MGT Written Exam Questions Correctly Answered.
21. Implementing and executing a company's strategy A. is primarily the job of the company's board of directors since they direct the actions and policies of the top senior executives in executing the strategy.
B. is a task for every manager and the whole management team, but ultimate responsibility for success or failure falls upon the top senior executives, especially the chief executive officer of the company.
C. is primarily a responsibility of all company personnel because all personnel are active participants in the strategy execution process and their actions have a huge impact on the ultimate outcome.
D. should be delegated to a chief strategy implementer appointed by the chief executive officer.
E. is primarily a task for middle and lower-level managers because it is they who have responsibility for pushing the needed changes all the way down to the lowest levels of the organization. - CORRECT ANSWER B
22. Management's handling of the strategy implementation/execution process can be considered successful A. when the internal organization develops two or more core competencies in performing value chain activities.
B. if and when the company meets or beats its performance targets and shows good progress in achieving its strategic vision for the company. C. if the company's culture is strong and strategy-supportive.
D. if management is able to marshal adequate resources to put the strategy in place within 6 to 12 months.
E. if managers and employees express strong support for the company's strategy and long-term direction. - CORRECT ANSWER B
23. The three components of building a capable organization are A. making periodic changes in the firm's internal organization to keep people from getting into a comfortable rut, instituting a decentralized approach to decision making, and developing the appropriate competencies and capabilities.
B. hiring a capable top management team, empowering employees, and establishing a strategy-
supportive corporate culture.
C. putting a centralized decision-making structure in place, determining who should have responsibility for each value chain activity, and aligning the corporate culture with key policies, procedures, and operating practices.
D. staffing the organization, acquiring, developing, and strengthening key resources and competitive capabilities, and structuring the organization and work effort.
E. optimizing the number of core competencies and competitive capabilities, making sure that all managers and em - CORRECT ANSWER D
If management is to match a company's organization structure to its strategy in an effective way, then it is essential A. for strategy-critical value-chain activities to be the main building blocks on the organization chart.
B. that value chain activities be deliberately organized so as to produce maximum strategic fit.
C. for the company to be organized around cross-functional teams rather than around functional specialties and functional departments.
D. to define the jobs of company personnel in terms of the functions to be performed rather than in terms of the results to be achieved.
E. that company personnel be empowered to make both strategic decisions and operating decisions. - CORRECT ANSWER A
The most common building blocks for a company's organizational structure A. usually consist of two divisions—a division charged with performing primary value chain activities and
a division charged with performing support activities.
B. involve a functional or departmental structure that includes process, geographic, product, or customer groups performing one or more major processing steps along the value chain.
C. typically consist of an un-empowered employee department, an empowered employee department, teams of front-line supervisors, teams of middle-level managers and administrators, and the group of top-level executives that comprise the company's "executive suite."
D. are almost always the departments performing such key administrative support functions as finance, accounting, information technology, human resource management, and R&D.
E. usually consist of supply chain management, components manufactur - CORRECT ANSWER B 26. Building an organization capable of good strategy execution entails A. staffing the organization, acquiring, developing, and strengthening key resources and competitive capabilities, and structuring the organization and work effort.
B. decentralizing authority for performing strategy-critical value chain activities, establishing at least two
distinctive competencies, and hiring talented employees.
C. investing heavily in employee training, using an empowered organization design and organization structure in order to maximize labor productivity, and employing effective incentive compensation systems.
D. centralizing authority in the hands of a chief strategy implementer so as to create the leadership authority for driving implementation forward at a rapid pace.
E. empowering employees, maximizing internal operating efficiency, and optimizing core competencies. - CORRECT ANSWER A
Which of the following is NOT part of a senior executive's agenda in big organizations with geographically scattered operating units? A. communicating the case for change
B. directing resources to the right places
C. building consensus for how to proceed
D. establishing deadlines and measures of progress
21. Implementing and executing a company's strategy A. is primarily the job of the company's board of directors since they direct the actions and policies of the top senior executives in executing the strategy.
B. is a task for every manager and the whole management team, but ultimate responsibility for success or failure falls upon the top senior executives, especially the chief executive officer of the company.
C. is primarily a responsibility of all company personnel because all personnel are active participants in the strategy execution process and their actions have a huge impact on the ultimate outcome.
D. should be delegated to a chief strategy implementer appointed by the chief executive officer.
E. is primarily a task for middle and lower-level managers because it is they who have responsibility for pushing the needed changes all the way down to the lowest levels of the organization. - CORRECT ANSWER B
22. Management's handling of the strategy implementation/execution process can be considered successful A. when the internal organization develops two or more core competencies in performing value chain activities.
B. if and when the company meets or beats its performance targets and shows good progress in achieving its strategic vision for the company. C. if the company's culture is strong and strategy-supportive.
D. if management is able to marshal adequate resources to put the strategy in place within 6 to 12 months.
E. if managers and employees express strong support for the company's strategy and long-term direction. - CORRECT ANSWER B
23. The three components of building a capable organization are A. making periodic changes in the firm's internal organization to keep people from getting into a comfortable rut, instituting a decentralized approach to decision making, and developing the appropriate competencies and capabilities.
B. hiring a capable top management team, empowering employees, and establishing a strategy-
supportive corporate culture.
C. putting a centralized decision-making structure in place, determining who should have responsibility for each value chain activity, and aligning the corporate culture with key policies, procedures, and operating practices.
D. staffing the organization, acquiring, developing, and strengthening key resources and competitive capabilities, and structuring the organization and work effort.
E. optimizing the number of core competencies and competitive capabilities, making sure that all managers and em - CORRECT ANSWER D
If management is to match a company's organization structure to its strategy in an effective way, then it is essential A. for strategy-critical value-chain activities to be the main building blocks on the organization chart.
B. that value chain activities be deliberately organized so as to produce maximum strategic fit.
C. for the company to be organized around cross-functional teams rather than around functional specialties and functional departments.
D. to define the jobs of company personnel in terms of the functions to be performed rather than in terms of the results to be achieved.
E. that company personnel be empowered to make both strategic decisions and operating decisions. - CORRECT ANSWER A
The most common building blocks for a company's organizational structure A. usually consist of two divisions—a division charged with performing primary value chain activities and
a division charged with performing support activities.
B. involve a functional or departmental structure that includes process, geographic, product, or customer groups performing one or more major processing steps along the value chain.
C. typically consist of an un-empowered employee department, an empowered employee department, teams of front-line supervisors, teams of middle-level managers and administrators, and the group of top-level executives that comprise the company's "executive suite."
D. are almost always the departments performing such key administrative support functions as finance, accounting, information technology, human resource management, and R&D.
E. usually consist of supply chain management, components manufactur - CORRECT ANSWER B 26. Building an organization capable of good strategy execution entails A. staffing the organization, acquiring, developing, and strengthening key resources and competitive capabilities, and structuring the organization and work effort.
B. decentralizing authority for performing strategy-critical value chain activities, establishing at least two
distinctive competencies, and hiring talented employees.
C. investing heavily in employee training, using an empowered organization design and organization structure in order to maximize labor productivity, and employing effective incentive compensation systems.
D. centralizing authority in the hands of a chief strategy implementer so as to create the leadership authority for driving implementation forward at a rapid pace.
E. empowering employees, maximizing internal operating efficiency, and optimizing core competencies. - CORRECT ANSWER A
Which of the following is NOT part of a senior executive's agenda in big organizations with geographically scattered operating units? A. communicating the case for change
B. directing resources to the right places
C. building consensus for how to proceed
D. establishing deadlines and measures of progress
