Q&A Hero

Q: (p. 366) Researcher David Goleman addressed the question of: A. What types of competencies are needed among organizational leaders? B. The optimal age and maturity for successful organizational leaders C. What types of personality attributes generate the ideal type of competencies needed in organizations? D. How an organization can groom new executives from within

Q: (p. 364) ___________ will increase pressure on corporations to push authority downward in their organizations. This means every line manager will have to exercise leadership prerogatives to an extent unthinkable a generation earlier. A. Globalization B. Fragmentation of industries C. Consolidation of industries D. The accelerated pace and complexity of business

Q: (p. 364) Leaders look to managers to execute strategy, accept risk and cope with the complexity of change. So, _________ becomes a major leadership role. A. Setting short-term strategy B. Selection and development of key managers C. Establishing priority among senior executives D. Limiting managerial "buy-in"

Q: (p. 362) Leaders shape organizational _____ through their passion for the enterprise and the selection/development of talented managers to be future leaders. A. strategic intent B. culture C. vision D. strategy

Q: (p. 362) __________ is a highly motivated sense of commitment to what you do and want to do. A. Passion B. Patience C. Perseverance D. Principle

Q: (p. 360) Perseverance is the capacity to see a _______ through to completion long after most people would have stopped trying. A. Commitment B. Passion C. Principle D. Integrity

Q: (p. 362) _____________ can be seen in principles, honesty and "living by example." This can become a major force by which a leader will shape and move his or her organization. A. Prioritization B. Transparency C. Strategy D. Long-term objectives

Q: (p. 361) An effective organization is better built and is strongest when: A. Its leaders clearly articulate their vision for the firm B. Its leaders show by example what principles are important C. Its leaders "manage from afar" D. Its leaders micromanage the employees of the firm

Q: (p. 361) A future leader's personal philosophies and choices ___________ for any key leaders of any organization. A. Manifest themselves exponentially B. Are usually diminished over time C. Always permeate the company D. Become less pronounced with time

Q: (p. 359) ____________ are your fundamental personal standards that guide your sense of honesty, integrity and ethical behavior. A. Values B. Ethics C. Principles D. Passions

Q: (p. 359) _____ is the capacity to see a commitment through to completion long after most people would have stopped trying. A. Principle B. Passion C. Perseverance D. Strategic intent

Q: (p. 358) Which one of the following is NOT a way by which good leaders go about building the organization they want and dealing with problems and issues? A. Education B. Perseverance C. Visioning D. Principles

Q: (p. 358) ____________ is the effort to familiarize future leaders with the skills important to the company and to develop exceptional leaders among the managers you employ. A. Identifying an action plan B. Education and leadership development C. Developing principles D. Creating passion

Q: (p. 358) Because leaders are attempting to embrace change, they are often _____________ their organization. A. Abandoning B. Rebuilding or remaking C. Divesting businesses in D. Repositioning

Q: (p. 356) Vision is a ____ picture. A. present B. past C. future D. timely

Q: (p. 356) A key element of good organizational leadership is to make clear the ___________ a leader has for the organization and managers in it, as they seek to move toward the vision. This will help keep the firm on track in the present term. A. Strategic purpose B. Strategic goals C. Alternative structures D. Performance expectations

Q: (p. 356) The statement, Our company is a global business system for which we raise capital to make concentrate and sell it at an operating profit. Then we pay the cost of that capital. Shareholders pocket that difference, is an example of a A. Leader's principle B. Mission C. Leader's vision D. Strategic intent

Q: (p. 356) The statement, Facebook helps you connect and share with the people in your life, is an example of a A. Leader's principle B. Mission C. Leader's vision D. Strategic intent

Q: (p. 355) Vision should be A. varied B. complex C. simple D. long

Q: (p. 355) A _________ is an articulation of a simple criterion or characterization of what the leader sees the company must become to establish and sustain global leadership. A. Leader's principle B. Mission C. Leader's vision D. Strategic intent

Q: (p. 355) Traditionally, the concept of _________ has been a description or picture of what the company could be that accommodates the needs of all its stakeholders. A. Mission B. Vision C. Strategy D. Performance

Q: (p. 355) Leaders help their company embrace change by setting forth their ________ a clear sense of where they want to lead the company and what results they expect to achieve. A. Strategic quota B. Mission C. Vision D. Strategic intent

Q: (p. 355) Leaders galvanize commitment to embrace change through __________, building an organization, and shaping organizational culture. A. by strategic planning B. developing a mission C. developing a Vision D. clarifying strategic intent

Q: (p. 355) Leaders galvanize commitment to embrace change through clarifying strategic intent, building an organization, and A. by strategic planning B. developing a mission C. developing a Vision D. shaping organizational culture

Q: (p. 355) Which of the following is NOT a way through which leaders galvanize commitment to embrace change? A. Involve every employee in corporate strategic decision making B. Shape organizational culture C. Build the organization D. Clarify strategic intent

Q: (p. 353) _____________ is the process and practice by key executives of guiding and shepherding people in an organization toward a vision over time and developing that organization's future leadership and organizational culture. A. Organizational structure B. Organizational strategy C. Organizational leadership D. Cultural context

Q: (p. 322) Once a business grows from a simple structure, it usually leads to the need for a: A. Product-team structure B. Divisional structure C. Functional organizational structure D. Matrix organizational structure

Q: (p. 321) Most businesses in this country and around the world are: A. Matrix organizations B. Product-process organizations C. Simple organizations D. Strategic business units

Q: (p. 321) Simple organizational structures are most efficacious in businesses that serve: A. A broad, international product/market B. A highly fragmented market C. A cost-competitive product/market D. A local product/market or narrow niche

Q: (p. 321) Simple structures encourage employees to: A. Limit the scope of their work B. Specialize in one discipline C. Take significant risks D. Multitask

Q: (p. 321) The structure of a simple organization: A. Limits the owner's(s') control B. Maximizes the owner's(s') control C. Minimizes the owner's(s') control D. Slightly increases the owner's(s') control

Q: (p. 321) __________ is used in a simple structure. A. A formalized arrangement of tasks B. A high level of empowerment C. Hierarchical supervision including several management levels D. Direct supervision

Q: (p. 321) In a _________, communication is highly informal. A. Simple organizational structure B. Strategic business unit C. Holding company D. Functional organizational structure

Q: (p.321) A ________ is one where there is an owner and usually a few employees where the arrangement of tasks, responsibilities and communication is highly informal and accomplished through direct supervision. A. Matrix structure B. Functional structure C. Strategic business unit D. Simple organizational structure

Q: (p. 321) A ___________ usually prevails in the smallest of businesses. A. Simple organizational structure B. Divisional organizational structure C. Functional organization D. Matrix organization

Q: (p. 321) What is meant by organizational structure? A. Legal structure of the company B. Formalized arrangement of interaction and responsibility for tasks C. Size and scope of the company D. Level of diversification or concentration

Q: What are strategic alliances? What are their advantages and disadvantages?

Q: How does outsourcing create a modular organization?

Q: What is a virtual organization?

Q: Describe and evaluate the concept of self-management.

Q: What is business process reengineering? How is it used today?

Q: What is restructuring? How is used to emphasize and support strategically critical activities?

Q: How can a firm balance the demands for control/differentiation in the corporate level of management with the need for coordination/integration.

Q: What challenges does corporate management face in multibusiness and multinational companies?

Q: How does speed influence structural trends today? Describe digitization.

Q: How does the Internet influence structural trends today?

Q: Describe globalization as a trend shaping the structuring of businesses today.

Q: What needs arise leading to the use of the product-team structure?

Q: What is the matrix organizational structure?

Q: How is a strategic business unit structure different from a holding company structure?

Q: What is a strategic business unit?

Q: What are the benefits and disadvantages of a divisional structure?

Q: What are its advantages of a functional organizational structure over a simple organizational structure?

Q: What is a functional organization?

Q: Describe a simple organizational structure. What are the demands on an owner-manager in this structure?

Q: (p. 349) The ________ is an organization structure most notable for its lack of structure wherein knowledge and getting it to the right place quickly is the key reason for organization. A. Modular organization B. Joint venture C. Learning organization D. Ambidextrous organization

Q: (p. 348) ______ is an organization structured around the idea of sharing knowledge, seeking knowledge and creating opportunities to create new knowledge. A. A global company B. A learning organization C. An ambidextrous organization D. A modular organization

Q: (p. 349) Subramanian Rangan calls the shift characterizing the growing importance of organizational structures that enable global companies the chance to build competitive advantage: A. Exploration to exploitation B. Exploitation to exploration C. Integration to innovation D. Exploitation to innovation

Q: (p. 346) _______ are truly Internet-driven organizations designed to deliver speedy, customized, service-enhanced products to savvy customers from an integrated, boundary less organization, pulling together abundant, world-class resources digitally. A. B-Web structures B. Digitized structures C. Internet structures D. Virtual structures

Q: (p. 346) ______ exist between a company and its customers, suppliers, partners, regulators and competitors. A. Competitive boundaries B. Horizontal boundaries C. External interface boundaries D. Geographic boundaries

Q: (p. 345) _______ exist between different physical locations, countries or regions of the world and between cultures. A. Vertical boundaries B. Geographic boundaries C. External interface boundaries D. Horizontal boundaries

Q: (p. 345) _______ exist between operations and management and levels of management. A. External interface boundaries B. Horizontal boundaries C. Geographic boundaries D. Vertical boundaries

Q: (p. 345) ________ exist between different departments or functions in a firm. A. Vertical boundaries B. External interface boundaries C. Horizontal boundaries D. Geographic boundaries

Q: (p. 345) A _________ is an organizational structure that allows people to interface with others throughout the organization without need to wait for a hierarchy to regulate that interface across functional, business and geographic boundaries. A. Strategic alliance B. Boundary less organization C. B-web structure D. Non-traditional structure

Q: (p. 345) Management icon Jack Welch coined the term _________ to characterize his vision of what he wanted GE to become. A. Strategy-centric B. Boundary less organization C. Ambidextrous D. Learning organization

Q: (p. 343) Strategic alliances have several advantages for firms seeking agile, responsive organizational structures. Which of the following is NOT an advantage of such an arrangement? A. Networking and relationship building B. Increased control over proprietary information and intellectual property C. Leverages several firms' core competencies D. Limits capital investment

Q: (p. 343) _______ are arrangements between two or more companies in which they both contribute capabilities, resources or expertise to a joint undertaking, usually with an identity of its own, with each firm giving up overall control in return for the potential to participate in and benefit from the relationship. A. Joint ventures B. Strategic alliances C. Outsourcing agreements D. Contractual diversification

Q: (p. 341) Outsourcing has many potential advantages. Which of the following is NOT a potential advantage of outsourcing as a means to create an agile, virtual organization? A. It can lower costs incurred when the activity outsourced is done in-house B. It can reduce the amount of capital a firm must invest in production or service capacity C. The firm's managers and personnel can concentrate on mission-critical activities D. Careful selection of outsource partners allows the firm to eliminate the need to learn and develop many of its abilities

Q: (p. 339) ______ is having an outside company manage numerous routine business management activities usually done by employees of the company. A. Business process outsourcing B. Business process reengineering C. Digitizing D. Differentiation

Q: (p. 339) _______ is the most rapidly growing segment of the outsourcing services industry worldwide. A. Business process reorganization B. Business process reengineering C. Business process outsourcing D. Business leasing

Q: (p. 339) A(n) _______ provides products or services using different, self-contained specialists or companies brought together to contribute their primary or support activity to result in a successful outcome. A. Outsourcer B. Ambidextrous organization C. Modular organization D. Virtual organization

Q: (p. 338) _________ is simply obtaining work previously done by employees inside the companies from sources outside the company. A. Networking B. Prioritizing C. The learning organization D. Outsourcing

Q: (p. 338) A(n) ________ is one that identifies a set of business capabilities central to high-profitability operations and then builds a virtual organization around those capabilities. A. Modular organization B. Agile organization C. Virtual structure D. Ambidextrous organization

Q: (p. 338) _______ is defined as a temporary network of independent companies linked primarily by information technology to share skills, access to markets and costs. A. Outsourcing B. A virtual organization C. The agile organization D. A modular organization

Q: (p. 338) Corporations today are increasingly seeing their structure become an elaborate network of external and internal relationships. This is known as: A. Webbing B. The agile organization C. Outsourcing D. The virtual organization

Q: (p. 337) One outcome of downsizing is increased _______ at operating levels of the company. This is allowing work groups or teams to supervise and administer their work without a direct supervisor exercising the supervisory role. A. Self-management B. Empowerment C. Reengineering D. Restructuring

Q: (p. 336) ______ is eliminating the number of employees, particularly middle management, in a company. A. Scrutinizing B. Self-management C. Empowerment D. Downsizing

Q: (p. 335) _______ is intended to place the decision-making authority that is more relevant to the customer closer to the customer, in order to make the firm more responsive to the customer's needs. A. Delegation B. Empowerment C. Business process reengineering D. Functional orientation

Q: (p. 335) ________ was popularized by Hammer and Champy and is one of the more popular methods by which organizations worldwide have been undergoing restructuring efforts to remain competitive in the twenty-first century. A. Restructuring B. The learning organization C. Empowerment D. Business process reengineering

Q: (p. 334) _____ is redesigning an organizational structure with the intent of emphasizing and enabling activities most critical to the firm's strategy to function at maximum effectiveness. A. Restructuring B. Empowerment C. Business process reengineering D. Implementing the learning organization