Chapter 10 Exam

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BUS 430 – Strategic Management – Test #6
Chapter 10 – Superior Strategy Execution-Another Path to Competitive Advantage 1.| Once company managers have decided on a strategy, the emphasis turns to  A. | converting the strategy into actions and good results.| B. | empowering employees to revise and reorganize value chain activities to match the strategy.| C. | establishing policies and procedures that instruct company personnel in the ways and means of executing the strategy.| D. | developing a detailed implementation plan that sets forth exactly what every department and every manager needs to do to proficiently execute the company's strategy.| E. | building the core competencies and competitive capabilities needed to execute the strategy.|

2.| Which of the following is not among the types of actions and initiatives undertaken by management in the strategy execution process?  A. | Building an organization capable of executing the strategy| B. | Instituting policies and procedures that facilitate rather than impede strategy execution| C. | Deciding which core competencies and value chain activities to leave as is and which ones to overhaul and improve| D. | Pushing for continuous improvement in how value chain activities are performed| E. | Tying rewards directly to the achievement of strategic and financial targets and to good strategy execution|

3.| 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, building core competencies 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.|


4.| The overriding aim in building a management team should be to  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 and further the cause of first-rate strategy execution.| 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.|

5.| Which of the following is generally not among the practices that companies use to staff jobs with the best people they can find?  A. | Careful screening and evaluation of job applicants| B. | Rotating people through jobs that span functional and geographic boundaries| C. | Weeding out the 20% lowest-performing employees each year| D. | Striving to retain talented, high-performing employees via promotions, salary increases, and other perks| E. | Coaching average performers to improve their skills and capabilities|

6.| The rationale for making strategy-critical value chain activities the primary building blocks in a company's organizational chart is based on  A. | the much shorter time it takes to build core competencies and competitive capabilities.| B. | the benefit such an organizational scheme has in reducing costs.| C. | the benefit such an organizational scheme has in improving...
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