Verified Test Bank | Organizational Structures And – Ch.9 - Strategic Mgmt 4e | Updated Test Bank Henry by Anthony E. Henry. DOCX document preview.
Chapter 9: Organizational Structures and Strategic Change
Test Bank
Type: fill-in-blank
Title: Chapter 09 Question 01
1) Alfred Chandler (1962) was of the view that ‘structure follows ___________’.
Type: true-false
Title: Chapter 09 Question 02
2) Subsequent research has found that Chandler’s dictum that ‘structure follows strategy’ is reasonably accurate.
a. True
b. False
Type: multiple choice question
Title: Chapter 09 Question 03
3) A very small firm is likely to have which type of structure?
a. Matrix
b. Functional
c. Entrepreneurial
d. Divisional
Type: fill-in-blank
Title: Chapter 09 Question 04
4) The problems of role ambiguity and role incompatibility are most likely to occur within a _________________ structure.
Type: fill-in-blank
Title: Chapter 09 Question 05
5) The configuration of outsourced activities around a central hub is known as a _______________ structure.
Type: true-false
Title: Chapter 09 Question 06
6) Nike and Zara both outsource manufacturing activities to specialist firms, while retaining tight control at the centre over their distinctive capabilities. This is a typical network structure.
a. True
b. False
Type: multiple choice question
Title: Chapter 09 Question 07
7) Bartlett and Ghoshal identified three distinct processes in firms that considered processes to be more important than structures. These processes are entrepreneurial process, competence-building process and:
a. Renewal process
b. Improvement process
c. Risk taking process
d. Support process
Type: multiple response question
Title: Chapter 09 Question 08
8) Which of the below describes a competence-building process? Please select all that apply.
Type: fill-in-blank
Title: Chapter 09 Question 09
9) A____________ system will include agreed objectives between senior managers and managers of business units, and a mechanism for monitoring performance based on these objectives and for providing feedback to managers.
Type: multiple response question
Title: Chapter 09 Question 10
10) Goold and Quinn (1990) suggest three reasons for establishing control systems:
Type: multiple choice question
Title: Chapter 09 Question 11
11) Goold and Quinn (1990) suggest a contingency approach to strategic control. The parameters they use for ascertaining which strategic control approach to use are:
a. Environmental turbulence and the degree to which goals are measurable.
b. Size of firm and the degree to which goals are measurable.
c. Environmental turbulence and industry life cycle.
d. Size of firm and industry life cycle.
Type: fill-in-blank
Title: Chapter 09 Question 12
12) Argyris argues that firms need to go beyond _______________ learning.
Type: multiple response question
Title: Chapter 09 Question 13
13) A ‘loose-tight’ structure is one where: Please select all that apply.
Type: multiple response question
Type: fill-in-blank
Title: Chapter 09 Question 15
15) Strategic change is about ensuring that there is a fit between an organization’s resources and capabilities and its changing __________________________.
Type: fill-in-blank
Title: Chapter 09 Question 16
16) ____________________describes ‘prolonged periods of growth where no major upheaval occurs in management practices’ (Greiner 1972:38).
Type: true-false
Title: Chapter 09 Question 17
17) In terms of Greiner’s ‘Five Phases of Growth’ model, the first phase of growth is ‘crisis of leadership’.
a. True
b. False
Type: fill-in-blank
Title: Chapter 09 Question 18
18) _____________________ is an inability or unwillingness to change even when the external environment very strongly suggests that change is required.
Type: fill-in-blank
Title: Chapter 09 Question 19
19) Hammer (1990) suggests that ______________________________ can be used to radically overhaul the way the business operates.
Type: fill-in-blank
Title: Chapter 09 Question 20
20) In discussing the challenges surrounding strategic change, Gerry Johnson introduces the term________. This refers to a situation in which the strategy being pursued by an organization becomes less relevant to the environment in which the organization competes.
Type: multiple response question
Title: Chapter 09 Question 21
21) A matrix-of-change approach allows managers to think through the following change issues before attempting implementation:
Type: multiple response question
Type: multiple response question
Type: multiple response question
Type: true-false
Title: Chapter 09 Question 25
25) According to Collins and Porras, visionary organizations stimulate change through “big hairy audacious goals”.
a. True
b. False
Type: fill-in-blank
Title: Chapter 09 Question 26
26) Hamel and Prahalad (1989) use the term _________________ to describe an organization’s pursuit of overarching goals.
Type: true-false
Title: Chapter 09 Question 27
27) It was found by Collins and Porras that visionary organizations tended to have charismatic leaders.
a. True
b. False
Type: true-false
Title: Chapter 09 Question 28
28) The Theory Z organization is based on having a high level of bureaucratic procedures.
a. True
b. False
Type: fill-in-blank
Title: Chapter 09 Question 29
29) Collins uses the analogy of a ____________ to describe organizations that are very good at one particular thing.
Type: multiple response question
Title: Chapter 09 Question 30
30) According to Collins (1994), the good-to-great companies developed their strategies based on an understanding of these three questions: Please select all that apply.