Question 1

Assume that in an area university, some people feel that athletics is overly emphasized, and others feel that it is under emphasized. How would you go about measuring the effectiveness of that university relative to its athletics program? Explain.

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Question 2

Describe the four possible approaches to measuring effectiveness.

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Question 3

What is the difference between a goal and a strategy? Give an illustration of each.

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Question 4

Compare and contrast Porter's Competitive Strategies against Miles and Snow's Strategy Typology.

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Question 5

Briefly describe how to tell a bad strategy from a good one.

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Question 6

Describe the open systems emphasis, rational goal emphasis, internal process emphasis, and the human resource emphasis as they pertain to the competing values model.

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Question 7

Assume that a non-profit organization is very successful at obtaining grants to support its activities. On the other hand, it is felt among employees that a hostile work environment (one type of sexual harassment) exists. You have heard that recipients of the organization's services run the range of satisfaction with services provided. If you came in as an outside evaluator to this situation, describe and defend the method would you use for assessing effectiveness.

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Question 8

Explain strategic intent and the purpose of a mission in an organization.

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Question 9

What is the specific overlap between effectiveness and efficiency?

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Question 10

Name a company that you can imagine creating. List five operating goals that would be reasonable for your company to pursue.

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Question 11

Describe the internal process effectiveness measure of economic efficiency.

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Question 12

Contrast these types of organizational goals and give an example of each: official goals and operative goals.

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Question 13

In an introductory management course, the professor was quoted as saying that "organizational effectiveness is simply the degree to which the organization achieves its pre-set goals." Is she correct?

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Question 14

Briefly describe the competing values model of effectiveness. What assumption is this model based on?

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Question 15

The new general manager of a (Broadway style) theater in San Francisco wants to assess the theater's effectiveness as an organization. Although the theater has grown because of its stylish productions, management from a business perspective has been relatively absent. Based on our study in organization theory, how should this assessment of effectiveness be approached?

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Question 16

Apply Porter's model for formulating strategies to the following situation: Quebecor Printing is a Canadian-based commercial printing company that is expanding, acquiring ailing printing companies, and moving into international markets. They have completed more than 100 mergers and buyouts since 1972, and have focused on customized service by using "selective binding" to print, for example, two dozen versions of Reader's Digest for urban and regional markets. [Hint: Use the example given to explain the aspect of Porter's model that you choose to illustrate.]

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Question 17

You are talking at a social event with a top manager of another company, other than where you work, about their effectiveness. She says flippantly, "Effectiveness is not an issue for me, because effectiveness is however I define it." Evaluate her claim.

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Question 18

Explain the role of top management and why it is important.

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Question 19

List the five indicators tracked with the goal approach.

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Question 20

When would you recommend that the resource-based approach be used to gauge organizational effectiveness?

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Quiz 2: Strategy, Organization Design, and Effectiveness