07 12 December 2018, questions and answers PDF

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Chapter 07 Managing and Leading the Organization's Talent 1.!What are considered to be the cornerstones to the structural foundation of a business, how it operates, and how its tactical execution is tied to its strategic plan?! A.!Organizational Structure, Culture and Management Approach B.!Control Systems to Manage Strategic Intent C.!Mechanisms for Effective Talent Management D.!Operational Processes and Market Support & Alignment E.!All of the above!

2.!_______ relates to the formal framework around which the business system is designed and how such a structure directs and influences collaboration, the exchange of knowledge, the communication of and sharing of ideas, and the work environment surrounding the accomplishment of tasks and the meeting of responsibilities.! A.!Organizational Structure, Culture and Management Approach B.!Control Systems to Manage Strategic Intent C.!Mechanisms for Effective Talent Management D.!Operational Processes and Market Support & Alignment E.!Support of the overall corporate level vision and mission!

3.!_________ defines the managerial evaluation and control processes utilized to determine the success of the organization in meeting its strategic and operational goals and objectives! A.!Organizational Structure, Culture and Management Approach B.!Control Systems to Manage Strategic Intent C.!Mechanisms for Effective Talent Management D.!Operational Processes and Market Support & Alignment E.!Support of the overall corporate level vision and mission!

4.!________ refers to the decision-making hierarchy, the delegated span of control within an organization, and the allocation of position power within it.! A.!Organizational Structure, Culture and Management Approach B.!Control Systems to Manage Strategic Intent C.!Mechanisms for Effective Talent Management D.!Operational Processes and Market Support & Alignment E.!Support of the overall corporate level vision and mission!

5.!____________________ focuses on the processes and initiatives needed to support and direct the product/ service transformation process within the organization, the creation of the value proposition applicable to such products/services, and the distribution, marketing, sales, and service in support of these products/services.! A.!Organizational Structure, Culture and Management Approach B.!Control Systems to Manage Strategic Intent C.!Mechanisms for Effective Talent Management D.!Operational Processes and Market Support & Alignment

E.!Support of the overall corporate level vision and mission!

6.!________ refers to the process of dividing organizational functions into separate units.! A.!Coordination B.!A chain of command C.!Empowerment D.!Departmentalization !

7.!The traditional technique used to departmentalize an organization is by:! A.!function. B.!customer group. C.!geographic area. D.!production process.!

8.!Which of the following is considered to be an advantage of departmentalization?! A.!Employees become narrow specialists. B.!People in the same department tend to think alike. C.!Departments are isolated from one another. D.!Employee skills can be developed in depth.!

9.!_______ relates to the formal framework around which tasks are organized and responsibilities allocated within an organization.! A.!Culture B.!Environment C.!Structure D.!Management approach E.!Shareholder expectations!

10.!The concept of ______________ encompasses designing structure that considers the manner in which we interact with customers, and design the organization's framework in a way which best facilitates these interactions.! A.!expectations of customers B.!customer "touch points" C.!customer responsiveness D.!customer category E.!customer relationships!

11.!Many organizations have a tendency to follow a generalized structure development path as they flow through their _______.! A.!growth cycles B.!evolution cycles C.!progress

D.!life cycles E.!stages!

12.!A _______ organizational structure takes into consideration that individuals will have specific expertise related to defined departmental areas.! A.!Functional B.!Matrix C.!Customer D.!Divisional E.!Geographic!

13.!Which of the following is NOT one of the key questions that managers should take into consideration when developing the organization's framework?! A.!What specializations will best achieve the strategies? B.!What is the best structure? C.!What culture or environment is needed? D.!What management approach will best support the activities? E.!All of the above are key.!

14.!_______________ refer to those functions that an organization does as well as, or better than, any other organization in the world.! A.!Primary functions B.!Comparative strengths C.!Residual functions D.!Core competencies!

15.!Independence Electronics prides itself as a world-class producer of components used in CD and DVD players. The outstanding performance of the production department indicates that this activity is one of the firm's ________.! A.!fiscal responsibilities B.!core competencies C.!benchmark assets D.!target competitive advantages!

16.!HipHop Music Company assigns workers to departments based on similar skills and has created a marketing department, a production department, a finance department, and a personnel department. This suggests that HipHop departmentalizes by:! A.!process. B.!function. C.!user group. D.!tradition.!

17.!Gangsta Industries produces a variety of anti-crime and safety products such as burglar alarms, smoke

detectors, surveillance cameras, and specialty locks. Gangsta sells to households, businesses, and government agencies. They have found that each market group requires a different marketing strategy. Gangsta would probably benefit from departmentalization by:! A.!function. B.!process. C.!customer type. D.!market opportunities.!

18.!_______________ means that decision-making authority is delegated to lower-level managers and employees.! A.!Uniformity of authority B.!Decentralized authority C.!Specification of authority D.!Standardized authority !

19.!Organizations that require consistent production standards to help create a high quality public image would tend to favour:! A.!centralized authority. B.!an inverted organization. C.!a high level of employee empowerment. D.!flat organizational structures.!

20.!Greenwave Garden Centres is a national chain of discount gardening stores. The top management at Greenwave realizes that different regions in Canada have very different climates and soil conditions, so they give regional managers a great deal of freedom to decide exactly what types of plants, fertilizers, and other items to stock and how to best market these products. Greenwave is an example of a _______________ organization.! A.!bureaucratic B.!top down C.!free form D.!decentralized!

21.!As the head of the marketing department, Jody works with her subordinates on complex and challenging projects. The level of detail in this work requires Jody to spend a significant amount of time with her subordinates providing advice and support. Within the marketing department, Jody probably has a(n) ________ span of control.! A.!wide B.!narrow C.!unlimited D.!functional!

22.!Vaughn Studios organizes its operations by activity, such as production, marketing, accounting, and finance. Vaughn utilizes _____________ departmentalization in order to maximize their efficiency:! A.!product

B.!customer C.!functional D.!standardized!

23.!Dean's Formals, an old local business, is experiencing some severe cash flow problems. Therefore, in order to effectively address these problems the senior management has adopted the following decision making model,! A.!decentralized B.!laissez faire C.!centralized D.!divisional!

24.!Which of the following is a disadvantage of decentralized management?! A.!less efficiency B.!less empowerment C.!interorganizational conflict D.!less responsiveness to customers!

25.!Louise works in a company with fewer chances of advancement. This is considered a disadvantage of ___________.! A.!a wide span of control B.!a narrow span of control C.!departmentalization D.!job specialization!

26.!Compared to the decentralized management structure, which of the following is a disadvantage of the centralized management structure?! A.!Potential for interorganizational conflict. B.!Less top management control. C.!Less efficient. D.!Complex distribution system.!

27.!The optimum number of subordinates a manager can supervise is referred to as the:! A.!manager-subordinate ratio. B.!chain of command. C.!employee quota. D.!span of control.!

28.!The span of control for a manager:! A.!should never exceed 7 subordinates. B.!is no longer a relevant issue in this day of computerized offices. C.!depends on a number of factors, and can vary from one manager to another. D.!varies somewhat from manager to manager, but most managers operate best with a span of control of about 9

employees.!

29.!The business operations of the Cadet Corporation are complex, requiring a great deal of planning and coordination. The span of control for the managers of the Cadet Corporation is likely to be:! A.!narrow. B.!wide. C.!unrelated to these variables. D.!decentralized.!

30.!An organization that consists of many layers of management is referred to as a ____________ organization.! A.!flat B.!wide C.!tall D.!deep!

31.!The ________ an organization's structure, the ________ the span of control.! A.!flatter; wider B.!flatter; narrower C.!taller; wider D.!taller; flatter !

32.!An organization with only a few layers of management is known as a:! A.!tall organization. B.!flat organization. C.!leveraged organization. D.!coordinated organization.!

33.!The ________ an organization's structure, the ________ the span of control.! A.!flatter; wider B.!flatter; narrower C.!taller; wider D.!taller; flatter!

34.!Which of the following is NOT a factor used to determine the best organizational structure for a particular company?! A.!organization's size B.!geographic dispersion C.!range of business undertakings D.!current product growth E.!task specialization requirements!

35.!The ability to create a more efficient and effective structure, and create stronger customer relationships, can result in a(n) __________ in the marketplace.! A.!creative advantage B.!competitive advantage C.!functional advantage D.!quality advantage E.!operational advantage!

36.!Which of the following is NOT one of the building blocks that the reorganization of a business' structure generally focuses on?! A.!Customer intimacy B.!Work Efficiencies C.!Degree of Departmentalization D.!Defined functional areas E.!None of the above!

37.!________ refers to the need of the organization to fully analyze the type, number, and responsibilities of the various positions and align these to the tasks needed to be completed.! A.!Framework for customer connection B.!Work efficiencies C.!Continuous improvement tactics D.!Degree of Departmentalization E.!Customer intimacy !

38.!_________ refers to the dividing of the organization's work units into defined functional areas.! A.!Framework for customer connection B.!Work efficiencies C.!Continuous improvement tactics D.!Degree of Departmentalization E.!Customer intimacy!

39.!Culture reflects the ________ aspect of the internal processes and procedures which the organization uses to facilitate the completion of tasks and the management of outcomes.! A.!interactive B.!developmental C.!social engagement D.!psychological E.!behavioural!

40.!Which of the following is NOT one of the five key dimensions in Geert Hofstede's Cultural Dimensions Model?! A.!Risk Allowance B.!Individualism C.!Masculinity

D.!Certainty avoidance E.!Long-term orientation!

41.!________ refers to the degree of entrepreneurship which is embedded into the organization.! A.!Innovation support B.!Employee Interaction C.!Risk Allowance D.!Competitive Emphasis E.!Control Protocols!

42.!The key, with respect to this cultural framework, is to try and develop a culture which passionately pursues the _______ of the vision and the mission of the organization.! A.!enablement B.!attainment C.!facilitation D.!fulfilment E.!empowerment!

43.!This can also be thought of as the degree of passion which the organization communicates to its employees (and the frequency of such communications) relating to organizational successes and achievement of performance benchmarks.! A.!Innovation support B.!Employee Interaction C.!Risk Allowance D.!Competitive Emphasis E.!Control Protocols!

44.!_________ is often referred to as the "Chain of Command".! A.!Managerial hierarchy B.!Hierarchy requirements C.!Decision-Making control D.!Span of control E.!Nature of the work!

45.!_________ refers to the level of responsibility and decision-making authority which is transferred to each specific managerial position.! A.!Managerial hierarchy B.!Hierarchy requirements C.!Decision-Making control D.!Span of control E.!Nature of the work!

46.!________ refers to the grouping of tasks and the facilitation of the collaborative efforts between

departments which must occur within the organization.! A.!Managerial hierarchy B.!Hierarchy requirements C.!Coordination of the Work Effort D.!Span of control E.!Nature of the work!

47.!_________ refers to the number of subordinates a manager will have reporting to him or her.! A.!Managerial hierarchy B.!Hierarchy requirements C.!Decision-Making control D.!Span of control E.!Nature of the work!

48.!As ________ change, so must the business system framework required to ensure the successful execution of the revised strategic direction.! A.!strategies B.!plans C.!businesses D.!departments E.!Organizations!

49.!________ generally occurs when companies recognize a disconnection to their intended strategy as a result of disruptions which have occurred either internally or from the external marketplace.! A.!Fundamental change B.!Competitive pressure C.!Restructuring D.!Bankruptcy E.!Technology obsolescence !

50.!Restructuring an organization can be in response to which of the following:! A.!Immediate need to reduce costs B.!Competitive pressure C.!Significant growth D.!The launch of new products or services E.!All of the above!

51.!The goal of any restructuring initiative should be to increase the _______ and the long-term health of the organization.! A.!value B.!liquidity C.!costs D.!demand

E.!appeal!

52.!Which of the following is NOT required by the management team for a restructuring effort to be successful?! A.!Remain focused on the objectives desired B.!Get actively involved in the transformation process C.!Commit the staying power to see it to completion D.!Prioritization and sequencing of what needs to be accomplished E.!Full understanding of the rationale for the action!

53.!Which of the following is NOT fundamentally influenced by the structure, culture, and managerial approach?! A.!the flow of communication B.!learning curves for staff involved C.!the level of collaboration D.!the efficiency of the work being performed E.!the effectiveness of the work being performed!

54.!Organizational Structure, Culture and Management Approach is considered to be a cornerstones to the structural foundation of a business, how it operates, and how its tactical execution is tied to its strategic plan.! True!!!!False !

55.!Control Systems to Manage Strategic Intent is considered to be a cornerstones to the structural foundation of a business, how it operates, and how its tactical execution is tied to its strategic plan.! True!!!!False !

56.!Mechanisms for Effective Talent Management is considered to be a cornerstones to the structural foundation of a business, how it operates, and how its tactical execution is tied to its strategic plan.! True!!!!False !

57.!Operational Processes and Market Support & Alignment is considered to be a cornerstones to the structural foundation of a business, how it operates, and how its tactical execution is tied to its strategic plan.! True!!!!False !

58.!Organizational Structure, Culture and Management Approach relates to the formal framework around which the business system is designed and how such a structure directs and influences collaboration, the exchange of knowledge, the communication of and sharing of ideas, and the work environment surrounding the accomplishment of tasks and the meeting of responsibilities.! True!!!!False !

59.!Control Systems to Manage Strategic Intent relates to the formal framework around which the business system is designed and how such a structure directs and influences collaboration, the exchange of knowledge, the communication of and sharing of ideas, and the work environment surrounding the accomplishment of tasks and the meeting of responsibilities.! True!!!!False !

60.!Mechanisms for Effective Talent Management relates to the formal framework around which the business system is designed and how such a structure directs and influences collaboration, the exchange of knowledge, the communication of and sharing of ideas, and the work environment surrounding the accomplishment of tasks and the meeting of responsibilities.! True!!!!False !

61.!Operational Processes and Market Support & Alignment relates to the formal framework around which the business system is designed and how such a structure directs and influences collaboration, the exchange of knowledge, the communication of and sharing of ideas, and the work environment surrounding the accomplishment of tasks and the meeting of responsibilities.! True!!!!False !

62.!Control Systems to Manage Strategic Intent defines the managerial evaluation and control processes utilized to determine the success of the organization in meeting its strategic and operational goals and objectives! True!!!!False !

63.!Organizational Structure, Culture and Management Approach defines the managerial evaluation and control processes utilized to determine the success of the organization in meeting its strategic and operational goals and objectives! True!!!!False !

64.!Mechanisms for Effective Talent Management defines the managerial evaluation and control processes utilized to determine the success of the organization in meeting its strategic and operational goals and objectives! True!!!!False !

65.!Support of the overall corporate level vision and mission defines the managerial evaluation and control processes utilized to determine the success of the organization in meeting its strategic and operational goals and objectives! True!!!!False !

66.!Mechanisms for Effective Talent Management refers to the decision-making hierarchy, the delegated span of control within an organization, and the allocation of position power within it.! True!!!!False !

67.!Organizational Structure, Culture and Management Approach refers to the decision-making hierarchy, the delegated span of control within an organization, and the allocation of position power within it.! True!!!!False !

68.!Support of the overall corporate level vision and mission refers to the decision-making hierarchy, the delegated span of control within an organization, and the allocation of position power within it.!

True!!!!False !

69.!Operational Processes and Market Support & Alignment refers to the decision-making hierarchy, the delegated span of control within an organization, and the allocation of position power within it.! True!!!!False !

70.!Operational Processes and Market Support & Alignment focuses on the processes and initiatives needed to support and direct the product/service transformation process within the organization, the creation...