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 employees are empowered,and maximizing internal operating efficiency.
G) B) and C)
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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
E) Orchestrating the action steps and implementation sequence
G) A) and E)
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A) select people who are committed to decentralizing decision making and empowering employees.
B) assemble a critical mass of talented managers who can function as agents of change,work well together as a team,and produce organizational results that are dramatically better than what one or two star managers acting individually can achieve.
C) choose managers experienced in controlling costs and flattening the organization structure.
D) select people who have similar management styles,leadership approaches,business philosophies,and personalities.
E) choose managers who believe in having a strong corporate culture and deeply ingrained core values.
G) None of the above
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A) Lengthening response times and discouraging lower-level managers and rank-and-file employees from exercising initiative
B) Losing top-level management control
C) Putting too much decision-making authority in the hands of lower-level company personnel
D) Making it hard to fix accountability when things do not go well and putting the organization at risk when bad decisions are made
E) Impeding cross-unit coordination and the capture of strategic fits
G) A) and E)
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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.
G) B) and D)
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Aside from the fact that an outsider,bec...View Answer
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A) be customized to fit the particulars of a company's situation.
B) involve only minor changes to the existing strategy.
C) require radical strategy changes for successful execution.
D) rely on the active support of frontline employees.
E) focus on market conditions and the company's resources and capabilities.
G) A) and B)
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A) Staffing the organization with managers and employees capable of executing the strategy well
B) Developing the resources and organizational capabilities required for successful strategy execution
C) Tying rewards and incentives directly to the achievement of strategic and financial targets
D) Adopting best practices and business processes to drive continuous improvement in strategy execution activities
E) Exercising the internal leadership needed to propel strategy implementation forward
G) All of the above
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A) It ensures that the right partners are included and the activities are coordinated.
B) It encourages a more effective collaboration and cooperation among partners.
C) It includes a hand-picked,integrated network of suppliers.
D) It is an arrangement of independent organizations involved in a common undertaking.
E) It established that no one firm has a central control over the others.
G) A) and B)
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A) It is critical to ensure strategy-supportive resources and capabilities are in place.
B) The level of personnel competence is irrelevant to proficient strategy execution.
C) It is important to assemble a strong management team.
D) Strengthening the firm's core competencies is a top priority.
E) A poorly structured organization can lead to higher bureaucratic costs.
G) All of the above
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A) poor execution of the strategy.
B) shortfalls exposed with the strategic management design process.
C) inadequate support for the management team responsible for the planning process.
D) secondary operating practices that hinder the required changes.
E) lack of sufficient information about operating systems.
G) B) and E)
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A) much shorter time it takes to build core competencies and competitive capabilities.
B) benefit such an organizational scheme has in reducing costs.
C) benefit such an organizational scheme has in improving the productivity of geographically scattered organizational units.
D) thesis that if activities crucial to strategic success are to have the resources,decision-making influence,and organizational impact,they have to be centerpieces in the organizational scheme.
E) benefit such an organizational scheme has in making the empowerment of employees more effective.
G) A) and B)
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D
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A) Reducing the layers of management and encouraging lower-level managers and rank-and-file employees to exercise initiative and act responsibly
B) Making it easy to fix accountability when company performance targets are not met
C) Generating higher productivity on the part of the workforce and a greater ability to become an industry low-cost leader
D) Enhancing cross-unit coordination and the capture of strategic fits
E) Establishing the emergence of a collegial,collaborative culture where teamwork is a core value and decisions are made on the basis of consensus
G) A) and D)
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A
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A) lodged in the narrow skills and specialized work efforts of a single department,as opposed to the combined expertise and capabilities of specialists scattered across several departments.
B) observed to stem from collaborative efforts with strategic allies.
C) bundles of skills and know-how that most often grow out of the collaborative efforts of cross-functional work groups and departments performing complementary activities at different locations in a firm's value chain.
D) found to result in competitive advantage when they involve highly specific technologies and are grounded in a company's own deep technical expertise.
E) built rapidly,usually in conjunction with important product innovations.
G) A) and B)
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A) Recruiting and retaining talented employees
B) Instituting organizational arrangements
C) Establishing lines of authority
D) Creating reporting relationships
E) Deciding how much authority to delegate
G) A) and B)
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A) Competencies and capabilities that grow stale can impair competitiveness unless they are refreshed,modified,or even phased out and replaced in response to ongoing market changes and shifts in company strategy.
B) Core competencies have to be tweaked and adjusted to keep them fresh and responsive to changing customer needs and market conditions.
C) The imperatives of keeping capabilities in step with ongoing strategy and market changes make it appropriate to view a company as a bundle of evolving competencies and capabilities.
D) Even after core competencies and competitive capabilities are in place and functioning,company managers can't relax.They still have to wrestle with when and how to recalibrate existing competencies and capabilities and when and how to develop new ones.
E) When a company succeeds in hiring talented employees and training them properly,competencies and capabilities tend to develop quickly and,once put in place,can last for a decade or more.
G) C) and D)
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Three types of organization-building act...View Answer
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A) less decentralized in their decision making than smaller firms.
B) more decentralized in their decision making than smaller firms.
C) less decentralized in their decision making than larger firms with simpler structures.
D) more centralized in their decision making than smaller firms.
E) not decentralized due to their operating size.
G) A) and B)
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A) Top-level managers retain decision authority for most strategic and operating activities.
B) Strict control and enforcement of detailed procedures backed by rigorous managerial accountability is the most reliable way to keep the daily execution of strategy on track.
C) Tight control from the top is a more effective means for coordinating company actions and makes it easy to fix accountability when things do not go well.
D) One of the basic tenets is that most company personnel have neither the time nor the inclination to direct and properly control the work they are performing and,further,they lack the knowledge and judgment to make wise decisions about how best to do their work.
E) The decision about where to draw the divisional lines depends foremost on the nature of the relatedness and the strategy-critical building blocks,in terms of which businesses have key value chain activities in common.
G) All of the above
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E
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A) ongoing capacity to modify existing resources and capabilities to create new ones.
B) improvement evaluation process for eliminating waste in the firm.
C) functional and operating resources management process.
D) ongoing capability to understand and establish a rival commitment to resource alignment.
E) most compelling product or service a firm .
G) B) and C)
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