Chapter 10 Superior Strategy Execution-Another Path to Competitive
Advantage Answer Key
Multiple Choice Questions
1.
Once company managers have decided on a strategy, the emphasis turns to
10-2
2.
Executing strategy
10-3
3.
Good strategy execution
10-4
4.
Which of the following is
not
among the types of actions and initiatives undertaken by
management in the strategy execution process?
10-5
5.
The principal managerial actions and initiatives undertaken in the strategy execution process
include which of the following?
10-6
6.
The principal managerial actions and initiatives undertaken in the strategy execution process
include which of the following?
10-7
7.
The three components of building a capable organization are
10-8
8.
Building an organization capable of good strategy execution entails
10-9
9.
Putting together a capable top management team
10–10
10.
The overriding aim in building a management team should be to
10–11
11.
Recruiting and retaining capable employees
10–12
12.
Which one of the following statements about recruiting and retaining capable employees is
true?
10–13
13.
Which of the following is generally
not
among the practices that companies use to staff jobs
with the best people they can find?
10–14
14.
Which one of the following is
not
a means of building and strengthening competitively
valuable resources and capabilities?
10–15
15.
If management is to match a company’s organization structure to its strategy in an effective
way, then it is essential
10–16
16.
The rationale for making strategy-critical value chain activities the primary building blocks in a
company’s organizational chart is based on the
10–17
17.
The most common building blocks for a company’s organizational structure
10–18
18.
Companies engaged in a single line of business most commonly utilize an organizational
structure that can be
10–19
19.
For decentralized decision making to be successful, it should be predicated on a belief that
10–20
20.
The chief advantage of a decentralized organizational structure is to