Chapter13_Version1

更新时间:2023-08-01 08:14:50 阅读：评论：0

Organisational configuration consists of:

a.	Structure, process and relationships
b.	Structure, people and systems
c.	People, systems and process
d.	Technology, process and people

Organisation design is all about utilising the latest fashions in office furniture to create an atmosphere conducive to success.

a.	True
b.	Fal

Which of the following is not an advantage of a centralid organisation structure3

a.	Better co-ordination of units
b.	More consistent decision making
c.	Less duplication of effort
d.	Less motivation for middle managers

The following is not a type of organisational structure:i_13_04

a.	Functional structure
b.	Operational structure
c. 总是梦见前男友是什么意思	Matrix structure
d.	Holding company structure
e.	Multidivisional structure

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A functional structure divides responsibilities according to:

a.	Geographic regions
b.	Primary roles such as marketing, finance and technology
c.	Subsidiaries within the holding company
d.	Product divisions and geographic regions simultaneously

Which of the following is not an advantage of a multidivisional structure?

a.	Flexibility to add or divest divisions
b.	法国有哪些城市 Control by performance
c.	Fragmentation
d.	Ownership of strategy
e.	Specialisation of competences

Which of the following is a commonly ud basis for organising a multidivisional structure?

a.	Geography
b.	Personnel
c.	Technology
d.	Revenues generated

Which of the following departments would you not expect to find in a functional structure?食醋化学式

a.	Marketing department
b.	Human resources department
c.	Finance department
d.	International department

The speed with which strategies can be implemented will be greater the more hierarchical the structure of the organisation is.

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a.	True
b.	Fal

10.

Which of the following statements is true of a matrix organisation?

a.	Cross-functional teams are formed and then re-formed according to the project needs of the organisation.
b.	Unity of command is a fundamental design principle for matrix structures.
c.	Matrix organisations are also known as multidivisional structures.
d.	Matrix structures are usually ud when tasks are standardid and specialisation of staff is required.

11.

Which of the following statements is most likely to be true of a decentralid organisation?

a.	Ownership and commitment to a strategy is likely to be greater than in a centralid structure.
b.	Managers are likely to be less motivated than in a centralid structure.
c.	There will be less opportunity to make your mark and get on.
d.	Poor decision making is likely to result with so many junior managers making them.

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12.

A virtual organisation is one which only operates over the Internet.

a.	True
b.	Fal

13.

Which of the following are three disadvantages of divisional structures?

a.	Divisions can become so lf-sufficient that they duplicate the functions and costs of the corporate centre of the company.
b.	Divisionalisation tends to get in the way of cooperation and knowledge-sharing between business units.
c.	Divisions may become too autonomous, with divisions pursuing their own strategies almost regardless of the needs of the corporate parent.
d.	Specialisation within a division allows competences to develop with a clearer focus on a particular product group, technology or customer group.
e.	在家兼职工作 Management responsibility for a whole divisional business is good training in taking a strategic view for managers expecting to go on to a main board position.

14.

Which of the following is not an example of a configuration dilemma when organising for success?

a.	Cost leadership versus differentiation
b.	Hierarchies versus networks
c.	Centralising versus devolving
d.	Holistic solutions versus best practice
e.	Vertical accountability versus horizontal integration

15.

Which approach to strategy highlights the importance of fit between strategy, structure, systems, staff, style, skills and superordinate goals?

a.	McKiny’s 7-S
b.	Porter’s Diamond
c.	Mintzberg’s Design
d.	Bartlett and Ghoshal’s Matrix

16.

Which of the following is most likely to be a danger for virtual organisations?

a.	That knowledge creation will only occur in the specialist activities of the parate partners.
b.	That costs will increa as the size of the organisation grows.
c.	That the organisation itlf gains too high a profile.
d.	That the organisation will need to outsource some activities.

17.

A transnational strategy is one that tries to combine which two elements?

a.	Low prices and low costs
b.	Global coordination and local responsiveness
c.	Local responsiveness and home country personnel
d.	Standardid products and local job creation

18.

Which structure combines the local responsiveness of the international subsidiary with the coordination advantages found in global product companies?

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a.	Transnational
b.	Matrix
c.	Multidivisional
d.	Functional

19.

Which multinational structure would be most suitable where there is low need for global co-ordination and low need for local independence?

a.	International divisions
b.	Global product divisions
c.	Local subsidiaries
d.	Transnational corporations

20.

According to Chandler strategy follows structure otherwi inefficiency results.

a.	True
b.	Fal

21.

Which of the following is the correct explanation of a team-bad structure?

a.	It combines both horizontal and vertical coordination via cross functional teams.
b.	It consists of many different teams, all being coached to compete against each other.
c.	It consists of many different projects which are created and dissolved on an ad hoc basis.
d.	It consists of different regional offices which all form their own cloly knit teams.

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