A ________ is one where there is an owner and usually a few employees where the
arrangement of tasks, responsibilities and communication is highly informal and
accomplished through direct supervision.
A. Matrix structure
B. Functional structure
C. Strategic business unit
D. Simple organizational structure
Zeon Plus Company requires substantial investment to maintain and expand their
dominant position in the growing electronic zeonites market. In fact, this investment is
often in excess of the funds that the firm can generate internally. However, Zeon Plus
does have a very large market share. What type of company is this, according to the
BCG growth-share matrix?
A. Cash cow
B. Dog
C. Question mark
D. Star
Power Fund is a long-standing brokerage firm with a great history of high returns and
well-managed growth. The managers at Power Fund repeatedly refer to terms like
“quality,” “growth,” and “reliability” in the firm’s advertisements. This demonstrates
managers’:
A. Dissemination of stories and legends about core values
B. Emphasis on key themes or dominant values
C. Building time into the organization
D. Managing the firm globally
Recent research has found that, on balance, ______ relationships can be expected from
CSR.
A. Negative
B. Positive
C. No
D. Inverse
Approximately _____ percent of senior corporate auditors now report directly to the
Board of Directors audit committee.
A. 30
B. 55
C. 75
D. 90
_______ is partnerships that exist for a defined period during which partners contribute
their skills and expertise to a cooperative project.
A. Licensing agreements
B. Franchising agreements
C. Export agreements
D. Strategic alliances
Leaders look to managers to execute strategy, accept risk and cope with the complexity
of change. So, _________ becomes a major leadership role.
A. Setting short-term strategy
B. Selection and development of key managers
C. Establishing priority among senior executives
D. Limiting managerial “buy-in”
_______ views a firm as a sequential process of value-creating activities.
A. Resource-based analysis
B. Value chain analysis
C. SWOT analysis
D. Primary internal analysis
A company producing toilet paper, tissues and other consumer paper goods can work to
establish the right product lines, with reasonable sales volumes, profit margins and
growth potential in order to generate:
A. Supplier power to face massive buyer power in retail customers
B. Buyer power for the end-consumers
C. Supplier power for the retail chains
D. Regional advantages over buyers
_____ is concerned with tracking a strategy as it is being implemented, detecting
problems or changes in its underlying premises and making necessary adjustments.
A. Restructuring strategy
B. Strategic control
C. Internal analysis
D. Functional tactics
Every ________ in a company executes functional tactics that support the business’s
strategy and help accomplish strategic objectives.
A. Competitive rivalry
B. Supplier/customer
C. Value chain activity
D. Business unit manager
Ability to reduce costs, develop variants and differentiate products represent the
maturity stage of industry evolution capabilities which functional area?
A. Engineering and R&D
B. Marketing
C. Production operations
D. Personnel
Which of these strategies are suggested by the first quadrant of the Grand Strategy
Cluster?
A. Horizontal acquisition
B. Concentrated growth
C. Concentric diversification
D. Joint ventures
The definition of an industry’s boundaries is important because
A. It has to be included in the mission statement
B. It helps executives determine the arena in which their firm is competing
C. It has to be reported to stockholders
D. It helps set the prices for the firm’s products
Basing decisions on a short-term concern for profitability would lead to
A. A reduced market share
B. A strategic myopia
C. A competitive warfare
D. A governmental lawsuit
When a firm competes in a geographically defined specific area, it is using a(n)
_______ strategy.
A. market focus
B. Cost
C. Differentiation
D. Integration
Problems with the matrix structure’s implementation are heightened ________ with the
complications introduced by distance, language, time and culture.
A. With regional diversifications
B. In an international context
C. In a national geographic range
D. By an increase in synergies
In any organization, there are boundariesterritoriality–that stifle intrapreneurship.
____________ is often central to innovation and successful entrepreneurial teams.
A. Turf-building
B. “Cross-fertilization”
C. Corporate slack
D. Self-selection
Which is NOT one of the differences between business strategies and functional tactics?
A. Reinforcement of the strategy
B. Time horizon
C. Specificity
D. Participants who develop them
___________ is the power exercised via coercion or fear of punishment for mistakes by
a manager’s subordinates.
A. Expert influence
B. Information power
C. Position power
D. Punitive power
The grand strategy commonly ranked second in low risk and cost is:
A. Market development
B. Vertical integration
C. Joint venture
D. Concentrated growth
Which type of simple rules help managers rank the accepted opportunities?
A. How-to rules
B. Financial rules
C. Priority rules
D. Boundary rules
Gizmo Co. has rules for product development. Its project teams must know when a
product has to be delivered to the customer and total product development time must be
less than 1 year. This represents an example of:
A. Exit rules
B. Timing rules
C. Boundary rules
D. Priority rules
The narrow technical expertise achieved through __________ can lead to limited
perspectives in the priorities of the functional units.
A. A simple structure
B. Specialization
C. A product-team structure
D. A simple ranking
In the BCG matrix, which of these are managed for short-term cash flow?
A. Cash cows
B. Question marks
C. Dogs
D. Stars