Professional Documents
Culture Documents
Student: ___________________________________________________________________________
1. What are considered to be the cornerstones to the structural foundation of a business, how it operates, and
how its tactical execution is tied to its strategic plan?
A. Organizational Structure, Culture and Management Approach
B. Control Systems to Manage Strategic Intent
C. Mechanisms for Effective Talent Management
D. Operational Processes and Market Support & Alignment
E. All of the above
2. _______ relates to the formal framework around which the business system is designed and how such a
structure directs and influences collaboration, the exchange of knowledge, the communication of and sharing of
ideas, and the work environment surrounding the accomplishment of tasks and the meeting of responsibilities.
A. Organizational Structure, Culture and Management Approach
B. Control Systems to Manage Strategic Intent
C. Mechanisms for Effective Talent Management
D. Operational Processes and Market Support & Alignment
E. Support of the overall corporate level vision and mission
3. _________ defines the managerial evaluation and control processes utilized to determine the success of the
organization in meeting its strategic and operational goals and objectives
A. Organizational Structure, Culture and Management Approach
B. Control Systems to Manage Strategic Intent
C. Mechanisms for Effective Talent Management
D. Operational Processes and Market Support & Alignment
E. Support of the overall corporate level vision and mission
4. ________ refers to the decision-making hierarchy, the delegated span of control within an organization, and
the allocation of position power within it.
A. Organizational Structure, Culture and Management Approach
B. Control Systems to Manage Strategic Intent
C. Mechanisms for Effective Talent Management
D. Operational Processes and Market Support & Alignment
E. Support of the overall corporate level vision and mission
5. ____________________ focuses on the processes and initiatives needed to support and direct the
product/service transformation process within the organization, the creation of the value proposition applicable
to such products/services, and the distribution, marketing, sales, and service in support of these
products/services.
A. Organizational Structure, Culture and Management Approach
B. Control Systems to Manage Strategic Intent
C. Mechanisms for Effective Talent Management
D. Operational Processes and Market Support & Alignment
E. Support of the overall corporate level vision and mission
6. ________ refers to the process of dividing organizational functions into separate units.
A. Coordination
B. A chain of command
C. Empowerment
D. Departmentalization
9. _______ relates to the formal framework around which tasks are organized and responsibilities allocated
within an organization.
A. Culture
B. Environment
C. Structure
D. Management approach
E. Shareholder expectations
10. The concept of ______________ encompasses designing structure that considers the manner in which we
interact with customers, and design the organization's framework in a way which best facilitates these
interactions.
A. expectations of customers
B. customer "touch points"
C. customer responsiveness
D. customer category
E. customer relationships
11. Many organizations have a tendency to follow a generalized structure development path as they flow
through their _______.
A. growth cycles
B. evolution cycles
C. progress
D. life cycles
E. stages
12. A _______ organizational structure takes into consideration that individuals will have specific expertise
related to defined departmental areas.
A. Functional
B. Matrix
C. Customer
D. Divisional
E. Geographic
13. Which of the following is NOT one of the key questions that managers should take into consideration when
developing the organization's framework?
A. What specializations will best achieve the strategies?
B. What is the best structure?
C. What culture or environment is needed?
D. What management approach will best support the activities?
E. All of the above are key.
14. _______________ refer to those functions that an organization does as well as, or better than, any other
organization in the world.
A. Primary functions
B. Comparative strengths
C. Residual functions
D. Core competencies
15. Independence Electronics prides itself as a world-class producer of components used in CD and DVD
players. The outstanding performance of the production department indicates that this activity is one of the
firm's ________.
A. fiscal responsibilities
B. core competencies
C. benchmark assets
D. target competitive advantages
16. HipHop Music Company assigns workers to departments based on similar skills and has created a marketing
department, a production department, a finance department, and a personnel department. This suggests that
HipHop departmentalizes by:
A. process.
B. function.
C. user group.
D. tradition.
17. Gangsta Industries produces a variety of anti-crime and safety products such as burglar alarms, smoke
detectors, surveillance cameras, and specialty locks. Gangsta sells to households, businesses, and government
agencies. They have found that each market group requires a different marketing strategy. Gangsta would
probably benefit from departmentalization by:
A. function.
B. process.
C. customer type.
D. market opportunities.
18. _______________ means that decision-making authority is delegated to lower-level managers and
employees.
A. Uniformity of authority
B. Decentralized authority
C. Specification of authority
D. Standardized authority
19. Organizations that require consistent production standards to help create a high quality public image would
tend to favour:
A. centralized authority.
B. an inverted organization.
C. a high level of employee empowerment.
D. flat organizational structures.
20. Greenwave Garden Centres is a national chain of discount gardening stores. The top management at
Greenwave realizes that different regions in Canada have very different climates and soil conditions, so they
give regional managers a great deal of freedom to decide exactly what types of plants, fertilizers, and other
items to stock and how to best market these products. Greenwave is an example of a _______________
organization.
A. bureaucratic
B. top down
C. free form
D. decentralized
21. As the head of the marketing department, Jody works with her subordinates on complex and challenging
projects. The level of detail in this work requires Jody to spend a significant amount of time with her
subordinates providing advice and support. Within the marketing department, Jody probably has a(n) ________
span of control.
A. wide
B. narrow
C. unlimited
D. functional
22. Vaughn Studios organizes its operations by activity, such as production, marketing, accounting, and finance.
Vaughn utilizes _____________ departmentalization in order to maximize their efficiency:
A. product
B. customer
C. functional
D. standardized
23. Dean's Formals, an old local business, is experiencing some severe cash flow problems. Therefore, in order
to effectively address these problems the senior management has adopted the following decision making
model,
A. decentralized
B. laissez faire
C. centralized
D. divisional
26. Compared to the decentralized management structure, which of the following is a disadvantage of the
centralized management structure?
A. Potential for interorganizational conflict.
B. Less top management control.
C. Less efficient.
D. Complex distribution system.
27. The optimum number of subordinates a manager can supervise is referred to as the:
A. manager-subordinate ratio.
B. chain of command.
C. employee quota.
D. span of control.
29. The business operations of the Cadet Corporation are complex, requiring a great deal of planning and
coordination. The span of control for the managers of the Cadet Corporation is likely to be:
A. narrow.
B. wide.
C. unrelated to these variables.
D. decentralized.
30. An organization that consists of many layers of management is referred to as a ____________ organization.
A. flat
B. wide
C. tall
D. deep
31. The ________ an organization's structure, the ________ the span of control.
A. flatter; wider
B. flatter; narrower
C. taller; wider
D. taller; flatter
33. The ________ an organization's structure, the ________ the span of control.
A. flatter; wider
B. flatter; narrower
C. taller; wider
D. taller; flatter
34. Which of the following is NOT a factor used to determine the best organizational structure for a particular
company?
A. organization's size
B. geographic dispersion
C. range of business undertakings
D. current product growth
E. task specialization requirements
35. The ability to create a more efficient and effective structure, and create stronger customer relationships, can
result in a(n) __________ in the marketplace.
A. creative advantage
B. competitive advantage
C. functional advantage
D. quality advantage
E. operational advantage
36. Which of the following is NOT one of the building blocks that the reorganization of a business' structure
generally focuses on?
A. Customer intimacy
B. Work Efficiencies
C. Degree of Departmentalization
D. Defined functional areas
E. None of the above
37. ________ refers to the need of the organization to fully analyze the type, number, and responsibilities of the
various positions and align these to the tasks needed to be completed.
A. Framework for customer connection
B. Work efficiencies
C. Continuous improvement tactics
D. Degree of Departmentalization
E. Customer intimacy
38. _________ refers to the dividing of the organization's work units into defined functional areas.
A. Framework for customer connection
B. Work efficiencies
C. Continuous improvement tactics
D. Degree of Departmentalization
E. Customer intimacy
39. Culture reflects the ________ aspect of the internal processes and procedures which the organization uses to
facilitate the completion of tasks and the management of outcomes.
A. interactive
B. developmental
C. social engagement
D. psychological
E. behavioural
40. Which of the following is NOT one of the five key dimensions in Geert Hofstede's Cultural Dimensions
Model?
A. Risk Allowance
B. Individualism
C. Masculinity
D. Certainty avoidance
E. Long-term orientation
41. ________ refers to the degree of entrepreneurship which is embedded into the organization.
A. Innovation support
B. Employee Interaction
C. Risk Allowance
D. Competitive Emphasis
E. Control Protocols
42. The key, with respect to this cultural framework, is to try and develop a culture which passionately pursues
the _______ of the vision and the mission of the organization.
A. enablement
B. attainment
C. facilitation
D. fulfilment
E. empowerment
43. This can also be thought of as the degree of passion which the organization communicates to its employees
(and the frequency of such communications) relating to organizational successes and achievement of
performance benchmarks.
A. Innovation support
B. Employee Interaction
C. Risk Allowance
D. Competitive Emphasis
E. Control Protocols
45. _________ refers to the level of responsibility and decision-making authority which is transferred to each
specific managerial position.
A. Managerial hierarchy
B. Hierarchy requirements
C. Decision-Making control
D. Span of control
E. Nature of the work
46. ________ refers to the grouping of tasks and the facilitation of the collaborative efforts between
departments which must occur within the organization.
A. Managerial hierarchy
B. Hierarchy requirements
C. Coordination of the Work Effort
D. Span of control
E. Nature of the work
47. _________ refers to the number of subordinates a manager will have reporting to him or her.
A. Managerial hierarchy
B. Hierarchy requirements
C. Decision-Making control
D. Span of control
E. Nature of the work
48. As ________ change, so must the business system framework required to ensure the successful execution of
the revised strategic direction.
A. strategies
B. plans
C. businesses
D. departments
E. Organizations
49. ________ generally occurs when companies recognize a disconnection to their intended strategy as a result
of disruptions which have occurred either internally or from the external marketplace.
A. Fundamental change
B. Competitive pressure
C. Restructuring
D. Bankruptcy
E. Technology obsolescence
52. Which of the following is NOT required by the management team for a restructuring effort to be
successful?
A. Remain focused on the objectives desired
B. Get actively involved in the transformation process
C. Commit the staying power to see it to completion
D. Prioritization and sequencing of what needs to be accomplished
E. Full understanding of the rationale for the action
53. Which of the following is NOT fundamentally influenced by the structure, culture, and managerial
approach?
A. the flow of communication
B. learning curves for staff involved
C. the level of collaboration
D. the efficiency of the work being performed
E. the effectiveness of the work being performed
54. Organizational Structure, Culture and Management Approach is considered to be a cornerstones to the
structural foundation of a business, how it operates, and how its tactical execution is tied to its strategic plan.
True False
55. Control Systems to Manage Strategic Intent is considered to be a cornerstones to the structural foundation of
a business, how it operates, and how its tactical execution is tied to its strategic plan.
True False
56. Mechanisms for Effective Talent Management is considered to be a cornerstones to the structural foundation
of a business, how it operates, and how its tactical execution is tied to its strategic plan.
True False
57. Operational Processes and Market Support & Alignment is considered to be a cornerstones to the structural
foundation of a business, how it operates, and how its tactical execution is tied to its strategic plan.
True False
58. Organizational Structure, Culture and Management Approach relates to the formal framework around which
the business system is designed and how such a structure directs and influences collaboration, the exchange of
knowledge, the communication of and sharing of ideas, and the work environment surrounding the
accomplishment of tasks and the meeting of responsibilities.
True False
59. Control Systems to Manage Strategic Intent relates to the formal framework around which the business
system is designed and how such a structure directs and influences collaboration, the exchange of knowledge,
the communication of and sharing of ideas, and the work environment surrounding the accomplishment of tasks
and the meeting of responsibilities.
True False
60. Mechanisms for Effective Talent Management relates to the formal framework around which the business
system is designed and how such a structure directs and influences collaboration, the exchange of knowledge,
the communication of and sharing of ideas, and the work environment surrounding the accomplishment of tasks
and the meeting of responsibilities.
True False
61. Operational Processes and Market Support & Alignment relates to the formal framework around which the
business system is designed and how such a structure directs and influences collaboration, the exchange of
knowledge, the communication of and sharing of ideas, and the work environment surrounding the
accomplishment of tasks and the meeting of responsibilities.
True False
62. Control Systems to Manage Strategic Intent defines the managerial evaluation and control processes utilized
to determine the success of the organization in meeting its strategic and operational goals and objectives
True False
63. Organizational Structure, Culture and Management Approach defines the managerial evaluation and control
processes utilized to determine the success of the organization in meeting its strategic and operational goals and
objectives
True False
64. Mechanisms for Effective Talent Management defines the managerial evaluation and control processes
utilized to determine the success of the organization in meeting its strategic and operational goals and
objectives
True False
65. Support of the overall corporate level vision and mission defines the managerial evaluation and control
processes utilized to determine the success of the organization in meeting its strategic and operational goals and
objectives
True False
66. Mechanisms for Effective Talent Management refers to the decision-making hierarchy, the delegated span
of control within an organization, and the allocation of position power within it.
True False
67. Organizational Structure, Culture and Management Approach refers to the decision-making hierarchy, the
delegated span of control within an organization, and the allocation of position power within it.
True False
68. Support of the overall corporate level vision and mission refers to the decision-making hierarchy, the
delegated span of control within an organization, and the allocation of position power within it.
True False
69. Operational Processes and Market Support & Alignment refers to the decision-making hierarchy, the
delegated span of control within an organization, and the allocation of position power within it.
True False
70. Operational Processes and Market Support & Alignment focuses on the processes and initiatives needed to
support and direct the product/service transformation process within the organization, the creation of the value
proposition applicable to such products/services, and the distribution, marketing, sales, and service in support of
these products/services.
True False
71. Organizational Structure, Culture and Management Approach focuses on the processes and initiatives
needed to support and direct the product/service transformation process within the organization, the creation of
the value proposition applicable to such products/services, and the distribution, marketing, sales, and service in
support of these products/services.
True False
72. Control Systems to Manage Strategic Intent focuses on the processes and initiatives needed to support and
direct the product/service transformation process within the organization, the creation of the value proposition
applicable to such products/services, and the distribution, marketing, sales, and service in support of these
products/services.
True False
73. Support of the overall corporate level vision and mission focuses on the processes and initiatives needed to
support and direct the product/service transformation process within the organization, the creation of the value
proposition applicable to such products/services, and the distribution, marketing, sales, and service in support of
these products/services.
True False
78. Departmentalization by function is a grouping of workers based on similar skills, expertise, or resource use.
True False
79. Departmentalization helps develop a creative environment through a group think process.
True False
80. Organizations that utilize departmentalization benefit from improved communication between their different
departments.
True False
81. Departmentalization creates an environment in which people are trained in a variety of managerial
responsibilities.
True False
84. Top management at Topdown, Inc. wants to encourage communication between different departments and
prevent employees from becoming narrow specialists. The best way to accomplish these goals is to
departmentalize Topdown's organization by function.
True False
89. Departmentalization by function is a grouping of workers based on similar skills, expertise, or resource use.
True False
90. Departmentalization helps develop a creative environment through a group think process.
True False
91. Organizations that utilize departmentalization benefit from improved communication between their different
departments.
True False
92. Structure relates to the formal framework around which tasks are organized and responsibilities allocated
within an organization.
True False
93. Culture relates to the formal framework around which tasks are organized and responsibilities allocated
within an organization.
True False
94. Environment relates to the formal framework around which tasks are organized and responsibilities
allocated within an organization.
True False
95. Shareholder expectations relates to the formal framework around which tasks are organized and
responsibilities allocated within an organization.
True False
96. The concept of customer "touch points" encompasses designing structure that considers the manner in which
we interact with customers, and design the organization's framework in a way which best facilitates these
interactions.
True False
97. The concept of expectations of customers encompasses designing structure that considers the manner in
which we interact with customers, and design the organization's framework in a way which best facilitates these
interactions.
True False
98. The concept of customer responsiveness encompasses designing structure that considers the manner in
which we interact with customers, and design the organization's framework in a way which best facilitates these
interactions.
True False
99. The concept of customer category encompasses designing structure that considers the manner in which we
interact with customers, and design the organization's framework in a way which best facilitates these
interactions.
True False
100. Many organizations have a tendency to follow a generalized structure development path as they flow
through their life cycles.
True False
101. Many organizations have a tendency to follow a generalized structure development path as they flow
through their growth cycles.
True False
102. Many organizations have a tendency to follow a generalized structure development path as they flow
through their evolution cycles.
True False
103. Many organizations have a tendency to follow a generalized structure development path as they flow
through their progress.
True False
104. A Functional organizational structure takes into consideration that individuals will have specific expertise
related to defined departmental areas.
True False
105. A Matrix organizational structure takes into consideration that individuals will have specific expertise
related to defined departmental areas.
True False
106. A Customer organizational structure takes into consideration that individuals will have specific expertise
related to defined departmental areas.
True False
107. A Divisional organizational structure takes into consideration that individuals will have specific expertise
related to defined departmental areas.
True False
108. "What specializations will best achieve the strategies?" is one of the key questions that managers should
take into consideration when developing the organization's framework?
True False
109. "What is the best structure?" is one of the key questions that managers should take into consideration when
developing the organization's framework?
True False
110. "What culture or environment is needed?" is one of the key questions that managers should take into
consideration when developing the organization's framework?
True False
111. "What management approach will best support the activities?" is one of the key questions that managers
should take into consideration when developing the organization's framework?
True False
114. An advantage of decentralized authority is that those individuals closest to the customers and more familiar
with local conditions make decisions.
True False
115. Centralized authority provides for the delegation of authority to employees who are then better able to
respond to customers' needs.
True False
116. As a result of rapidly changing markets and global differences in consumer tastes, more firms are
considering centralized authority.
True False
117. In firms with centralized authority, each department is treated as if it is a completely separate and
independent organization.
True False
118. Span of control refers to the number of different markets a business can serve efficiently.
True False
119. The optimum number of subordinates a manager should supervise is referred to as the span of control.
True False
120. In today's business environment, the trend is to decrease the span of control.
True False
121. Studies indicate that a manager's span of control is limited to seven employees.
True False
122. The more complex the job, the narrower the span of control.
True False
123. The trend towards employee empowerment results in a wider span of control.
True False
126. A flat organizational structure is designed to be more responsive to the needs of management.
True False
127. The flatter an organization's structure, the fewer managers are needed.
True False
128. An advantage of a tall organization is that it ensures fast and efficient communications throughout the
organization.
True False
129. Current product growth is a factor used to determine the best organizational structure for a particular
company?
True False
130. Organization's size is a factor used to determine the best organizational structure for a particular company?
True False
131. Geographic dispersion is a factor used to determine the best organizational structure for a particular
company?
True False
132. Range of business undertakings is a factor used to determine the best organizational structure for a
particular company?
True False
133. The ability to create a more efficient and effective structure, and create stronger customer relationships,
can result in a competitive advantage in the marketplace.
True False
134. The ability to create a more efficient and effective structure, and create stronger customer relationships,
can result in a creative advantage in the marketplace.
True False
135. The ability to create a more efficient and effective structure, and create stronger customer relationships,
can result in a functional advantage in the marketplace.
True False
136. The ability to create a more efficient and effective structure, and create stronger customer relationships,
can result in a operational advantage in the marketplace.
True False
137. Customer intimacy is one of the building blocks that the reorganization of a business' structure generally
focuses on?
True False
138. Work Efficiencies is one of the building blocks that the reorganization of a business' structure generally
focuses on?
True False
139. Degree of Departmentalization is one of the building blocks that the reorganization of a business' structure
generally focuses on?
True False
140. Defined functional areas is one of the building blocks that the reorganization of a business' structure
generally focuses on?
True False
141. Work efficiencies refers to the need of the organization to fully analyze the type, number, and
responsibilities of the various positions and align these to the tasks needed to be completed.
True False
142. Framework for customer connection refers to the need of the organization to fully analyze the type,
number, and responsibilities of the various positions and align these to the tasks needed to be completed.
True False
143. Continuous improvement tactics refers to the need of the organization to fully analyze the type, number,
and responsibilities of the various positions and align these to the tasks needed to be completed.
True False
144. Customer intimacy refers to the need of the organization to fully analyze the type, number, and
responsibilities of the various positions and align these to the tasks needed to be completed.
True False
145. Degree of Departmentalization refers to the dividing of the organization's work units into defined
functional areas.
True False
146. Framework for customer connection refers to the dividing of the organization's work units into defined
functional areas.
True False
147. Work efficiencies refers to the dividing of the organization's work units into defined functional areas.
True False
148. Customer intimacy refers to the dividing of the organization's work units into defined functional areas.
True False
149. Culture reflects the behavioural aspect of the internal processes and procedures which the organization
uses to facilitate the completion of tasks and the management of outcomes.
True False
150. Culture reflects the interactive aspect of the internal processes and procedures which the organization uses
to facilitate the completion of tasks and the management of outcomes.
True False
151. Culture reflects the developmental aspect of the internal processes and procedures which the organization
uses to facilitate the completion of tasks and the management of outcomes.
True False
152. Culture reflects the psychological aspect of the internal processes and procedures which the organization
uses to facilitate the completion of tasks and the management of outcomes.
True False
153. Risk Allowance is one of the five key dimensions in Geert Hofstede's Cultural Dimensions Model?
True False
154. Individualism is one of the five key dimensions in Geert Hofstede's Cultural Dimensions Model?
True False
155. Masculinity is one of the five key dimensions in Geert Hofstede's Cultural Dimensions Model?
True False
156. Long-term orientation is one of the five key dimensions in Geert Hofstede's Cultural Dimensions Model?
True False
157. Risk Allowance refers to the degree of entrepreneurship which is embedded into the organization.
True False
158. Innovation support refers to the degree of entrepreneurship which is embedded into the organization.
True False
159. Employee Interaction refers to the degree of entrepreneurship which is embedded into the organization.
True False
160. Competitive Emphasis refers to the degree of entrepreneurship which is embedded into the organization.
True False
161. The key, with respect to this cultural framework, is to try and develop a culture which passionately pursues
the attainment of the vision and the mission of the organization.
True False
162. The key, with respect to this cultural framework, is to try and develop a culture which passionately pursues
the enablement of the vision and the mission of the organization.
True False
163. The key, with respect to this cultural framework, is to try and develop a culture which passionately pursues
the facilitation of the vision and the mission of the organization.
True False
164. The key, with respect to this cultural framework, is to try and develop a culture which passionately pursues
the empowerment of the vision and the mission of the organization.
True False
165. Competitive Emphasis can also be thought of as the degree of passion which the organization
communicates to its employees (and the frequency of such communications) relating to organizational
successes and achievement of performance benchmarks.
True False
166. Innovation support can also be thought of as the degree of passion which the organization communicates to
its employees (and the frequency of such communications) relating to organizational successes and achievement
of performance benchmarks.
True False
167. Employee Interaction can also be thought of as the degree of passion which the organization communicates
to its employees (and the frequency of such communications) relating to organizational successes and
achievement of performance benchmarks.
True False
168. Competitive Emphasis can also be thought of as the degree of passion which the organization
communicates to its employees (and the frequency of such communications) relating to organizational
successes and achievement of performance benchmarks.
True False
174. Managerial hierarchy refers to the level of responsibility and decision-making authority which is
transferred to each specific managerial position.
True False
175. Hierarchy requirements refers to the level of responsibility and decision-making authority which is
transferred to each specific managerial position.
True False
176. Nature of the work refers to the level of responsibility and decision-making authority which is transferred
to each specific managerial position.
True False
177. Coordination of the Work Effort refers to the grouping of tasks and the facilitation of the collaborative
efforts between departments which must occur within the organization.
True False
178. Managerial hierarchy refers to the grouping of tasks and the facilitation of the collaborative efforts
between departments which must occur within the organization.
True False
179. Hierarchy requirements refers to the grouping of tasks and the facilitation of the collaborative efforts
between departments which must occur within the organization.
True False
180. Span of control refers to the grouping of tasks and the facilitation of the collaborative efforts between
departments which must occur within the organization.
True False
181. Span of control refers to the number of subordinates a manager will have reporting to him or her.
True False
182. Managerial hierarchy refers to the number of subordinates a manager will have reporting to him or her.
True False
183. Decision-Making control refers to the number of subordinates a manager will have reporting to him or her.
True False
184. Nature of the work refers to the number of subordinates a manager will have reporting to him or her.
True False
185. As strategies change, so must the business system framework required to ensure the successful execution
of the revised strategic direction.
True False
186. As plans change, so must the business system framework required to ensure the successful execution of the
revised strategic direction.
True False
187. As organizations change, so must the business system framework required to ensure the successful
execution of the revised strategic direction.
True False
188. As departments change, so must the business system framework required to ensure the successful
execution of the revised strategic direction.
True False
189. Restructuring involves relatively minor changes to an organization to better meet the needs of
management.
True False
190. Restructuring generally occurs when companies recognize a disconnection to their intended strategy as a
result of disruptions which have occurred either internally or from the external marketplace.
True False
191. Fundamental change generally occurs when companies recognize a disconnection to their intended strategy
as a result of disruptions which have occurred either internally or from the external marketplace.
True False
192. Bankruptcy generally occurs when companies recognize a disconnection to their intended strategy as a
result of disruptions which have occurred either internally or from the external marketplace.
True False
193. Technology obsolescence generally occurs when companies recognize a disconnection to their intended
strategy as a result of disruptions which have occurred either internally or from the external marketplace.
True False
197. Restructuring an organization can be in response to the launch of new products or services.
True False
198. The goal of any restructuring initiative should be to increase the value and the long-term health of the
organization.
True False
199. The goal of any restructuring initiative should be to increase the liquidity and the long-term health of the
organization.
True False
200. The goal of any restructuring initiative should be to increase the costs and the long-term health of the
organization.
True False
201. The goal of any restructuring initiative should be to increase the appeal and the long-term health of the
organization.
True False
202. Full understanding of the rationale for the action is required by the management team for a restructuring
effort to be successful.
True False
203. Remaining focused on the objectives desired is required by the management team for a restructuring effort
to be successful.
True False
204. Get actively involved in the transformation process is required by the management team for a restructuring
effort to be successful.
True False
205. Prioritization and sequencing of what needs to be accomplished is required by the management team for a
restructuring effort to be successful.
True False
206. Learning curves for staff involved is fundamentally influenced by the structure, culture, and managerial
approach?
True False
207. The flow of communication is fundamentally influenced by the structure, culture, and managerial
approach?
True False
208. The level of collaboration is fundamentally influenced by the structure, culture, and managerial approach?
True False
209. The efficiency of the work being performed is fundamentally influenced by the structure, culture, and
managerial approach?
True False
211. Name the four components that when properly designed, aligned, and developed, ensure the successful
execution of a business strategy
217. What is restructuring, and what is the rationale for an organization to initiate such an exercise?
c7 Key
1. (p. 170) What are considered to be the cornerstones to the structural foundation of a business, how it operates,
and how its tactical execution is tied to its strategic plan?
A. Organizational Structure, Culture and Management Approach
B. Control Systems to Manage Strategic Intent
C. Mechanisms for Effective Talent Management
D. Operational Processes and Market Support & Alignment
E. All of the above
Bissonette - Chapter 07 #1
Difficulty: Easy
Learning Objective: 1
2. (p. 170) _______ relates to the formal framework around which the business system is designed and how such a
structure directs and influences collaboration, the exchange of knowledge, the communication of and sharing of
ideas, and the work environment surrounding the accomplishment of tasks and the meeting of responsibilities.
A. Organizational Structure, Culture and Management Approach
B. Control Systems to Manage Strategic Intent
C. Mechanisms for Effective Talent Management
D. Operational Processes and Market Support & Alignment
E. Support of the overall corporate level vision and mission
Bissonette - Chapter 07 #2
Difficulty: Easy
Learning Objective: 1
3. (p. 171) _________ defines the managerial evaluation and control processes utilized to determine the success of
the organization in meeting its strategic and operational goals and objectives
A. Organizational Structure, Culture and Management Approach
B. Control Systems to Manage Strategic Intent
C. Mechanisms for Effective Talent Management
D. Operational Processes and Market Support & Alignment
E. Support of the overall corporate level vision and mission
Bissonette - Chapter 07 #3
Difficulty: Easy
Learning Objective: 1
4. (p. 171) ________ refers to the decision-making hierarchy, the delegated span of control within an organization,
and the allocation of position power within it.
A. Organizational Structure, Culture and Management Approach
B. Control Systems to Manage Strategic Intent
C. Mechanisms for Effective Talent Management
D. Operational Processes and Market Support & Alignment
E. Support of the overall corporate level vision and mission
Bissonette - Chapter 07 #4
Difficulty: Easy
Learning Objective: 1
5. (p. 171) ____________________ focuses on the processes and initiatives needed to support and direct the
product/service transformation process within the organization, the creation of the value proposition applicable
to such products/services, and the distribution, marketing, sales, and service in support of these
products/services.
A. Organizational Structure, Culture and Management Approach
B. Control Systems to Manage Strategic Intent
C. Mechanisms for Effective Talent Management
D. Operational Processes and Market Support & Alignment
E. Support of the overall corporate level vision and mission
Bissonette - Chapter 07 #5
Difficulty: Easy
Learning Objective: 1
6. (p. 178) ________ refers to the process of dividing organizational functions into separate units.
A. Coordination
B. A chain of command
C. Empowerment
D. Departmentalization
Bissonette - Chapter 07 #6
Difficulty: Easy
Learning Objective: 2
Bissonette - Chapter 07 #7
Difficulty: Easy
Learning Objective: 2
8. (p. 178) Which of the following is considered to be an advantage of departmentalization?
A. Employees become narrow specialists.
B. People in the same department tend to think alike.
C. Departments are isolated from one another.
D. Employee skills can be developed in depth.
Bissonette - Chapter 07 #8
Difficulty: Easy
Learning Objective: 2
9. (p. 172) _______ relates to the formal framework around which tasks are organized and responsibilities
allocated within an organization.
A. Culture
B. Environment
C. Structure
D. Management approach
E. Shareholder expectations
Bissonette - Chapter 07 #9
Difficulty: Easy
Learning Objective: 2
10. (p. 172) The concept of ______________ encompasses designing structure that considers the manner in which
we interact with customers, and design the organization's framework in a way which best facilitates these
interactions.
A. expectations of customers
B. customer "touch points"
C. customer responsiveness
D. customer category
E. customer relationships
11. (p. 172) Many organizations have a tendency to follow a generalized structure development path as they flow
through their _______.
A. growth cycles
B. evolution cycles
C. progress
D. life cycles
E. stages
13. (p. 172) Which of the following is NOT one of the key questions that managers should take into consideration
when developing the organization's framework?
A. What specializations will best achieve the strategies?
B. What is the best structure?
C. What culture or environment is needed?
D. What management approach will best support the activities?
E. All of the above are key.
14. (p. 178) _______________ refer to those functions that an organization does as well as, or better than, any
other organization in the world.
A. Primary functions
B. Comparative strengths
C. Residual functions
D. Core competencies
15. (p. 178) Independence Electronics prides itself as a world-class producer of components used in CD and DVD
players. The outstanding performance of the production department indicates that this activity is one of the
firm's ________.
A. fiscal responsibilities
B. core competencies
C. benchmark assets
D. target competitive advantages
17. (p. 178) Gangsta Industries produces a variety of anti-crime and safety products such as burglar alarms, smoke
detectors, surveillance cameras, and specialty locks. Gangsta sells to households, businesses, and government
agencies. They have found that each market group requires a different marketing strategy. Gangsta would
probably benefit from departmentalization by:
A. function.
B. process.
C. customer type.
D. market opportunities.
18. (p. 183) _______________ means that decision-making authority is delegated to lower-level managers and
employees.
A. Uniformity of authority
B. Decentralized authority
C. Specification of authority
D. Standardized authority
19. (p. 183) Organizations that require consistent production standards to help create a high quality public image
would tend to favour:
A. centralized authority.
B. an inverted organization.
C. a high level of employee empowerment.
D. flat organizational structures.
21. (p. 183) As the head of the marketing department, Jody works with her subordinates on complex and
challenging projects. The level of detail in this work requires Jody to spend a significant amount of time with
her subordinates providing advice and support. Within the marketing department, Jody probably has a(n)
________ span of control.
A. wide
B. narrow
C. unlimited
D. functional
22. (p. 183) Vaughn Studios organizes its operations by activity, such as production, marketing, accounting, and
finance. Vaughn utilizes _____________ departmentalization in order to maximize their efficiency:
A. product
B. customer
C. functional
D. standardized
25. (p. 183) Louise works in a company with fewer chances of advancement. This is considered a disadvantage of
___________.
A. a wide span of control
B. a narrow span of control
C. departmentalization
D. job specialization
26. (p. 183) Compared to the decentralized management structure, which of the following is a disadvantage of the
centralized management structure?
A. Potential for interorganizational conflict.
B. Less top management control.
C. Less efficient.
D. Complex distribution system.
29. (p. 183) The business operations of the Cadet Corporation are complex, requiring a great deal of planning and
coordination. The span of control for the managers of the Cadet Corporation is likely to be:
A. narrow.
B. wide.
C. unrelated to these variables.
D. decentralized.
30. (p. 183) An organization that consists of many layers of management is referred to as a ____________
organization.
A. flat
B. wide
C. tall
D. deep
32. (p. 183) An organization with only a few layers of management is known as a:
A. tall organization.
B. flat organization.
C. leveraged organization.
D. coordinated organization.
33. (p. 183) The ________ an organization's structure, the ________ the span of control.
A. flatter; wider
B. flatter; narrower
C. taller; wider
D. taller; flatter
34. (p. 175) Which of the following is NOT a factor used to determine the best organizational structure for a
particular company?
A. organization's size
B. geographic dispersion
C. range of business undertakings
D. current product growth
E. task specialization requirements
36. (p. 177) Which of the following is NOT one of the building blocks that the reorganization of a business'
structure generally focuses on?
A. Customer intimacy
B. Work Efficiencies
C. Degree of Departmentalization
D. Defined functional areas
E. None of the above
37. (p. 175) ________ refers to the need of the organization to fully analyze the type, number, and responsibilities
of the various positions and align these to the tasks needed to be completed.
A. Framework for customer connection
B. Work efficiencies
C. Continuous improvement tactics
D. Degree of Departmentalization
E. Customer intimacy
38. (p. 178) _________ refers to the dividing of the organization's work units into defined functional areas.
A. Framework for customer connection
B. Work efficiencies
C. Continuous improvement tactics
D. Degree of Departmentalization
E. Customer intimacy
40. (p. 180) Which of the following is NOT one of the five key dimensions in Geert Hofstede's Cultural
Dimensions Model?
A. Risk Allowance
B. Individualism
C. Masculinity
D. Certainty avoidance
E. Long-term orientation
41. (p. 181) ________ refers to the degree of entrepreneurship which is embedded into the organization.
A. Innovation support
B. Employee Interaction
C. Risk Allowance
D. Competitive Emphasis
E. Control Protocols
42. (p. 181) The key, with respect to this cultural framework, is to try and develop a culture which passionately
pursues the _______ of the vision and the mission of the organization.
A. enablement
B. attainment
C. facilitation
D. fulfilment
E. empowerment
45. (p. 183) _________ refers to the level of responsibility and decision-making authority which is transferred to
each specific managerial position.
A. Managerial hierarchy
B. Hierarchy requirements
C. Decision-Making control
D. Span of control
E. Nature of the work
47. (p. 183) _________ refers to the number of subordinates a manager will have reporting to him or her.
A. Managerial hierarchy
B. Hierarchy requirements
C. Decision-Making control
D. Span of control
E. Nature of the work
48. (p. 185) As ________ change, so must the business system framework required to ensure the successful
execution of the revised strategic direction.
A. strategies
B. plans
C. businesses
D. departments
E. Organizations
49. (p. 187) ________ generally occurs when companies recognize a disconnection to their intended strategy as a
result of disruptions which have occurred either internally or from the external marketplace.
A. Fundamental change
B. Competitive pressure
C. Restructuring
D. Bankruptcy
E. Technology obsolescence
51. (p. 188) The goal of any restructuring initiative should be to increase the _______ and the long-term health of
the organization.
A. value
B. liquidity
C. costs
D. demand
E. appeal
52. (p. 188) Which of the following is NOT required by the management team for a restructuring effort to be
successful?
A. Remain focused on the objectives desired
B. Get actively involved in the transformation process
C. Commit the staying power to see it to completion
D. Prioritization and sequencing of what needs to be accomplished
E. Full understanding of the rationale for the action
53. (p. 189) Which of the following is NOT fundamentally influenced by the structure, culture, and managerial
approach?
A. the flow of communication
B. learning curves for staff involved
C. the level of collaboration
D. the efficiency of the work being performed
E. the effectiveness of the work being performed
Voici ce qui me fut conté, par une amie à cheveux blancs qui
s’est retirée à la campagne et fait apprendre le catéchisme à des
enfants barbouillés. Il est bon de dire que cette femme n’est pas plus
croyante que moi ; le catéchisme n’est donc que l’occasion
d’enseigner la morale commune, enfin de débarbouiller les esprits.
Flèche de tout bois, tous les travaux avec un seul outil, c’est la loi de
campagne. Je transcris maintenant l’histoire.
Un enfant de vagabonds, fixés pour un temps dans les Creutes,
qui sont des grottes de ce pays-là, fait retentir un jour la sonnette.
« Que veux-tu, petit homme ? » — « Je veux qu’on m’apprenne ma
prière et mon catéchisme. » C’était le jour ; il prend place. On lui
apprend le signe de la croix. « A quoi que ça sert ? » Discours.
« C’est le signe de Jésus mis en croix pour avoir enseigné l’égalité,
la justice, l’amour, le pardon des injures. Le signe est pour rappeler
ces choses, dans le moment où l’on va se laisser emporter par la
colère, ou la vengeance, ou la haine, ou le mépris. C’est comme si
l’esprit du Juste mis en croix venait alors au secours. » Enfin tout ce
que peut dire du signe de la croix quelqu’un qui n’en use point.
Une semaine passe. On s’entretient de la colère, toujours à
propos du catéchisme. Et l’un des enfants, assez prompt à
remarquer les faiblesses d’autrui, de dire : « C’est Michel (ce petit
vagabond) qui est coléreux. Hier, il poursuivait André, tenant dans sa
main une grosse pierre, et disant : je te tiens, tu n’iras pas jusqu’à ta
maison. Mais voilà (se moquant), voilà qu’il s’arrête tout à coup, et,
avec sa pierre, fait le signe de la croix, et jette sa pierre, disant à
André qu’il n’aie pas peur, et qu’il peut rentrer chez lui. »
J’avais traversé des étendues neigeuses, où l’on ne voyait pas la
trace d’une voiture, je chauffais mes pieds au feu, et j’entendais
cela. Tolstoï a saisi toutes ces harmonies. Le petit vagabond n’était
plus revenu ; ainsi l’histoire n’avait pas de suite. Il se fit donc un
silence, et tous les dieux passèrent.
Il faut déjà une science profonde pour comprendre que les
passions, et leurs preuves si vives, dépendent des mouvements du
corps, et que, pour dénouer la colère, il suffit de dénouer les poings.
Mais qui croira, au premier moment, qu’il est plus maître de sa main
que de sa pensée ? C’est pourtant ainsi. N’essayez point d’abord
d’être juste en pensée à l’égard de votre ennemi, mais desserrez
vos dents d’abord, ouvrez vos mains, pliez les genoux, inclinez la
tête. Car la vie s’étrangle elle-même, avant d’étrangler l’autre. Et
c’est ainsi, par gymnastique d’abord, que la pensée réduit les
passions ; alors seulement les idées reprennent leur sens humain.
Mais, si l’effet est visible, les causes sont naturellement cachées. De
là cette croyance, vieille comme le Temps, que des gestes rituels
évoquent l’esprit de vérité, et qu’il vient du dehors comme l’ange. Et
voilà le miracle, essentiellement ; car il est vrai qu’un geste change
tout. Si tu veux concevoir la paix, pose d’abord tes armes.
XXVI
DES SIGNES
Noël n’est pas un soir ni une fin. Noël est une aurore et un
commencement. Cette messe est à minuit et célèbre un enfant.
Cependant l’hiver a commencé ; la neige ensevelit l’automne ; les
arbres montrent leurs squelettes dépouillés ; le vent du nord
descend sur la terre. Mais l’œil voit d’autres signes ; le ciel se creuse
par ces légères architectures de la forêt ; la lumière est comme
délivrée ; la neige double le ciel. Sur les bourgeons du marronnier
j’ai touché une sève visqueuse. Les astronomes de leur côté
mesurent ce solstice traînant ; le soleil a fini de descendre. Ainsi tous
les signes s’accordent, et la jeune Espérance est fêtée justement
quand il faut.
Les anciens peuples avaient tous des danses réglées qui
figuraient les choses du ciel et les saisons ; c’est ainsi qu’ils se
souvenaient ; c’est ainsi qu’ils se persuadaient eux-mêmes. On dit
souvent là-dessus que ces danses figuraient la mythologie ; mais je
suis assuré au contraire que la mythologie fut un commentaire de
ces danses, qui premièrement exprimèrent le rapport de l’homme à
la nature des choses, tout à fait de la même manière que le chant
des oiseaux raconte le printemps. Ainsi l’ancien culte fut d’abord en
action, et absolument vrai. C’est de là que les hommes prirent leurs
idées. Je veux bien que penser ce soit, selon un mot connu, se
retenir d’agir ; mais je dirais plutôt que penser c’est s’arrêter de
danser, ou bien regarder danser. Car il faut un objet à nos pensées
comme telles ; il faut un autre monde, solide comme le monde,
image du monde, et autre que le monde. La première contemplation
fut danse, et la première réflexion fut contemplation de la danse.
Pensez-y avec suite. On ne peut compter sans les noms de
nombre ; mais comment nommer les nombres avant d’avoir
compté ? Cherchez d’un autre côté ; le nombre fut sans doute une
abstraction de la danse, et autrefois sacré, comme la danse.
Le détail échappe. Mais posons seulement que l’accord des
signes fut toujours adoré. On peut comprendre alors cette
mythologie universelle, où la forme humaine représente une partie
ou un aspect de la nature inanimée. Si la danse est la plus ancienne
vérité, tout s’explique ; et aussi comment l’ordre de la nature fut
naturellement exposé sous la forme d’un récit légendaire. La
légende fit la première explication de la danse. Comment expliquer
autrement ce sens des mythes, qui se retrouve et se redouble
jusque dans leurs derniers replis ? La fête fut d’abord juste, non
moins juste que le chant des oiseaux. Elle exprima l’ordre universel.
Les récits que l’on en tira furent gouvernés par ces gestes
infaillibles ; aussi n’y a-t-il pas une faute dans ces métaphores qui
furent les anciens dieux. Personne, ou presque, ne remarque que
les poèmes sont régulateurs à la fois et révélateurs de nos
sentiments ; mais tous l’éprouvent. Encore bien moins remarque-t-on
que les mythes sont les régulateurs à la fois et les révélateurs de
nos pensées ; mais aussi ceux qui éprouvent cet accord dans le
moment de la prière sont transportés si violemment par cette beauté
inexplicable, qu’ils sont disposés alors à accorder beaucoup et
même tout à la théologie raisonneuse. Toutefois cette théologie elle-
même convient que celui qui prend le mythe pour vrai en ses
apparences, et qui adore directement et simplement les images, est
plus près du vrai que les docteurs. Mais celui qui comprendrait que
la prière est une parfaite perception de la nature et de l’homme
ensemble serait encore plus près des dieux.
XXVII
NOËL