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Chapter 09 Organizational Agility Answer Key
True / False Questions
1.
The mechanistic organization emphasizes flexibility and is less rigid than the organic
structure.
2.
Strategies and structures are based on the firm's core capabilities, its strategic alliances,
its ability to learn, and its ability to engage all the people in the organization in achieving
its objectives.
3.
A strategic alliance can be made with just about any other organization except one's
competitors.
4.
An organization's size has a large impact on its ability to respond effectively to its
environment.
5.
The difficulty of controlling a large company with many product lines and divisions is an
example of a diseconomy of scale.
6.
It is a challenge for companies to be both big and small to capitalize on the advantages of
each.
7.
A value chain is the sequence of activities that flow from raw materials to the delivery of a
good or service, with value subtracted at each step.
8.
Reengineering answers the question "If you were the board of directors, how would you
like us to operate?"
9.
Usually, companies with higher volumes of products tend to offer more varieties.
10.
In a lean manufacturing organization, the emphasis is on cost, efficiency, and hierarchy.
Multiple Choice Questions
11.
In organic organizations, communication tends to occur through _____.
12.
Which of the following statements is true of organic firms?
13.
In an organic structure, what are the responsibilities of jobholders usually like?
14.
A well-understood, well-developed _____ can enhance a company's responsiveness and
competitiveness.
15.
To be successful, partners in a strategic alliance must pay the most attention to the _____
partnership.
16.
Exploration and _____ are the two ideal areas on which a learning organization should
focus.
17.
Natasha, the CEO of Ellis and Peters Associates, seeks input from both her top
management team and the lower levels of the company before she decides on strategies
about the future direction of the company. Judging from this, Ellis and Peters Associates is
a(n) _____ organization.
18.
Large organizations are typically _____ than small ones.
19.
Which of the following statements about types of economies is true?
20.
In which type of organization are jobs most likely to be specialized?
21.
Which of the following is an advantage of a small organization?
22.
Which of the following is an advantage of a large organization?
23.
Big companies can typically lower costs per unit of production. In other words, large size
allows for _____.
24.
Which type of company is better at providing quality goods and services to targeted
market niches?
25.
The planned elimination of positions or jobs is known as _____.
26.
The successful effort to achieve an appropriate size at which a company performs most
effectively is known as _____.
27.
The phenomenon in which employees who retain their jobs during a layoff subsequently
exhibit a loss of productivity and reduced morale is known as _____.
28.
Glen wants to balance the strategic triangle for his company. To do this, he must take into
account the competition, the customer, and the _____.
29.
Uma wants to improve her customer service department by using information technologies
to create two-way conversations with customers to gain more knowledge of their wants
and preferences. Uma wants to institute _____ management.
30.
Total quality management is characterized by a strong orientation toward both external
and internal _____.
31.
A company that receives certification that it meets ISO 9001 standards is a company that
32.
The process of completely overhauling an operation to achieve the greatest possible
benefits to the customer and to the organization is known as _____.
33.
Which of the following words best describes decision making in a small batch
organization?
34.
Rey's company produces a high volume of bicycle helmets, yet they come in a high variety
of distinctive styles. The company is engaging in _____.
35.
Which of the following is an important component of time-based competition?
