affect employee motivation. b. @y moving wor ers through several 4obs! they are exposed to increased variety. c. @y combining different tas s! a wor er is given more of the same type of duties to perform. d. @y giving the wor er more autonomy through alterations in the 4ob! the wor er has control over activities. e. none of these To combat the adverse consequences of tas speciali&ation! what function does 4ob enrichment perform7 a. @ased on the belief that tas s can be described in terms of certain ob4ective characteristics and that these characteristics affect employee motivation. b. @y moving wor ers through several 4obs! they are exposed to increased variety. c. @y combining different tas s! a wor er is given more of the same type of duties to perform. d. @y giving the wor er more autonomy through alterations in the 4ob! the wor er has control over activities. e. none of these To combat the adverse consequences of tas speciali&ation! what function does 4ob rotation perform7 a. @ased on the belief that tas s can be described in terms of certain ob4ective characteristics and that these characteristics affect employee motivation. b. @y moving wor ers through several 4obs! they are exposed to increased variety. c. @y combining different tas s! a wor er is given more of the same type of duties to perform. d. @y giving the wor er more autonomy through alterations in the 4ob! the wor er has control over activities. e. none of these To combat the adverse consequences of tas speciali&ation! what function does the 4ob characteristics model perform7 a. @ased on the belief that tas s can be described in terms of certain ob4ective characteristics and that these characteristics affect employee motivation. b. @y moving wor ers through several 4obs! they are exposed to increased variety. c. @y combining different tas s! a wor er is given more of the same type of duties to perform. d. @y giving the wor er less autonomy in the 4ob! the wor er has less control over activities. e. none of these 1hich component of the 4ob characteristics model tries to increase tas variety and enable wor ers to identify with what they are doing7 a. combine tas s b. form natural wor units c. establish client relationships d. vertically load e. open feedbac channels 1hich component of the 4ob characteristics model gives wor ers increased authority and responsibility over their activities7 a. combine tas s b. form natural wor units c. establish client relationships d. vertically load e. open feedbac channels 1hich component of the 4ob characteristics model encourages wor ers to now what performance is required and why7 a. combine tas s b. form natural wor units c. establish client relationships d. vertically load e. open feedbac channels 1hich component of the 4ob characteristics model provides wor ers information on how they are performing7 a. combine tas s b. form natural wor units c. establish client relationships d. vertically load e. open feedbac channels
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1hich structure is often called a virtual organi&ation7 a. strategic business units b. functional structure c. divisional structure d. networ structure e. matrix structure 1hich of the following is 50T descriptive of a networ structure7 a. The networ organi&ation is a series of independent firms or business units lin ed together through design! production! and mar eting. b. )ndependent inventors and entertainment companies often use the networ structure. c. The networ structure typically is located in a large! single building or areas with many wor pro4ects in operation on the site. d. The networ structure provides an organi&ation with increased flexibility and adaptability to cope with rapid technological changes. e. The networ structure is particularly suited to coping with the shifting patterns of international trade and competition. /n organi&ation which is composed of cells that can operate alone but that can interact with other cells to produce a more potent and competent business mechanism is referred to as aKnL a. reengineered organi&ation. b. cellular organi&ation. c. modular organi&ation. d. networ organi&ation. e. ongoing organi&ation. The radical redesign of business processes to achieve ma4or gains in cost! service! or time is called a. total quality management. b. reengineering. c. management by ob4ectives. d. action planning. e. statistical process control. 1hich of the following is 50T a part of reengineering7 a. determines internal as well as external customers. b. organi&es around outcomes! not tas s. c. treats geographically dispersed resources as though they were centrali&ed. d. lin s parallel activities. e. captures information once at the source. Cesigning a person#s or a department#s 4ob around an ob4ective or outcome instead of a single tas or series of tas s centers around the 2ammer reengineering principle of a. subsume information+ processing wor into the real wor that produces the information. b. have those who use the output of the process perform the process. c. organi&e around outcomes. d. treat geographically dispersed resources as though they were centrali&ed. e. lin parallel activities instead of integrating their results. 0ne study of 5orth /merican financial firms reflect that the average reengineering pro4ect too ;;;;; months. a. 23 b. 1$ c. 12 d. 3' e. ' 1hat term refers to the study of individual tas s in an attempt to ma e them more relevant to the company and to the employeeKsL7 a. position matching
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1... / new organi&ation which provides all employees easy access to one another and to people outside the organi&ation in a rich variety of ways from e+mail to personal 1eb sites is referred to as a. matrix. b. functional. c. hyper+ lin ed. d. simple. e. networ . 1.1. The ability for people to loo for information and connections at their own pace under their own control any time of the day or wee highlights the hyper+ lin ed organi&ation theme of a. hyper+ lin ed and decentrali&ed. b. hyper time. c. directly accessible. d. full of rich data. e. borderless. 1.2. @ecause the )nternet is a large! complex networ it will always be somewhat a. borderless. b. full of rich data. c. bro en. d. directly accessible. e. decentrali&ed. controlled by no one!
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1.3. The theme that the )nternet provides direct access to everyone on the planet to every piece of information made available is nown as ;;;;; according to the principles of the hyper+ lin ed organi&ation. a. borderless b. hyper time c. decentrali&ed d. directly accessible e. bro en
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