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Question
With regard to organizational structure, the increasing need for strategic flexibility in an increasingly competitive global marketplace has led to:A. Simpler structures
B. Organizations brining more of their operations back into the firm
C. Fewer franchises
D. The adoption of less structure corporate forms of organization
E. More centralized decision making
Answer
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Related questions
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What is a strategic control system? What is the difference between feedforward and feedback controls?
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A. Means that an organization must liquidate its assets
B. Means that some management decisions must be approved by a court
C. Is intended for companies that have lots of liquid assets but are locked into an unfair labor contract
D. Is most successful if an organization has very high debt levels
E. None of the above
Q:
Which of the following provides an opportunity for an organization to work out a plan for solving its financial problems under the supervision of a federal court?
A. Prepackaged reorganization strategy
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B. Leveraged buyouts
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Q:
National cultures can be classified on their levels of Confucian dynamics. This means:
A. The degree to which decisions are focused on the long term or short term
B. The degree to which society draws strong distinctions between gender roles
C. The degree to which members of society accept uneven power distribution
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Most firms that file for Chapter XI protection are able to retain most of their assets through the end of the reorganization process.
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Restructuring can be defined as a detailed analysis of a firm's competitors and other external stakeholders and competitive forces.
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No strategy or organizational design works indefinitely.
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If a foreign subsidiary plays a unique role as a part of an interdependent network of subsidiaries, it is playing the role of:
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B. Global implementation
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Q:
Which structure combines the essential elements of the functional and divisional structures?
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B. Divisional
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Q:
Which functional area is largely responsible for spanning the boundary of the organization to interact with customers?
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What are the characteristics of a well-developed functional strategy?
Q:
What is the resource-based view of the firm? What categories of resources does a firm possess?
Q:
Enactment is the process of:
A. Responding to the environment
B. Evaluating the environment
C. Influencing the environment
D. Retreating from the environment
E. Ignoring the environment
Q:
Corporate-level decisions are typically made by:
A. Low-level employees
B. The CEO and/or board of directors
C. Functional managers
D. Department heads
E. Stockholders
Q:
Corporate strategy formulation deals primarily with:
A. How firms compete in the business areas they have selected
B. High-level financial analysis
C. The details of functional area strategies
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E. All of the above
Q:
Strategy formulation involves which of the following?
A. Corporate-level, business-level, and division-level strategy formulation
B. Functional-level, employee-level, and customer-level strategy formulation
C. Corporate-level, business-level, and functional-level strategy formulation
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A. Employees
B. Stockholders
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What is on the two axes of the Boston Consulting Group Matrix?
A. Stars and cash cows
B. Business growth rate and relative competitive position
C. Market share and relative competitive position
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E. Business growth rate and cash flow
Q:
Mergers are more likely to be successful if:
A. They are expensive
B. They are friendly
C. They involve high premiums
D. The managers of the acquired firm leave to make way for new managers
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Synergy among businesses is created instantly if they are related to each other.
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A. Differentiation
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A. Sales always increase with increasing amounts of output
B. Loss of sales does not reduce scale benefits
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