A) a company's chief executive officer,its chief operating officer,and the heads of major units (business divisions,functional departments,and key operating units) .
B) first-line supervisors who have the day-to-day responsibility of seeing that key value chain activities are done properly.
C) the company's board of directors because board members are the final authority in overseeing and conducting daily operations.
D) a company's whole management team-each manager is responsible for attending to what needs to be done in his/her respective area of authority and thus should be held accountable for the strategy's success or failure.
E) all company personnel because all employees are active participants in the strategy execution process and the caliber of their actions have a huge impact on the ultimate outcome.
G) None of the above
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A) The quality of an organization's people is always an essential ingredient if critical value chain activities are to be performed competently.
B) Recruiting and retaining capable employees is a particularly important organization-building task in enterprises where superior intellectual capital is a key resource and also a basis for competitive advantage.
C) Recruiting and retaining capable employees are usually much more important to good strategy execution and the achievement of true operating excellence than is assembling a capable top management team.
D) It is very difficult for a company to competently execute its strategy and achieve operating excellence without a large band of capable employees who are actively engaged in the process of making ongoing operating improvements.
E) In many industries,adding to a company's talent base and building intellectual capital is more important to good strategy execution than additional investments in plants,equipment,and capital projects.
G) A) and E)
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A) the company is challenging its current performance targets and whether value chain activities are fully integrated within the strategic response criteria.
B) managers are personally leading the change process and whether they are meeting deadlines set for budgetary requirements.
C) the company is meeting or beating its performance targets and whether it is performing value chain activities in a manner that is conducive to companywide operating excellence.
D) managers are fully behind the changes and whether the company's value chain managers are executing them diligently.
E) the company identifies what the organization must do and how to make the necessary internal changes.
G) All of the above
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Decentralized organizational structures ...View Answer
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A) Either strengthening the company's base of skills,knowledge,and experience or coordinating and integrating the efforts of various work groups and departments
B) Either putting in high incentive bonuses to reward individual employees who train hard to develop the desired capability or launching an extensive training effort to develop the capability quickly with newly hired employees
C) Either using benchmarking and the adoption of best practices to imitate a capability that rivals have already developed or empowering a team of employees to develop the capability however they best see fit
D) Either using developed dynamic capabilities or acquiring the capability from outside sources
E) Either by enforcing close cross-business collaboration or by centralizing the performance of functions requiring close coordination at the corporate level
G) A) and B)
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A) manage the people,talents,and business processes of an operations-driven activities company.
B) direct organizational change and achieve continuous improvement in operations and business processes.
C) create and nurture a strategy-supportive culture.
D) meet or beat performance targets consistently.
E) focus on market conditions and the company's resources and capabilities.
G) A) and B)
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A) Improving a company's chances for outclassing rivals in the performance of strategy-critical activities and turning a core competence into a distinctive competence
B) Promoting quick establishment of a total quality culture
C) Speeding internal decision making and shortening the time it takes to respond to changing market conditions
D) Capitalizing on the partnerships with outsiders to enhance its arsenal of capabilities and thus contribute to better strategy execution
E) Helping decrease internal bureaucracies and flatten the organizational structure
G) A) and D)
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A) With a central executive handling all major decisions
B) To lighten the load of senior executives so they can concentrate on value chain action agendas
C) Specifically to manage unrelated diversification opportunities
D) Into functional departments,with departmental managers who report to the CEO and small corporate staff
E) With top-heavy management,and senior executives forming a central office of the chairman
G) C) and D)
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A) deciding how much to spend on training managers and employees.
B) deciding which value chain activities to perform in-house and which to outsource,and making internally performed strategy-critical value chain activities the main building blocks in the organization structure.
C) choosing an organization structure that is a tight fit with the corporate culture.
D) hiring an inexpensive yet capable management team.
E) instituting a compensation structure that reduces employee turnover and thus stabilizes the makeup of work teams.
G) B) and E)
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The most common approaches to capability...View Answer
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A) the trial-and-error experimentation that is required to come up with a workable organizational structure.
B) the people-management skills required,the resistance to change that has to be overcome,and the perseverance necessary to get a variety of initiatives launched and kept moving along.
C) the time and effort it takes to build core competencies.
D) the time,training,and creative effort it takes to empower employees and teach them responsible decision making.
E) the supervisory requirements associated with getting company personnel to do things the right way.
G) B) and E)
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A) centralized structure combining corporate overhead with support functions.
B) decentralized structure with of a set of operating divisions organized along business,product,customer groups or geographic lines,and a central corporate headquarters that allocates resources,provides support functions,and monitors divisional activities.
C) decentralized structure or divisional structure that monitors performance and allocates funding to those divisions wanting to grow.
D) decentralized format of senior executives with large overhead staff to manage and control all the business lines.
E) centralized structure that controls the coordination across the more diversified and complex functions within the organization.
G) B) and C)
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A) top-level managers still have to rely on the active support and cooperation of middle and lower-level managers in pushing needed changes in functional areas and operating units.
B) the pivotal and most decisive strategy-implementing actions are carried out by frontline supervisors who have the day-to-day responsibility of seeing that key activities are done properly.
C) it is a company's employees who most determine whether the drive for good strategy execution will succeed or fail.
D) the success or failure of the implementation/execution effort hinges chiefly on doing an effective job of empowering employees to make day-to-day operating decisions that support good strategy execution.
E) the success or failure of the implementation/execution effort hinges chiefly on a company's reward system and whether its policies and procedures are strategy-supportive.
G) B) and D)
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A) Match the firm's organizational structure to its unique strategy.
B) Decide on how much to spend on training managers and employees.
C) Choose an organization structure that is a tight fit with the corporate culture.
D) Ensure the firm hires a capable management team.
E) Learn how the collaborative partner does things.
G) All of the above
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In recognition of the importance of a ta...View Answer
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A) a strong,confident sense of what to do and how to do it.
B) strong communication skills (both written and verbal) covering motivating intent.
C) strong management skills to ensure a systematic approach to administration.
D) strong organizational skills so as to make actions structured toward results.
E) strong empathy skills when employees run into challenging moments.
G) B) and E)
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A) evolving changes in customer needs and competitive conditions that often require tweaking and adjusting a company's portfolio of competencies and intellectual capital to keep its capabilities freshly honed and on the cutting edge.
B) a core competence or capability that emerges incrementally out of company efforts either to bolster skills that contributed to earlier successes or to respond to customer problems,new technological and market opportunities,and the competitive maneuverings of rivals.
C) core competencies or capabilities that are most often bundles of skills and know-how that grow out of the combined efforts of cross-functional work groups and departments performing complementary activities at different locations in a firm's value chain.
D) the key to leveraging a core competence into a distinctive competence (or transforming a capability into a competitively superior capability) ,which concerns concentrating more effort and talent than rivals on deepening and strengthening a competence or capability so as to achieve the dominance needed for competitive advantage.
E) saving time by creating capabilities from scratch to remain aligned with external conditions and company strategy rather than updating and remodeling existing capabilities.
G) A) and C)
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A) top executives should establish a collegial,collaborative culture where decisions are made by general consensus on what to do and when.
B) strict enforcement of detailed procedures backed by rigorous managerial oversight is necessary because company personnel cannot be counted on to act wisely or keep costs to a bare bones level.
C) decision-making authority should be pushed down to the lowest organizational level capable of making timely,informed,and competent decisions.
D) most company personnel have neither the time nor the inclination to direct and properly control the work they are performing and that they lack the knowledge and judgment to make wise decisions about how best to do their work.
E) lower-level managers and employees should go up the ladder of command for approval on most all strategic and operating issues of much importance.
G) B) and D)
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A) The key to leveraging core competencies into competitive advantage is concentrating sufficient effort and talent on deepening and strengthening them so the firm achieves dominating depth and gains the capability to outperform rivals by a meaningful margin.
B) Core competencies have to be tweaked and adjusted to keep them fresh and responsive to changing customer needs and market conditions.
C) Core competencies typically are lodged in the combined efforts of different work groups and departments.
D) Core competencies generally grow out of company efforts to master a strategy-critical technology or to invent and patent a valuable technology.
E) Core competencies tend to emerge gradually rather than blossom quickly.
G) None of the above
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A) Matrix structure
B) Composite structure
C) Divisional structure
D) Network structure
E) Functional structure
G) B) and E)
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