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Cards In This Set
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1. The
strategies and structures used by the organization are based on the firm's core
competencies, its strategic alliance, its ability to learn, and its ability to
engage all the people in the organization in achieving its objectives.
True False |
TRUE
Certain
strategies , and the structures, processes, and relationships that accompany
them, seem particularly well suited to improving an organization's ability to
respond quickly and effectively to the challenges it faces. The choice of
strategy and structure is based on the items listed in the question.
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2. Managers
who want to strengthen their firms' competitiveness via core competencies need
to focus on the organization's HR department.
True False |
FALSE
Managers who
want to strengthen their firms' competitiveness via core competencies need to
focus on several related issues: (1) identify existing core competencies; (2)
acquire or build core competencies that will be important for the future; (3)
keep investing in competencies so that the firm remains world class and better
than competitors; and (5) extend competencies to find new applications and
opportunities for the markets of tomorrow.
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3. Having
people engage in disciplined thinking and attention to details and making
decisions based on data and evidence rather than guesswork and assumptions, are
key components to a learning organization.
True False |
TRUE
A learning
organization is an organization skilled at creating, acquiring, and
transferring knowledge, and at modifying its behavior to reflect new knowledge
and insights. One of the ways to become a learning organization is that listed
above.
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4. Because
of their size, smaller companies can produce scale economies that can help
lower operating costs and generate greater purchasing power.
True False |
FALSE
Size creates
scale economies, lower costs per unit of production. And size can offer
specific advantages such as lower operating costs, greater purchasing power,
and easier access to capital.
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5. "Diseconomies
of Scale" refers to the costs of an organization being too big.
True False |
TRUE
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6. Downsizing
is the planned elimination of jobs.
True False |
TRUE
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7. The
strategic triangle includes three key players: the organization, the
government, and the competition.
True False |
FALSE
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8. Customer
relationship management (CRM) helps companies understand and anticipate the
needs of only their current customers.
True False |
FALSE
CRM is a
multifaceted process, typically mediated by a set of information technologies,
that focuses on creating two-way exchanges with customers so that firms have an
intimate knowledge of their needs, wants, and buying patterns. CRM helps
companies understand, as well as anticipate, the needs of current and potential
customers.
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9. A
value chain is the sequence of activities that flow from raw materials to the
delivery of a good or service, with additional value created at each
step.
True False |
TRUE
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10. Reengineering
answers the question "If you were the customer, how would you like us to
operate?"
True False |
TRUE
The answer to
this question forms a vision for how the organization should run, and then
decisions are made and actions are taken to make the organization operate like
the vision.
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11. Just-in-time
operations and simultaneous engineering are key elements of time-based competition.
True False |
TRUE
Time has
emerged as the key competitive advantage that can separate market leaders from
also-rans. Two key elements of time-based competition are just-in-time
operations and simultaneous engineering.
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12. People
in organic organizations work more as ________ than _________.
A. friends, enemies B. teammates, subordinates C. family, workers D. employees, servants E. acquaintances, friends |
B. teammates, subordinates
The organic structure stands in stark contrast the mechanistic organization. It is much less rigid, and, in fact, emphasizes flexibility. People in organic organizations work more as teammates than as subordinates who take orders from the boss, thus breaking away from the traditional bureaucratic form. |
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13. The
formal structure of an organization is put in place to
A. control people. B. manage the ROI. C. increase promotion. D. allow for intrapraneurship. E. encourage entrepreneurship. |
A. control people.
The formal structure is put in place to control people, decisions, and actions. |
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14. Managers
who want to strengthen their firms' competitiveness via core competencies need
to focus on which of the following issues?
A. Assigning specific tasks to specific workers B. Purchasing more capital assets C. Writing a strategic plan D. Extending competencies to find new applications and opportunities for the markets of tomorrow E. Stock price |
D. Extending competencies to find new applications and opportunities
for the markets of tomorrow
Managers who want to strengthen their firms' competitiveness via core competencies need to focus on several related issues including extending competencies to find new applications and opportunities for the markets of tomorrow. |
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15. Which
of the following statements about strategic alliances is true?
A. Managers typically do not devote enough time screening potential partners in financial terms. B. For the alliance to work, the partners must develop the human relationships in the partnerships. C. It is typical that the most successful strategic alliances have the same research interests. D. Sometimes strategic alliances slow down the work of two organizations; this must be watched carefully. E. Manufacturing costs are often increased by using a strategic alliance. |
B. For the alliance to work, the partners must develop the human
relationships in the partnerships.
A strategic alliance is a formal relationship created with the purpose of joint pursuit of mutual goals. Managers also must foster and develop the human relationships in the partnership. |
