Chapter 11 Strategic Management

Lakukan tugas rumah & ujian kamu dengan baik sekarang menggunakan Quizwiz!

multidivisional structure

type of strategy global standardization uses

functional structure

type of strategy international uses

multidivisional structure

type of strategy multi domestic uses

global matrix structure

type of strategy transnational uses

what is important is defined by ______; which attitudes and behavior are deemed appropriate are defined by _____

values; norms

examples of artifacts of an organization's culture

what events are celebrated design and layout of physical space symbols

founder imprinting

when a company's culture is defined and shaped by the people who start it

exploitation

which of the following terms describes the usage of current knowledge to enhance firm performance in the short term?

output controls

which of the following types of control defines expected results in order to guide employee behavior

true of cross-functional teams

work on a specific product or project meant to facilitate collaboration between departments

span of control

# of employees who directly report to a manager

organizational culture

collectively shared values and norms of an organizations members - also key building block of organizational design

co-opetition

competition and cooperation at the same time

transnational global strategy's structure

global matrix -balance of centralized and decentralized -additional layer of hierarchy to coordinate with

when supporting a related-diversification strategy with the m-form organizational structure, managers typically

concentrate decision making at the top of the organization

centralization

organizational element that refers to the degree to which decision making is concentrated at the top of the organization

because executives make decisions about structure and strategy,

a change in leadership often results in a change in culture

ambidextarity

a firm's ability to address trade-offs not only at one point but also over time. it encourages managers to balance exploitation with exploration

determines the allocations of resources and the organization and operations of works

a firm's organizational struct

groupthink

a situation in which individuals follow a leader without challenging or critically evaluating the leader's ideas

disadvantages to M-form

adds layer of corporate hierarchy SBU's frequently compete with each other

reasons why it is difficult to imitate the cultures of successful firms

casual ambiguity social complexity

the four essential aspects of an organizational structure

centralization hierarchy specialization formalization

characteristics of cooperative m-form

centralized decision making high level of integration @ corporate HQ co-opetition among SBU

organic organizations

characterized by a low degree of specialization & formalization, flat organizational structure, & decentralized decision making

mechanistic organizations

characterized by high degree of specialization & formalization & by a tall hierarchy that relies on centralized decision making

what do cross functional teams fix

cross-departmental collaboration in a functional structure

characteristics of competitive m-form

decentralized decision making low level of integration @ corp. HQ competition among SBU for resources

a firm would use input controls if it wanted to

define and direct employee behavior through a set of explicit, codified rules and standard operating procedures

which of the following is true of an m-form?

each division operates independently

how does an organization's culture influence employee behavior?

employees are motivated by positive culture because it appeals to their higher ideals

which of the following are true of the network structure

enable firms to access communities of practice supported by policies and procedures that are uniform company-wide

motivation that is driven by external factors, such as rewards or punishments, is called ____ motivation

extrinsic

functional

firms that follow a single-business or dominant-business strategy at the corporate level generally employ a _____ structure

transnational

firms that pursue a ____ strategy tend to use a global matrix structure

international global strategy's structure

functional

when a firm covers a limited geographic area and is narrowly focused in terms of offerings, a ____ structure is recommended

functional

frequently associated with organic organizations

greater employee satisfaction swifter decision making greater employee creativity

core rigidity

happens when a firm relies too long on the competency w/o honing, refining, and upgrading as the firms and environment change

an example of how values and norms provide control

helping employees address unpredictable problems

strategy implementation is essentially

how a firm performs its work

firms resistance to change the status quo, which can set the stage for the firms subsequent failure

inertia

mcdonald's reliance on detailed instructions to ensure consistent quality and service worldwide is an example of standard operating procedures as ____ control

input

a disadvantage of a matrix organizational structure is that it

is hard to implement

organizational structure

key to determining how the work efforts of individuals and teams are orchestrated & how resources are distributed

disadvantage of functional structure

lacks effective communications channels across departments, and cannot effectively address a higher level of diversification which often stems from further growth

Characteristics of simple organizational structures

low formalization decentralized decision making flat hierarchies

why does strategy implementation frequently fall?

managers cannot make the needed adjustments because of how implementation affects the firm's resource allocation and power distribution

mcdonalds is an example of

mechanistic organization because it has over 36,000 stores

what do managers use the key levers of structure, culture, and control for?

motivate employees coordinate work

multidomestic global strategy's structure

multidivisional -geographic areas -decentralized decision making

global standardization strategy's structure

multidivisional -product divisions -centralized decision making

when a firm's organizational structure is tall, the span of control is

narrow

key elements of organizational culture

norms values artifacts

ambidextrous organization

organization that is able to balance & harness different activities in trade off situations

hierarchy

organizational element that determined the formal position based reporting lines and thus stipulates who reports to whom

holacracy

organizational structure in which decision making authority is distributed throughout loose collections or circles of self organizing teams

simple structure

organizational structure in which the founders tend to make all the important strategic decisions as well as run the day to day operations

multidivisional structure (M-Form)

organizational structure that consists of several distinct strategic business units each with its own profit and loss responsibility

functional structure

organizational structure that groups employees into distinct functional areas based on domain expertise

organizational design

process of creating, implementing, monitoring, & modifying the structure, processes and procedures of an organization

employees learn about their firm's culture through

socialization

the functional areas present in a functional structure frequently correspond to

stages in the value chain

what are two internal governance mechanisms put in place to align principal and agent incentives?

strategic control reward systems

key components of organizational design

structure, control, culture

exploration

terms describing searching for new knowledge that may enhance a firm's future performance

specialization

the element of organizational structure that describes the degree to which a task is divided into separate jobs

a matrix structure is intended to combine the benefits of which two structure types?

the functional structure the m-form

diversification

the inability to effectively deal with higher levels of ____, a common result of growth, is a weakness of the functional structure

boundaryless or lattice

the organizational structure at Gore, in which everyone is encouraged to speak to anyone they wish to within the organization, is called ____ organization form

formalization

the organizational structure element that deals with the degree to which employee behavior is steered by explicit & codified rules & procedures

what is the goal of an internal capital market?

to be more efficient at allocating capital through its budgeting process than what could be achieved in external capital markets

a goal of a differentiation strategy

to control costs while offering products or services at a higher perceived value, thereby creating a competitive advantage


Set pelajaran terkait

Combo with GA Life/Health Ins Exam Questions and 1 other

View Set

Muscles: Agonist, Antagonist, Synergist

View Set