Chapter 10 Exam
BUS 430 – Strategic Management – Test #6
Chapter 10 – Superior Strategy Execution-Another Path to Competitive Advantage 1. | Once company managers have decided on a strategy, the emphasis turns to A. | converting the strategy into actions and good results. | B. | empowering employees to revise and reorganize value chain activities to match the strategy. | C. | establishing policies and procedures that instruct company personnel in the ways and means of executing the strategy. | D. | developing a detailed implementation plan that sets forth exactly what every department and every manager needs to do to proficiently execute the company's strategy. | E. | building the core competencies and competitive capabilities needed to execute the strategy. | | 2. | Which of the following is not among the types of actions and initiatives undertaken by management in the strategy execution process? A. | Building an organization capable of executing the strategy | B. | Instituting policies and procedures that facilitate rather than impede strategy execution | C. | Deciding which core competencies and value chain activities to leave as is and which ones to overhaul and improve | D. | Pushing for continuous improvement in how value chain activities are performed | E. | Tying rewards directly to the achievement of strategic and financial targets and to good strategy execution | | 3. | The three components of building a capable organization are A. | making periodic changes in the firm's internal organization to keep people from getting into a comfortable rut, instituting a decentralized approach to decision making, and developing the appropriate competencies and capabilities. | B. | hiring a capable top management team, empowering employees, and establishing a strategy-supportive corporate culture. | C. | putting a centralized decision-making structure in place, determining who should have responsibility for each value chain activity, and
Chapter 10 – Superior Strategy Execution-Another Path to Competitive Advantage 1. | Once company managers have decided on a strategy, the emphasis turns to A. | converting the strategy into actions and good results. | B. | empowering employees to revise and reorganize value chain activities to match the strategy. | C. | establishing policies and procedures that instruct company personnel in the ways and means of executing the strategy. | D. | developing a detailed implementation plan that sets forth exactly what every department and every manager needs to do to proficiently execute the company's strategy. | E. | building the core competencies and competitive capabilities needed to execute the strategy. | | 2. | Which of the following is not among the types of actions and initiatives undertaken by management in the strategy execution process? A. | Building an organization capable of executing the strategy | B. | Instituting policies and procedures that facilitate rather than impede strategy execution | C. | Deciding which core competencies and value chain activities to leave as is and which ones to overhaul and improve | D. | Pushing for continuous improvement in how value chain activities are performed | E. | Tying rewards directly to the achievement of strategic and financial targets and to good strategy execution | | 3. | The three components of building a capable organization are A. | making periodic changes in the firm's internal organization to keep people from getting into a comfortable rut, instituting a decentralized approach to decision making, and developing the appropriate competencies and capabilities. | B. | hiring a capable top management team, empowering employees, and establishing a strategy-supportive corporate culture. | C. | putting a centralized decision-making structure in place, determining who should have responsibility for each value chain activity, and