Question 1

Matrix structure is an organizational hierarchical design that forms the basic building blocks for organizations.

Accepted Answer

Matrix structure is a type of organizational structure that combines functional and product (or project) structures, forming a hybrid hierarchy. It is commonly used in organizations that require a high degree of coordination and communication between different departments and teams.

Question 2

A problem with divisional structures is that they may create competition for resources among the divisions.

Accepted Answer

Since each division operates as a separate entity, there may be a tendency to focus on maximizing their own resources and profits, even at the expense of other divisions. This can lead to unhealthy competition and conflicts between divisions.

Question 3

Only a few organizational strategies have financial implications and most likely will require an assessment of needed capital and a method to access capital.

Accepted Answer

Most organizational strategies have financial implications, as they often involve investments, resource allocation, and changes in operations that require careful financial planning and assessment of needed capital.

Question 4

Organizational culture has limited effects on recruiting, efficiency, and innovation.

Accepted Answer

Organizational culture has significant effects on recruiting, efficiency, and innovation. It can attract or repel potential employees, affect the productivity and motivation of current employees, and impact the willingness of employees to think creatively and take risks.

Question 5

In general, major culture change in an organization can be accomplished in a matter of months because people in the organization will naturally pursue cultural changes.

Accepted Answer

Major culture change in an organization is a complex process that requires intentional and sustained effort over a long period of time. It involves changing deeply ingrained beliefs, values, and behaviors of individuals within the organization. While some individuals may be naturally inclined to embrace cultural changes, others may resist, leading to a slower pace of change. Therefore, it is unlikely that major culture change can be accomplished in a matter of months without deliberate and strategic interventions.

Question 6

Shared values represent the understanding of "the way we do things" and may or may not reflect the organization's "stated" values - it is the actual members' values that create the organization's culture.

Accepted Answer

Shared values represent the actual beliefs and behaviors of the members, which may or may not align with the officially stated values of the organization. These shared values shape the organization's culture.

Question 7

Project and product teams are created to undertake well-focused projects (typically short term) or to develop new products.

Accepted Answer

Project and product teams are specifically formed to work on projects or develop new products, making option A true.

Question 8

Most health care organizations are rarely organized using just a single structural building block design.

Accepted Answer

Health care organizations typically use a combination of different structural building blocks such as functional, divisional or matrix structures in order to effectively manage their operations.

Question 9

Support strategies concern areas such as the behavioral norms, organization structure and flexibility, human resources, finance, information systems, and technology, and will play a major role in the implementation of the organization's overall strategy.

Accepted Answer

The answer of Support strategies concern areas such as the...

Question 10

Functional structures organize activities around the mission-critical activities or processes of the organization and are the most prevalent structures for single product/service and narrowly focused organizations.

Accepted Answer

Functional structures are indeed designed to organize activities around the critical processes of the organization and are commonly used by single product/service organizations.

Question 11

A matrix structure is a whimsical organizational structure that permits strategic managers to demonstrate creative alignments of authority and responsibility in an organization.

Accepted Answer

A matrix structure is a type of organizational structure that combines elements of both functional and divisional structures, allowing for more flexible and efficient handling of projects and tasks, rather than permitting whimsical or purely creative alignments.

Question 12

A matrix structure may be most appropriate when organizations have numerous products or projects that draw on common functional expertise.

Accepted Answer

This is true. A matrix structure allows for efficient sharing of resources, such as a functional department like IT, across various products or projects within an organization.

Question 13

Normative behaviors are NOT part of organizational culture.

Accepted Answer

Normative behaviors can indeed be part of organizational culture, as they refer to expected and accepted behaviors within a group or community. For example, an organization may have a norm of arriving to meetings on time or communicating respectfully with colleagues. These norms can shape the overall culture of the organization.

Question 14

"Walking the talk" is being a model for the kinds of behaviors and practices they want infused into the organization through their own actions.

Accepted Answer

"Walking the talk" means that one is setting an example by practicing what they preach, and this model behavior can inspire others to follow suit.

Question 15

One activity that a strategic manager who wants to create culture change should focus on is to live by the organization's values from the very beginning.

Accepted Answer

This is true because in order to create culture change, it is important for the manager to lead by example and demonstrate the desired behaviors and values to the rest of the organization. Living by the organization's values from the beginning helps to establish credibility and authenticity, and encourages others to follow suit.

Question 16

An effective strategic manager will always view the organizational structure as an impediment to strategy implementation.

Accepted Answer

An effective strategic manager will recognize the importance of aligning the organizational structure with the strategy and may make changes to the structure to facilitate strategy implementation. While the structure may pose challenges, it is not necessarily viewed as an impediment.

Question 17

Human resources requirements of the selected strategies will vary considerably depending on whether the organization is expanding, contracting, or maintaining scope.

Accepted Answer

Human resources requirements will indeed vary depending on whether the organization is expanding, contracting, or maintaining scope.

Question 18

Divisional structures are common in organizations that have grown through diversification, vertical integration, and aggressive market or product development.

Accepted Answer

Divisional structures are often used by companies that have multiple products, services or business units operating in different markets or industries. This structure allows for each division to operate independently and focus on their specific goals and strategies, while still being part of the larger organization. It is often used in larger corporations that have grown through mergers and acquisitions or have pursued a strategy of diversification.

Quiz 9: Value-Adding Support Strategies