BUS 800 Lecture Notes - Lecture 10: Total Quality Management, Human Resource Management System, Division Of Labour

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Copyright © 2015 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited
MULTIPLE CHOICE QUESTIONS
19. Realized strategies are a mix of
a) practice and theory.
b) unintended and intended actions.
c) intended and unintended successes.
d) dreams, despair, and cynical calculation.
20. In this chapter we examine how three key factors shape and are shaped by strategy:
a) purpose, structure, and culture.
b) values, structure and culture.
c) systems, structure and culture.
d) structure, structure and structure it’s all about structure!
21. The Deepwater Horizon oil spill taught us that
a) giant firms are often too ambitious.
b) even the most professional risk plans can ignore some major risks.
c) confused responsibilities can emerge from trying to coordinate complex teams and
systems.
d) b and c.
22. The 200-year-old quote from Adam Smith’s early industrial pin factory illustrates
a) the gains to be had from task specialization.
b) the usefulness of 200-year-old economics textbooks.
c) how technology has progressed in 200 years.
d) a and b.
23. The ‘cooperation problem’ is
a) how to persuade customers to cooperate with each other when supplies are scarce.
b) how to get workers to coordinate their actions so that something is produced on time.
c) how to align the interests of the different participants who make up a firm.
d) how to get rival commercial firms to cooperate during disasters or emergencies.
24. Well-designed share options can be a way of aligning the
a) interests of managers with those of shareholders.
b) customers’ interests with those of suppliers’.
c) employees’ interests with those of government.
d) customers’ interests with those of employees.
25. Share option schemes go wrong when
a) bad senior managers manipulate reported profits.
b) customers and suppliers cut out the firm and deal with each other directly.
c) employees sue the government.
d) Employees become customers.
26. By persuading employees to adopt common values of the firm’s culture, managers aim
to
a) brainwash their gullible juniors.
b) get all employees to align their actions to achieve company goals independently
reducing the need for close supervision.
c) persuade employees to buy the firm’s shares.
d) propagate their own moral and religious views.
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Realizing Strategy 8 - 2
Copyright © 2015 John Wiley & Sons Canada, Ltd. Unauthorized copying, distribution, or transmission of this page is prohibited
27. The coordination problem is
a) aligning the outputs of different divisions in a group.
b) harmonizing the conflicting requirements of marketing, financial and operational plans.
c) uniting the conflicting goals of all the firms stakeholders.
d) unless employees coordinate their efforts nothing will get produced.
28. The commonest ways to achieve coordination are to use
a) laws, deterrents and an internal ‘police force’.
b) frequent short meetings with tight agendas.
c) rules, routines and mutual adjustment.
d) b and c.
29. Ways to group employees in international multiproduct companies include by
a) geography, products, processes, and people.
b) geography, products, tasks and people.
c) geography, products, tasks and processes.
d) geography, products, stars and cash cows.
30. A functional structure means individual departments
a) provide only a basic service to all the others.
b) do the same kind of activity or task.
c) adopt the same general approach.
d) focus on producing one product each.
31. In a multidivisional structure each division is responsible for
a) a major market or country.
b) a major function or task of the firm.
c) all functions necessary to produce one range of products.
d) either a or b.
32. A matrix structure means a firm is formally organized by
a) executive committees.
b) products, geography and functions simultaneously.
c) products, functions and structure simultaneously.
d) either a or c.
33. An adhocracy describes the kind of structure found in
a) a modern retail chain of supermarkets.
b) a research lab or new product development group such as much of Google or Microsoft.
c) a prestigious firm of Latin-speaking lawyers.
d) a private hedge fund of financial traders with clear trading rules and limits.
34. In an adhocracy a person
a) specializes in one role.
b) performs at least two roles simultaneously.
c) switches between roles as needed by the team at that period in the project’s life.
d) has no role at all, but performs whichever task the group decides to do that day.
35. Total Quality Management requires that employees receive
a) regular, timely, feedback on their performance.
b) regular, timely, feedback on the quality of the whole firm’s output.
c) immediate quality control reports.
d) reports that predict future quality.
36. Whether formal or informal, all strategic planning systems
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