Question 1

Which of the following is not an example of how organisational structure might influence strategy implementation?
A) Ownership of the strategy depends, partly, on whether those implementing it are empowered to make it work.
B) Through the effectiveness of its sourcing strategy
C) Through the fact that only some people will be involved in the implementation process
D) Communication systems may or may not be effective in informing people about the purpose of the strategy and the tasks needed to implement it.
E) Via the speed with which plans can be implemented

Accepted Answer

The effectiveness of a sourcing strategy is more related to operational decisions rather than the influence of organizational structure on strategy implementation.

Question 2

Which of the following is a commonly used basis for organising a multidivisional structure?
A) Revenues generated
B) Geography
C) Technology
D) Personnel

Accepted Answer

A multidivisional structure is often organized based on geography, allowing companies to manage operations in different regions more effectively.

Question 3

Instead of formal structures and physical proximity, virtual organisations are held together by (choose all that apply):
A) Contractual integration
B) Collaboration
C) Networking
D) Partnership

Accepted Answer

Virtual organizations rely on collaboration, networking, and partnerships to function effectively, as these elements facilitate communication and cooperation without the need for physical proximity.

Question 4

Which of the following is most likely to be a danger for virtual organisations?
A) That costs will increase as the size of the organisation grows.
B) That the organisation will need to outsource some activities.
C) That knowledge creation will only occur in the specialist activities of the separate partners.
D) That the organisation itself gains too high a profile.

Accepted Answer

In virtual organizations, knowledge creation can be limited to specialized activities within separate partners, potentially hindering overall innovation and integration.

Question 5

Which two of the following are often dilemmas in organising for success?
A) Empowering or 'holding- the- ring'?
B) Vertical or horizontal integration?
C) Flexibility or accountability?
D) Centralising or devolving?

Accepted Answer

Empowering or 'holding-the-ring' and centralising or devolving are common dilemmas in organizing for success, as they involve balancing control and autonomy within an organization.

Question 6

A functional structure divides responsibilities according to:
A) Subsidiaries within the holding company
B) Primary roles such as marketing, finance and technology
C) Geographic regions
D) Product divisions and geographic regions simultaneously

Accepted Answer

A functional structure divides responsibilities according to primary roles such as marketing, finance and technology.

Question 7

The following is not a type of organisational structure:
A) Multidivisional structure
B) Matrix structure
C) Functional structure
D) Holding company structure
E) Operational structure

Accepted Answer

Operational structure is not a recognized type of organizational structure; it is more of a general term that can refer to how operations are managed within any organizational structure.

Question 8

Which two statements accurately apply to a transnational structure?
A) It is particularly effective in exploiting knowledge across borders.
B) It is useful where there is a high need for local independence and a low level of global co- ordination.
C) It is useful where there is a low need for local independence and a low level of global co- ordination.
D) It seeks to combine the best of multidomestic and global strategies.

Accepted Answer

A transnational structure is designed to exploit knowledge across borders and seeks to combine the advantages of both multidomestic and global strategies, allowing for both global efficiency and local responsiveness.

Question 9

Which of the following is not a type of control process?
A) Direct supervision
B) Cultural
C) Multidivisional
D) Performance targeting
E) Self- control and personal motivation

Accepted Answer

Multidivisional is an organizational structure, not a control process.

Question 10

Which of the following statements is true of a matrix organisation?
A) Matrix structures are usually used when tasks are standardised and specialisation of staff is required.
B) Unity of command is a fundamental design principle for matrix structures.
C) Cross- functional teams are formed and then re- formed according to the project needs of the organisation.
D) Matrix organisations are also known as multidivisional structures.

Accepted Answer

Matrix organisations use cross-functional teams that are formed and re-formed based on project needs, allowing for flexibility and dynamic resource allocation.

Question 11

Which of the following is a correct description of devolution?
A) The upwards delegation of decision making to the Board of Directors
B) The centralisation of decision- making at head office
C) The delegation of decision making from the centre to units and managers lower down in the hierarchy
D) Dismantling the central office and allowing subsidiaries to make their own decisions

Accepted Answer

Devolution refers to the process of delegating decision-making authority from a central authority to lower levels in the hierarchy, such as local units or managers.

Question 12

In which of the following organisations might you expect to find a task culture?
A) Her Majesty's Inspector of Taxes
B) The Labour Party
C) Arthur Andersen
D) Liverpool Football Club

Accepted Answer

The answer of In which of the following organisations might...

Question 13

Which of the following could be classified as being based on network relations outside the organisation's boundaries? Choose all that apply.
A) Strategically controlled units
B) Alliances
C) Outsourcing
D) Virtual organisations

Accepted Answer

The answer of Which of the following could be classified...

Question 14

What three strengths must an organisation have if it is to achieve a nodal position in a network?
A) A compelling vision
B) Unique resources or core competences
C) Superior organising powers
D) Networking skills

Accepted Answer

A compelling vision, unique resources or core competences, and networking skills are the three strengths that an organisation must have if it is to achieve a nodal position in a network.

Question 15

What are the characteristics of a transnational organisational structure according to Bartlett and Ghoshal?
A) It combines global control with local control.
B) It has strong functional divisions.
C) Decisions are taken across borders (transnational decisions).
D) It combines a centralised approach with a functional structure.
E) It combines global coordination with local responsiveness.

Accepted Answer

The answer of What are the characteristics of a transnational...

Question 16

Which of the following is the correct explanation of a team- based structure?
A) It consists of many different teams, all being coached to compete against each other.
B) It consists of different regional offices which all form their own closely knit teams.
C) It combines both horizontal and vertical coordination via cross functional teams.
D) It consists of many different projects which are created and dissolved on an ad hoc basis.

Accepted Answer

A team-based structure emphasizes collaboration across different functions and levels within an organization, using cross-functional teams to enhance coordination and communication.

Question 17

Which multinational structure would be most suitable where there is high need for global co- ordination and high need for local independence?
A) Local subsidiaries
B) Global product divisions
C) Transnational corporations
D) International divisions

Accepted Answer

Transnational corporations are designed to balance the need for global coordination with the need for local independence, making them suitable for such scenarios.

Question 18

Which of the following areas is not a key focus of decisions about whether to standardise or adapt to local country conditions?
A) Marketing strategy
B) Decision making
C) Location of operations
D) Pay and conditions

Accepted Answer

The answer of Which of the following areas is not...

Question 19

Which of the following departments would you not expect to find in a functional structure?
A) Finance department
B) Marketing department
C) Human resources department
D) International department

Accepted Answer

In a functional structure, departments are typically organized by specific functions such as finance, marketing, and human resources. An international department is more likely to be found in a divisional structure, where divisions are organized by product lines, markets, or geographic regions.

Question 20

In what three ways may organisations manage the dilemmas associated with organisational design?
A) By maintaining a high degree of central control and consistency throughout the organisation.
B) By combining different organisational principles at the same time.
C) By reorganising frequently so that no one side of the dilemma becomes too entrenched.
D) By subdividing the organisation so that each part can be organised optimally.

Accepted Answer

The answer of In what three ways may organisations manage...

Quiz 12: Enabling Success

Which of the following is not an example of how organisational structure might influence strategy implementation?

Which of the following is a commonly used basis for organising a multidivisional structure?

Instead of formal structures and physical proximity, virtual organisations are held together by (choose all that apply) :

Which of the following is most likely to be a danger for virtual organisations?

Which two of the following are often dilemmas in organising for success?

A functional structure divides responsibilities according to:

The following is not a type of organisational structure:

Which two statements accurately apply to a transnational structure?

Which of the following is not a type of control process?

Which of the following statements is true of a matrix organisation?

Which of the following is a correct description of devolution?

In which of the following organisations might you expect to find a task culture?

Which of the following could be classified as being based on network relations outside the organisation's boundaries? Choose all that apply.

What three strengths must an organisation have if it is to achieve a nodal position in a network?

What are the characteristics of a transnational organisational structure according to Bartlett and Ghoshal?

Which of the following is the correct explanation of a team- based structure?

Which multinational structure would be most suitable where there is high need for global co- ordination and high need for local independence?

Which of the following areas is not a key focus of decisions about whether to standardise or adapt to local country conditions?

Which of the following departments would you not expect to find in a functional structure?

In what three ways may organisations manage the dilemmas associated with organisational design?