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.
G) B) and E)
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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.
G) None of the above
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A) poor execution of the strategy.
B) shortfalls exposed with the strategic management design process.
C) inadequate support for the management team responsible for the planning process.
D) secondary operating practices that hinder the required changes.
E) lack of sufficient information about operating systems.
G) All of the above
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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.
G) None of the above
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Despite the need to tailor a company's s...View Answer
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A) matrix structure
B) composite structure
C) divisional structure
D) network structure
E) functional structure
G) A) and D)
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A) evolving changes in customer needs and competitive conditions that often require tweaking and adjusting a company's portfolio of competencies and intellectual capital to keep its capabilities freshly honed and on the cutting edge.
B) a core competence or capability that emerges incrementally out of company efforts either to bolster skills that contributed to earlier successes or to respond to customer problems, new technological and market opportunities, and the competitive maneuverings of rivals.
C) core competencies or capabilities that are most often bundles of skills and know-how that grow out of the combined efforts of cross-functional work groups and departments performing complementary activities at different locations in a firm's value chain.
D) the key to leveraging a core competence into a distinctive competence (or transforming a capability into a competitively superior capability) , which concerns concentrating more effort and talent than rivals on deepening and strengthening a competence or capability so as to achieve the dominance needed for competitive advantage.
E) saving time by creating capabilities from scratch to remain aligned with external conditions and company strategy rather than updating and remodeling existing capabilities.
G) D) and E)
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A) centralized structure combining corporate overhead with support functions.
B) decentralized structure with of a set of operating divisions organized along business, product, customer groups or geographic lines, and a central corporate headquarters that allocates resources, provides support functions, and monitors divisional activities.
C) decentralized structure or divisional structure that monitors performance and allocates funding to those divisions wanting to grow.
D) decentralized format of senior executives with large overhead staff to manage and control all the business lines.
E) centralized structure that controls the coordination across the more diversified and complex functions within the organization.
G) C) and E)
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A) choose a basic organizational design and modify it to fit the company's particular business.
B) supplement the design structure with coordinating mechanisms.
C) institute networking and communication arrangements to support strategy execution.
D) set up "ideal" organizational arrangements despite having to disturb existing relationships.
E) knit the efforts of outsourced groups together.
G) B) and C)
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A) communicating the case for change
B) directing resources to the right places
C) building consensus for how to proceed
D) establishing deadlines and measures of progress
E) orchestrating the action steps and implementation sequence
G) B) and D)
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Zara the world's largest fashion retaile...View Answer
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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.
G) A) and B)
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A) putting in high-incentive bonuses to reward individual employees who train hard to develop the desired capability.
B) launching an extensive training effort to develop the capability quickly with newly hired employees.
C) either acquiring a company that has already developed the capability or else acquiring the desired capability through collaborative efforts with outsiders having the requisite skills, know-how, and expertise.
D) using benchmarking and the adoption of best practices to imitate a capability that rivals have already developed.
E) empowering a team of employees to develop the capability however they best see fit.
G) D) and E)
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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) promoting qualified people with the right know-how in a timely and cost-effective manner.
G) A) and C)
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A) provide their 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) implement rewards and benefits programs such as promotions, salary increases, performance bonuses, stock options, and other perks.
C) invest time and money into coaching underperformers and benchwarmers to improve their skills and capabilities.
D) encourage their 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) foster a stimulating and engaging work environment so that their employees will consider the company a great place to work.
G) A) and E)
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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.
G) A) and D)
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A) creates a more horizontal or flatter organizational structure with fewer management layers and usually acts to shorten organizational response times.
B) usually slows down decision-making because so many more people are involved and it takes longer to reach a consensus on what to do and when to do it.
C) can be a demotivating factor because it requires people to take responsibility for their decisions and actions.
D) is very risky because it usually results in lots of "bad" decisions on the part of employees, as well as lower levels of financial performance.
E) enhances greater cross-unit coordination and aids the capture of strategic fit benefits across related businesses.
G) B) and D)
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A) sponsorship to help rising leaders navigate the firm, develop new competencies, expand their network, and hone the skills needed to accelerate their careers.
B) formal training programs, including mandatory training hours for all of its employees to ensure that individuals continue to further their professional development.
C) punishment for missed deadlines, misdirected or wasteful efforts, and managerial ineptness.
D) special programs for high performers, such as its Global Fellows program and its Emerging Leaders Development Program.
E) a clear path to partnership that serves as a motivational tool for top performers, often leading to career acceleration.
G) C) and D)
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A) in turnaround and rapid-growth situations.
B) when problems with the old strategy are obvious.
C) in a worst-case scenario.
D) when the managerial whole is greater than the sum of individual efforts.
E) in a centralized structure.
G) A) and D)
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A) facilitating collaboration with external partners and strategic allies
B) providing for cross-unit coordination and deciding which value chain activities to perform in-house and which ones to outsource
C) determining how much authority to centralize at the top and how much to delegate to down-the-line managers and employees
D) determining which functions and organizational units require superior intellectual capital
E) maintaining expertise and resource depth in performing those internally strategy-critical value chain activities that underpin its long-term competitive success and provide for the main building blocks in the organization structure
G) D) and E)
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