BUS5117 Strategic Management Unit 7 Graded Quiz — 25 Q&A
Verified Answers 2025
Course:
BUS5117 Strategic Management — University of the People (UoPeople)
Level:
MBA
Year:
2025/2026
Format:
Graded Quiz Solutions — 25 Q&A with Verified Answers
BUS5117 Unit 7 Graded Quiz — Strategy Implementation
25 Questions with Verified Answers | Score: 96/100
Question 1:
Which of the following elements in the McKinsey 7S framework is considered a "hard" element
that management can directly influence and change more easily?
A) Shared values
B) Style
C) Systems
D) Staff
Answer: C
Explanation:
The McKinsey 7S framework categorizes Strategy, Structure, and Systems as "hard" elements,
which are tangible, formally documented, and easier for management to directly control and
modify. Shared values, Style, Staff, and Skills are "soft" elements, which are intangible and deeply
embedded in the organizational culture.
Question 2:
, A multinational technology company operates in a highly dynamic environment where rapid
innovation and cross-functional collaboration between engineering and marketing are essential for
survival. Which organizational structure is BEST suited for this company?
A) Functional structure
B) Matrix structure
C) Divisional structure
D) Centralized bureaucratic structure
Answer: B
Explanation:
A matrix structure is best for dynamic environments requiring high levels of cross-functional
collaboration, as it pools specialized resources across different projects or product lines.
Functional structures are better suited for stable environments, while standard divisional
structures often lack efficient cross-departmental collaboration.
Question 3:
When executing a new strategic direction, a company experiences significant employee pushback
because the new strategy contradicts the long-standing "way things are done" within the firm.
This scenario best illustrates a failure in which critical alignment area?
A) Resource allocation
B) Culture-strategy fit
C) Financial control
D) Structural differentiation
Answer: B
Explanation:
Culture-strategy fit is crucial for successful implementation. When a newly formulated strategy
clashes with the existing organizational culture (the shared values, beliefs, and behavioral norms),
employees are likely to resist the changes, causing the implementation effort to fail.
Question 4:
In the context of strategy implementation, what is the primary disadvantage of relying on a
functional organizational structure?
A) It creates severe duplication of resources across multiple product lines.
B) It requires a highly complex reporting system with dual reporting lines.
Verified Answers 2025
Course:
BUS5117 Strategic Management — University of the People (UoPeople)
Level:
MBA
Year:
2025/2026
Format:
Graded Quiz Solutions — 25 Q&A with Verified Answers
BUS5117 Unit 7 Graded Quiz — Strategy Implementation
25 Questions with Verified Answers | Score: 96/100
Question 1:
Which of the following elements in the McKinsey 7S framework is considered a "hard" element
that management can directly influence and change more easily?
A) Shared values
B) Style
C) Systems
D) Staff
Answer: C
Explanation:
The McKinsey 7S framework categorizes Strategy, Structure, and Systems as "hard" elements,
which are tangible, formally documented, and easier for management to directly control and
modify. Shared values, Style, Staff, and Skills are "soft" elements, which are intangible and deeply
embedded in the organizational culture.
Question 2:
, A multinational technology company operates in a highly dynamic environment where rapid
innovation and cross-functional collaboration between engineering and marketing are essential for
survival. Which organizational structure is BEST suited for this company?
A) Functional structure
B) Matrix structure
C) Divisional structure
D) Centralized bureaucratic structure
Answer: B
Explanation:
A matrix structure is best for dynamic environments requiring high levels of cross-functional
collaboration, as it pools specialized resources across different projects or product lines.
Functional structures are better suited for stable environments, while standard divisional
structures often lack efficient cross-departmental collaboration.
Question 3:
When executing a new strategic direction, a company experiences significant employee pushback
because the new strategy contradicts the long-standing "way things are done" within the firm.
This scenario best illustrates a failure in which critical alignment area?
A) Resource allocation
B) Culture-strategy fit
C) Financial control
D) Structural differentiation
Answer: B
Explanation:
Culture-strategy fit is crucial for successful implementation. When a newly formulated strategy
clashes with the existing organizational culture (the shared values, beliefs, and behavioral norms),
employees are likely to resist the changes, causing the implementation effort to fail.
Question 4:
In the context of strategy implementation, what is the primary disadvantage of relying on a
functional organizational structure?
A) It creates severe duplication of resources across multiple product lines.
B) It requires a highly complex reporting system with dual reporting lines.
