Chapter 10 Building an Organization Capable of Good Strategy Execution:
People, Capabilities, and Structure Answer Key
Multiple Choice Questions
1.
Once company managers have decided on a strategy, the emphasis turns to
2.
Strategy execution
3.
Which of the following is NOT among the types of actions and initiatives undertaken by management in
the strategy execution process?
4.
The managerial approach to implementing and executing a strategy should always
5.
The approach to identifying the items needed to be placed on management’s action agenda of the
strategy execution plan always involves
6.
What does a good strategy execution require?
7.
The three components of building a capable organization are
8.
Which of the following is NOT among the principal managerial components of the strategy execution
process?
9.
Building an organization capable of good strategy execution entails
10.
Which of the following does NOT exemplify a policy or procedure that facilitates strategy execution?
11.
In formulating an action agenda to implement and execute a new or different strategy, the place for
managers to begin is with
12.
When strategies fail, it is often because of
13.
The two best signs of good strategy execution are whether
14.
The most important leadership trait in the strategy execution process is
15.
Executing strategy is a make-things-happen task that tests a manager’s ability to perform all of the
following EXCEPT
16.
Which of the following statements falsely characterizes the managerial task of executing strategy?
17.
What makes the managerial task of executing strategy so challenging and demanding is the
18.
Which of the following statements about implementing and executing a new strategy is true?
19.
Which of the following is generally NOT among the practices that companies use to staff jobs with the
best people they can find?
20.
While ultimate responsibility for implementing and executing strategy falls upon the shoulders of senior
executives
Topic: Organizational development
21.
Implementing and executing a company’s strategy
22.
Management’s handling of the strategy implementation/execution process can be considered successful
23.
The three components of building a capable organization are
24.
If management is to match a company’s organization structure to its strategy in an effective way, then it
is essential
Topic: Organizational development
25.
The most common building blocks for a company’s organizational structure
26.
Building an organization capable of good strategy execution entails
Topic: Top-level management
27.
Which of the following is NOT part of a senior executive’s agenda in big organizations with
geographically scattered operating units?
28.
Which of the following is part of strategy-supportive resources and capabilities?
29.
In which of the following steps does updating the company’s capabilities to match changing market
conditions and customer expectations take place?
30.
Which of the following is NOT true of implementing a strategy?
31.
General Electric has an up–or-out policy, where key personnel in underperforming units are pressured to
boost performance to acceptable levels and keep it there or risk being replaced. What is this an example
of?
32.
Putting together a capable top management team with the right mix of experiences, skills, and abilities
33.
Which of the following is one of the first steps to take in launching the strategy execution process?
34.
The overriding aim in building a management team should be to
35.
The process of recruiting and retaining capable employees
36.
Recruiting and retaining capable employees is
37.
Which of the following statements about recruiting and retaining capable employees is FALSE?