A) Providing promising employees with challenging,interesting,and skill-stretching assignments and also rotating them through jobs that not only have great content but also span functional and geographic boundaries.
B) Providing employees promotions,salary increases,performance bonuses,stock options,and other perks.
C) Coaching average performers to improve their skills and capabilities,while weeding out underperformers and benchwarmers.
D) Encouraging employees to challenge existing ways of doing things,to be creative and innovative in proposing better ways of operating,and to push their ideas for new products or businesses.
E) Fostering a stimulating and engaging work environment such that employees will consider the company a great place to work.
G) B) and D)
Correct Answer
verified
Correct Answer
verified
A) top-level managers retain decision authority for most strategic and operating activities.
B) strict control and enforcement of detailed procedures backed by rigorous managerial accountability is the most reliable way to keep the daily execution of strategy on track.
C) tight control from the top is a more effective means for coordinating company actions and makes it easy to fix accountability when things do not go well.
D) one of the basic tenets is that most company personnel have neither the time nor the inclination to direct and properly control the work they are performing and,further,they lack the knowledge and judgment to make wise decisions about how best to do their work.
E) All of these.
G) B) and C)
Correct Answer
verified
Correct Answer
verified
A) less internal bureaucracy,speedier decision making,quicker responses to changing market conditions,and heightened focus on performing a select few value chain activities (which can improve performance of those activities) .
B) facilitating the empowerment of employees (because there are fewer things to do internally) .
C) promoting a total quality management culture.
D) reducing the need to establish a strongly implanted corporate culture.
E) reducing the strategic importance of building valuable core competencies.
G) A) and C)
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 ensure economies of scale benefits.
D) they can orchestrate the process with forceful administration and political maneuvering.
E) All of these.
G) A) and E)
Correct Answer
verified
Correct Answer
verified
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.
G) A) and C)
Correct Answer
verified
Correct Answer
verified
Correct Answer
verified
Correct Answer
verified
Correct Answer
Answered by ExamLex AI
True. When it becomes infeasible to outc...View Answer
Correct Answer
Answered by ExamLex AI
View Answer
Correct Answer
verified
Correct Answer
verified
A) Top-level managers should retain accountability over most strategic and operating decisions and keep a tight rein on business-unit heads,department heads,and the managers of key operating units.
B) Strict enforcement of detailed procedures backed by rigorous managerial oversight is the most reliable way to keep the daily execution of strategy on track.
C) Tight control by the manager in charge makes it easy to fix accountability when things do not go well.
D) Most company personnel have neither the time nor the inclination to direct and properly control the work they are performing and they lack the knowledge and judgment to make wise decisions about how best to do their work.
E) A company that draws on the combined intellectual capital of its people can outperform a company that relies on command-and-control hierarchal structure.
G) A) and B)
Correct Answer
verified
Correct Answer
verified
A) establish a corporate culture where teamwork is a core value and decisions are made by general consensus among team leaders in the affected work units.
B) have closely related activities report to a single executive who has the authority and organizational clout to coordinate,integrate,and arrange for the cooperation of units under their supervision.
C) have the heads of support activities report to the heads of primary,strategy-critical activities.
D) establish monetary incentives that reward people for being cooperative team players.
E) have frequent meetings among the heads of closely related activities and work units to establish mutually agreeable deadlines.
G) A) and E)
Correct Answer
verified
Correct Answer
verified
A) the trial-and-error experimentation that is required to come up with a workable organizational structure.
B) the demanding people-management skills required,the resistance to change that has to be overcome,and the perseverance necessary to get a variety of initiatives launched and kept moving along.
C) the time and effort it takes to build core competencies.
D) the time,training,and creative effort it takes to empower employees and teach them responsible decision making.
E) the supervisory requirements associated with getting company personnel to do things the right way.
G) A) and B)
Correct Answer
verified
Correct Answer
verified
A) less decentralized in their decision making than smaller firms.
B) more decentralized in their decision making than smaller firms.
C) less decentralized in their decision making than larger firms.
D) more decentralized in their decision making than larger firms.
E) do not decentralize due to their operating size.
G) A) and C)
Correct Answer
verified
Correct Answer
verified
Correct Answer
verified
Correct Answer
verified
A) is primarily the job of the company's board of directors since they direct the actions and policies of the top senior executives in executing the strategy.
B) is a task for every manager and the whole management team,but ultimate responsibility for success or failure falls upon the top senior executives,especially the chief executive officer of the company.
C) is primarily a responsibility of all company personnel because all personnel are active participants in the strategy execution process and their actions have a huge impact on the ultimate outcome.
D) should be delegated to a chief strategy implementer appointed by the chief executive officer.
E) is primarily a task for middle and lower-level managers because it is they who have responsibility for pushing the needed changes all the way down to the lowest levels of the organization.
G) D) and E)
Correct Answer
verified
Correct Answer
verified
A) with a central executive handling all major decisions.
B) to lighten the load of senior executives so they can concentrate on value chain action agendas.
C) specifically to manage unrelated diversification opportunities.
D) into functional departments,with departmental managers who report to the CEO and small corporate staff.
E) are top heavy,with senior executives forming a central office of the chairman.
G) D) and E)
Correct Answer
verified
Correct Answer
verified
A) A firm's organizational structure should be matched to its unique strategy.
B) Decide on how much to spend on training managers and employees.
C) Choose an organization structure that is a tight fit with the corporate culture.
D) Ensure the firm hires a capable management team.
E) All of these.
G) B) and D)
Correct Answer
verified
Correct Answer
verified
Correct Answer
verified
Correct Answer
verified
A) outsourcing,but depends on what can safely be delegated to outside suppliers.
B) joint ventures,which depend on how well the partners will work together.
C) strategic alliances,which should be selected as much for management style,culture,and goals as for their resources and capabilities.
D) learning-based collaborative partnerships for the purpose of learning how the partner does things,internalizing its methods,and thereby acquiring its capabilities.
E) All of these.
G) B) and D)
Correct Answer
verified
Correct Answer
verified
Correct Answer
Answered by ExamLex AI
Core competencies are the unique strengt...View Answer
Correct Answer
Answered by ExamLex AI
View Answer
A) Generally by updating existing capabilities.
B) Generally by establishing a new arsenal of resource capabilities by phasing-out existing capabilities.
C) Generally by refreshing existing capabilities.
D) Generally by augmenting or recombining well-established capabilities with existing resources.
E) None of these,it is easier and less time-consuming to start from scratch in building resource capabilities.
G) A) and E)
Correct Answer
verified
Correct Answer
verified
Showing 61 - 80 of 105
Related Exams