Ch6 and 7 Essay examples

1524 Words Jan 13th, 2016 7 Pages
1. Jamie Dimon’s comment, “I’d rather have first-rate execution and second-rate strategy anytime than brilliant ideas and mediocre management,” is an example of the widespread belief that strategy implementation is more important than strategy formulation. .
@ Pages and References: p141
*a. T
b. F

2. The comment, “Brilliant strategy; lousy implementation” reflects the fact that strategy formulation and strategy implementation are distinct, separable activities.
@ Pages and References: p142
a. T
*b. F
3. Operating plans and capital expenditure budgets are the key mechanisms through which strategy drives resource allocation.
@ Pages and References: pp146-147
*a. T
b. F

4. Firm and markets represent the two primary modes of
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T
b. F

12. Corporate culture is a management tool through which senior executives can exert substantial influence on their organizations.
@ Pages and References: p152
a. T
*b. F

13. Research into complex organizational forms—human. biological and physical—shows that hierarchy is not an essential property of large organizational forms.
@ Pages and References: pp153-154
a. T
*b. F

14. In determining how to group the employees of a corporation into organizational units, intensity of coordination should be given less weight than the need for social harmony.
@ Pages and References: pp157-158
a. T
*b. F

15. Organic structures are superior to mechanistic structures.
@ Pages and References: p155
a. T
*b. F

16. Contingency theory advocates that the best organizational design is one that can respond to multiple contingencies.
@ Pages and References: pp155-156
a. T
*b. F

17. When markets become unstable, bureaucratic approaches to management become more effective because they allow stability amidst turbulence.
@ Pages and References: p156
a. T
*b. F

18. According to James Thompson, “pooled interdependence” is the most intensive form of interaction between organizational members.
@ Pages and References: p158
a. T
*b. F

19. As companies and their industries mature, the need for efficiency and centralized control, often results in companies replacing their functional structures with multidivisional structures.
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