Upgrade to remove ads Show Only ₩37,125/year
Terms in this set (116)E 1) Which of the following is a management issue central to strategy implementation? C Which of the following is NOT a management issue central to strategy implementation? False Effective strategy formulation can usually guarantee
successful strategy implementation True It is always easier to say you are going to do something (strategy formulation) than to actually do it (strategy implementation). True Unlike strategy formulation, strategy implementation varies considerably among different types and sizes of organizations.
False Implementing strategy affects all the functional areas of a business and may influence some divisional areas of a business. Student answers should include five of the following: Strategy formulation is positioning forces before the action, whereas strategy implementation is managing forces during the action. Strategy formulation focuses on effectiveness, whereas strategy implementation focuses on efficiency. Strategy formulation is primarily an intellectual process, whereas strategy implementation is primarily an operational process. Strategy formulation requires good intuitive and analytical skills, whereas strategy implementation requires special motivational and leadership skills. Strategy formulation requires coordination among a few individuals, whereas strategy implementation requires coordination among many individuals. Strategy formulation is science with tools and techniques, whereas strategy implementation is an art to energize people. Strategy formulation and strategy implementation are both difficult to do well, but strategy implementation is considerably more difficult to do well. Strategy orientation is process oriented, whereas strategy implementation is people oriented. Strategy formulation is primarily the responsibility of top managers, whereas strategy implementation is primarily the responsibility of mid and lower level managers. What are five differences between strategy formulation and strategy implementation? E Considerable time and effort should be devoted to assuring objectives are well conceived because they represent the basis for C Which of the following is NOT true about objectives? C Which word or phrase would be most suitable to use in written objective statements? True A firm's annual objectives can be stated by business segment. True Annual objectives are key components in the strategic-management process because they dictate how resources will be allocated. False Horizontal consistency is less important than vertical consistency in developing annual objectives, but it still contributes to improved objectives. True Undesirable conduct such as distorting the records can be a result of overemphasis on achieving objectives. Students should list three of the following: 1) represent the basis for allocating resources; 2) are a primary mechanism for evaluating managers; 3) are the major instrument for monitoring progress toward achieving long-term objectives; 4) establish organizational, divisional, and departmental priorities; and 5) they are essential for keeping a strategic plan on track. List three of the primary reasons annual objectives are essential for strategy implementation B What term is used to describe specific guidelines, methods, procedures, rules, forms and administrative practices
established to support and encourage work toward stated goals? E Policies E Which is NOT a characteristic of policies? D "All of our locations will be open at least two evenings per week until 8:30 p.m." is an example of a(n) True Policies refer to specific guidelines, methods, procedures, rules, forms, and administrative practices established to support and
encourage work toward stated goals. False Strategies clarify what can and cannot be done in pursuit of an organization's objectives. False "Beginning in March, production employees will have the option of working up to 12 hours of overtime per week." is an example of a procedure. Possible answers include: 1) to offer extensive or limited management development workshops and seminars; 2) to centralize or decentralize employee-training activities; 3) to recruit through employment agencies, college campuses and/or newspapers; 4) to promote from within or to hire from the outside; 5) to promote on the basis of merit or on the basis of seniority; 6) to tie executive compensation to long-term and/or annual objectives; 7) to offer numerous or few employee benefits; 8) to negotiate directly or indirectly with labor unions; 9) to delegate authority for large expenditures or to retain this authority centrally; 10) To allow much, some, or no overtime work; 11) to establish a high- or low-safety stock of inventory; 12) to use one or more suppliers; 13) to buy, lease, or rent new production equipment; 14) the degree of quality control; 15) to establish many or only a few production standards; 16) to operate one, two, or three shifts; 17) to discourage using insider information for personal gain; 18) to discourage sexual harassment; 19) to discourage smoking at work; 20) to discourage insider trading; and 21) to discourage moonlighting. Name at least six issues indicated by the authors that may require a management policy. A Which is NOT a major factor
that commonly prohibits effective resource allocation? B A disagreement between two or more parties on one or more issues is called a(n) C Conflict in an organization is A An absence of conflict can signal ________ within an organization. A What are the three categories of approaches for managing and resolving conflict? E Which approach for managing and resolving conflict involves exchanging members of conflicting parties so that each can gain an appreciation of the other's point of view? A Which approach for managing and resolving conflict
involves ignoring the problem in hopes that the conflict will resolve itself? D Which approach for managing and resolving conflict involves playing down differences between conflicting parties, while accentuating similarities and common interests? True Four types of resources that can be used to achieve desired objectives are financial, physical, human, and technological. True Avoidance, defusion, and confrontation are the classifications for the various types of conflict that can
arise in organizations False Conflict is highly unusual in well-run organizations. False In the context of conflict management and resolution, ignoring the problem in the hopes that the conflict will resolve itself is classified as a defusion technique. False Holding a meeting at which conflicting parties present their views and work through their differences is part of the defusion technique of managing conflict. True Exchanging members of conflicting parties so each can gain an appreciation of the other's point of view exemplifies a
confrontation approach. Various approaches for managing and resolving conflict can be classified into three categories: avoidance, defusion, and confrontation. Avoidance includes such actions as ignoring the problem in hopes the conflict will resolve itself, or physically separating the conflicting individuals or groups. Defusion can include playing down differences between conflicting parties while accentuating similarities and common interests, compromising so there is neither a clear winner nor loser, resorting to majority rule, appealing to a higher authority, or redesigning present positions. Confrontation is exemplified by exchanging members of conflicting parties so each can gain an appreciation of the other's point of view, or by holding a meeting at which conflicting parties present their views and work through their differences. The approaches for managing and resolving
conflict in an organization can be classified into three categories. Name these three categories and give an example for each. D Why do changes in company strategy often require changes in the way an organization is structured? True Structure dictates how resources will be allocated False Policies largely dictate how structure will be established. True According to Alfred Chandler "changes in strategy lead to changes in organizational structure." B What type of organizational structure promotes specialization of labor and allows rapid decision making? C Which organizational structure is the most widely used? A Medium-sized firms tend to use which type of structure? E What is NOT one of the basic ways a divisional structure can be organized? E A divisional structure by product is most effective when A A divisional structure by geographic area is most appropriate when B Which divisional structure stands out for effectiveness when a few major customers are of paramount importance and many
different services are provided to these customers? C Which organizational structure has the disadvantage of ambiguous roles for some senior executives? C What is the most complex form of organizational structure? True Medium-sized firms tend to be divisionally structured, whereas large firms tend to use an SBU (strategic business unit) or matrix structure. False Tasks
and activities are grouped together by business function in a divisional organizational structure. False A functional structure can be effective at eliminating short-term and narrow thinking. True Most large companies have abandoned the functional structure in favor of decentralization. False With a divisional structure, it is possible that competition between divisions may become so intense that it leads to improved sharing of ideas and resources for the common good of the firm. True With a divisional structure by customer, an organization can effectively cater to the requirements
of clearly defined customer groups. False Because activities are organized according to the way work is actually performed, a divisional structure by process is similar to the matrix structure. True The most complex of all organizational structures is a matrix structure. False With the matrix structure it is common for functional resources to be duplicated. A divisional structure has some clear advantages. The first is that accountability is clear. Also, it creates career development opportunities for managers, allows local control of local situations, leads to a competitive climate within an organization, and allows new businesses and products to be added easily. A divisional structure does have its limitations. A divisional structure is costly because each division requires functional specialists who must be paid, there exists some duplication of staff services, facilities and personnel, and better-qualified individuals require higher salaries. It is also costly because it requires an elaborate headquarters-driven control system. Competition between divisions may become so intense that it is dysfunctional. A divisional structure can lead to limited sharing of ideas and resources. Some regions, products, or customers may receive special treatment. What are the advantages and disadvantages of a divisional organizational structure? The four basic ways a divisionally structured firm could be organized are: 1) by geographic area, 2) by product or service, 3) by customer, and 4) by process. List the four basic ways a divisionally structured firm could be organized. D When developing an organizational chart, you should False When developing an organizational chart, the title president should be reserved for the top executive of the firm. True When developing
an organizational chart, it is not wise to recommend that any executive have a dual title. True In developing an organizational chart, avoid having a particular person reporting to more than one person in the chain of command. False In publicly held U.S. companies it is becoming increasingly common
to combine the positions of chairperson of the board and the CEO. E Which term is primarily concerned with shareholder well-being rather than employee well-being? B The primary benefit sought
from restructuring is C What action involves reconfiguring or redesigning work, jobs, and processes for the purpose of improving cost, quality, service, and speed? C What change strategy involves giving orders and enforcing those orders? E Resistance to change can manifest itself through D A change strategy that attempts to convince people that the change is to their personal advantage is B Which of the following is in keeping
with the current view of organizational change? B Just-in-time describes False In terms of number of employees, restructuring usually involves increasing the size of the firm. True Reengineering
does not usually affect the organizational structure or chart, nor does it imply job loss or employee layoffs. False Six Sigma is generally equally successful in retail firms and manufacturing firms. False The focus of restructuring is changing the way work is actually carried out. True People's anxieties are raised with the thought of change because they fear economic loss, inconvenience, uncertainty, and a break in normal social patterns. True Resistance to change can be considered the single greatest threat to successful strategy implementation False A rational change strategy means giving orders and enforcing those orders. True When the rational type change strategy is successful, strategy implementation can be relatively easy. False The advantage of the educative change
strategy is that implementation is quick and relatively easy. False The rational change strategy is one that presents information to convince people of the need for change True A force change strategy is plagued by low commitment and high resistance.
False Organizational change today should be viewed as a project or event rather than as a continuous process. False JIT significantly increases the costs of implementing strategies True Besides reducing worker alienation and stimulating
productivity, ESOPs allow firms other benefits, such as substantial tax savings. False A tax benefit of ESOP plans is that they empower owners to work as employees. In contrast to restructuring, reengineering is concerned more with employee and customer well-being than shareholder well-being. Reengineering does not usually affect the organizational structure or chart, nor does it imply job loss or employee layoffs. Whereas restructuring is concerned with eliminating or establishing, shrinking or enlarging, and moving organizational departments and divisions, the focus of reengineering is changing the way work is actually carried out. Reengineering is characterized by many tactical (short-term, business-function-specific) decisions, whereas restructuring is characterized by strategic (long-term, affecting all business functions) decisions How does reengineering differ from restructuring? Although there are various approaches for implementing changes, three commonly used strategies are a force change strategy, an educative change strategy, and a rational or self-interest change strategy. A force change strategy involves giving orders and enforcing those orders; this strategy has the advantage of being fast, but low commitment and high resistance plague it. An educative change strategy is one that presents information to convince people of the need for change; the disadvantage of an educative change strategy is that implementation becomes slow and difficult. However, this type of strategy evokes greater commitment and less resistance than does the force change strategy. Finally, a rational or self-interest change strategy is one that attempts to convince individuals the change is to their personal advantage. When this appeal is successful, strategy implementation can be relatively easy. What are the three commonly used strategies or approaches for implementing changes in an organization? Give an advantage and/or disadvantage for each type of approach An ESOP is a tax-qualified, defined-contribution, employee-benefit plan whereby employees purchase stock of the company through borrowed money or cash contributions. ESOPs control more than $600 billion in corporate stock in the United States. ESOPs empower employees to work as owners. Besides reducing worker alienation and stimulating productivity, ESOPs allow firms other benefits, such as substantial tax savings. Explain the nature and role of ESOPs in strategic management D For upper-level
executives, ________ is the major variable used for compensation incentives. B All of the following statements regarding the recent trend in Japan of switching from seniority-based pay to performance-based approaches are true EXCEPT D What pay strategy requires employees or departments to establish performance
targets, which, if exceeded, result in bonuses for all members? B Formal statements of organizational philosophy, charters, creeds, materials used for recruitment and selection, and socialization help an organization A Changing a strategy to fit an existing culture D All of the following are examples of offerings at companies to promote a corporate wellness culture EXCEPT D All of the following are ways and means for altering an organization's culture EXCEPT D Aspects of an existing culture that are antagonistic to a proposed strategy should be D Glass ceiling refers to E According to the information in the text, how many Fortune 500 have women CEOs? C Wellness programs E In
2017, which governmental entity will impose penalties up to $450 on any employee who fails to undergo certain health screenings or treatment plans? True A dual bonus system is based on both annual objectives and long-term objectives. False In Japan, performance rather than seniority has traditionally been the key factor in determining pay. True Changing a strategy to fit an existing culture is not as effective as changing a firm's culture to fit a new strategy. False Changing
a strategy to fit an existing culture is usually more effective than changing a firm's culture to fit a new strategy. False Strategists should strive to preserve, emphasize, and build upon aspects of an existing culture that are antagonistic to a proposed strategy. True Recruitment, promotion, and
mentoring are ways to alter an organization's culture. True When attachments to a culture are severed in an organization's attempt to change direction, employees and managers often experience deep feelings of grief. False The work and family issue is overwhelmingly a women's issue.
True The United States is a leader globally in promoting women and minorities into mid- and top-level managerial positions in business. True A recent study reports that nearly 90 percent of employers today offer some kind of wellness incentives or prizes to employees who "get healthier." Work/family strategies have become so popular among companies today that the strategies now represent a competitive advantage for those firms that offer such benefits as elder care assistance, flexible scheduling, job sharing, adoption benefits, an on-site summer camp, employee help lines, pet care, and even lawn service referrals. New corporate titles such as work and life coordinator and director of diversity are becoming common. A corporate objective to become more lean and mean must today include consideration for the fact that a good home life contributes immensely to a good work life. The work/family issue is no longer just a women's issue. A corporate objective to become more lean and mean must today include consideration for the fact that a good home life contributes immensely to a good work life. Discuss how work life/home life balance is being addressed by organizations Sets with similar termsBUSI 400 Ch. 745 terms nbbram Ch. 7 Multiple Choice55 terms hnicolelacey Chapter 7 -- Implementing Strategies (Management a…27 terms kpatschke OB2: Chapter 343 terms asr1593 Sets found in the same folderGEB Chapter 828 terms nbriglia Capstone 259 terms Tristan_Bolas Chapter 8 - Implementing Strategies: Marketing, Fi…103 terms sammieg20 Chapter 6-Strategic Management103 terms tyleryork85 Other sets by this creatorSHRM CP - Things to Know155 terms jewel808 SHRM - SCP - Workplace - Identifying and…31 terms jewel808 SHRM SCP - Interpersonal - Communication…32 terms jewel808 SHRM SCP - Organization - IT Purchasing Process/Ma…15 terms jewel808
Recommended textbook solutionsHuman Resource Management15th EditionJohn David Jackson, Patricia Meglich, Robert Mathis, Sean Valentine 249 solutions Human Resource Management15th EditionJohn David Jackson, Patricia Meglich, Robert Mathis, Sean Valentine 249 solutions
Information Technology Project Management: Providing Measurable Organizational Value5th EditionJack T. Marchewka 346 solutions Information Technology Project Management: Providing Measurable Organizational Value5th EditionJack T. Marchewka 346 solutions Related questionsQUESTION An organization's decision to hire for an open position is in the domain of: 14 answers QUESTION Which controls apply to reducing the threat of unauthorized changes to payroll master file? 5 answers
QUESTION Induced strategic behavior does not result in true innovation because it is a top-down process rather than a bottom- up process. 15 answers QUESTION 59. Michele's job as an accounting assistant was recently modified to include reconciling bank accounts and making deposits, two tasks previously done by the accounting manager. This increase in responsibility would best be described as 2 answers Why do changes in company strategy often require change in the way an organisation is structured?Strategy supports the organizational structure. When the firm's strategy is changed, the firm must also change its structure to assist the new strategy. If it does not change, the structure restrains the organization from performing the new strategy.
Why do changes in company strategy often require changes in the way an organization is structured quizlet?Why do changes in company strategy often require changes in the way an organization is structured? Structure dictates how goals and objectives will be established. Structure dictates how resources will be allocated. Structure should be designed to facilitate the strategic pursuit of a firm.
Why do company need to change their strategy?New strategies can help a company to perform more effectively or cost-efficiently, or can help them to enter a new, more profitable industry or market segment. Changes in strategy can also help a stagnant company to reclaim its former growth rates.
How does strategy affect organizational structure?Strategy shifts structure
A company's strategy can cause the structure to change or shift. As a business creates specific goals, marketing strategies and market analysis, it may need to change its structure. For example, a company whose goal is to open a new location may need to adjust its teams and department sizes.
|