When building an organization capable of proficient strategy execution three types of organization building actions are paramount?

Which structure combines two or more organizational forms, with multiple reporting relationships, and is used to foster cross-unit collaboration?

composite structure

Correct.
Matrix structures are also called composite structures or combination structures. They are often used for project-based, process-based, or team-based management. Such approaches are common in businesses involving projects of limited duration, such as consulting, architecture, and engineering services.

Building an organization capable of good strategy execution entails

staffing the organization, acquiring, developing, and strengthening key resources and competitive capabilities, and structuring the organization and work effort.

Correct.
Proficient strategy execution depends foremost on having in place an organization capable of the tasks demanded of it. Building an execution-capable organization is thus always a top priority. The following three types of organization-building actions are paramount:

1. staffing the organization
2. acquiring, developing, and strengthening the resources and capabilities required for good strategy execution
3. structuring the organization and work effort

Which of the following is NOT a characteristic of a highly centralized organizational structure?

The decision about where to draw the divisional lines depends foremost on the nature of the relatedness and the strategy-critical building blocks, in terms of which businesses have key value chain activities in common.

Correct.
In a decentralized structure, the decision about where to draw the divisional lines depends foremost on the nature of the relatedness and the strategy-critical building blocks, in terms of which businesses have key value chain activities in common.

The three components of building a capable organization are

staffing the organization, acquiring, developing, and strengthening key resources and competitive capabilities, and structuring the organization and work effort.

Correct.
Proficient strategy execution depends foremost on having in place an organization capable of the tasks demanded of it. Building an execution-capable organization is thus always a top priority. The following three types of organization-building actions are paramount:

1. staffing the organization
2. acquiring, developing, and strengthening the resources and capabilities required for good strategy execution
3. structuring the organization and work effort

Accessing capabilities through an external source can be accomplished through all of these EXCEPT

promoting qualified people with the right know-how in a timely and cost-effective manner.

Correct.
The most common approaches to capability building include (1) developing capabilities internally, (2) acquiring capabilities through mergers and acquisitions, and (3) accessing capabilities via collaborative partnerships.

Which of the following does NOT describe the standard type of structural form of organization?

a network structure where independent organizations are involved in a common undertaking

Correct.
As firms grow and their needs for structure evolve, their structural form is likely to evolve from one type to another. The four basic types are the simple structure, the functional structure, the multidivisional structure, and the matrix structure.

The implementation process is likely to be hampered by missed deadlines, misdirected efforts, and managerial ineptness if

a capable results-oriented management team is not in place.

Correct.
The task of implementing challenging strategic initiatives must be assigned to executives who have the skills and talents to handle them and who can be counted on to get the job done well. Without a capable, results-oriented management team, the implementation process is likely to be hampered by missed deadlines, misdirected or wasteful efforts, and managerial ineptness.

Which of the following is unlikely to be a primary building block in a company's organizational structure

empowered employee departments

Correct.
With respect to such core value chain activities, it is important for management to build its organizational structure around proficient performance of these activities, making them the centerpieces or main building blocks in the enterprise's organizational structure. The rationale is compelling: If activities crucial to strategic success are to have the resources, decision-making influence, and organizational impact they need, they must be centerpieces in the enterprise's organizational scheme. Making them the focus of structuring efforts will also facilitate their coordination and promote good internal fit—an essential attribute of a winning strategy.

Which of the following is a disadvantage of a decentralized organizational structure?

putting the organization at risk if higher-level management is unaware of their actions

Correct.
Primary disadvantages of decentralized organizational structures include:

• May result in higher-level managers being unaware of actions taken by empowered personnel under their supervision.
• Can lead to inconsistent or conflicting approaches by different managers and employees.
• Can impair cross-unit collaboration.

Which of the following is NOT part of organizing the work effort in ways that promote successful strategy execution?

determining which functions and organizational units require superior intellectual capital

Correct.
An organizational structure matched to the requirements of successful strategy execution can (1) decide which value chain activities to perform internally and which ones to outsource, (2) align the organizational structure with the strategy, (3) decide how much authority to centralize at the top and how much to delegate to down-the-line managers and employees, (4) facilitate collaboration with external partners and strategic allies.

Management's handling of the strategy implementation/execution process can be considered successful

if and when the company meets or beats its performance targets and shows good progress in achieving its strategic vision for the company.

Correct.
The two best signs of good strategy execution are whether a company is meeting or beating its performance targets and whether it is performing value chain activities in a manner that is conducive to companywide operating excellence.

Which of the following is NOT one of the traits of core competencies and/or competitive capabilities?

Core competencies generally grow out of company efforts to master a strategy-critical technology or to invent and patent a valuable technology.

Correct.
If the strategy being implemented is new, company managers may have to acquire new resources, significantly broaden or deepen certain capabilities, or even add entirely new competencies in order to put the strategic initiatives in place and execute them proficiently. A company's capabilities must be continually refreshed and renewed to remain aligned with changing customer expectations, altered competitive conditions, and new strategic initiatives. Since capabilities are the product of bundles of skills and know-how that are integrated into organizational routines and deployed within activity systems through the combined efforts of teams that are often cross-functional in nature, spanning a variety of departments and locations.

Which of the following is one of the first steps to take in launching the strategy execution process?

Put together a talented management team with the right mix of experiences, skills, and abilities to get things done.

Correct.
Putting together a talented management team with the right mix of experiences, skills, and abilities to get things done is one of the first steps to take in launching the strategy-executing process.

Which of the following statements about outsourcing the performance of value chain activities to outside specialists is FALSE?

Outsourcing support services often has the disadvantage of raising fixed and variable costs.

Correct.
Wisely choosing which activities to perform internally and which to outsource can lead to several strategy-executing advantages—lower costs, heightened strategic focus, less internal bureaucracy, speedier decision making, and a better arsenal of organizational capabilities.

The process of recruiting and retaining capable employees

is always an essential ingredient of successful strategy execution.

Correct.
The quality of an organization's people is always an essential ingredient of successful strategy execution—knowledgeable, engaged employees are a company's best source of creative ideas for the nuts-and-bolts operating improvements that lead to operating excellence.

Superior strategy execution capabilities are

hard to imitate.

Correct.
Because strategy execution capabilities are socially complex capabilities that develop with experience over long periods of time, they are hard to imitate. And there is no substitute for good strategy execution.

If management is to match a company's organization structure to its strategy in an effective way, then it is essential

for strategy-critical value-chain activities to be the main building blocks on the organization chart.

Correct.
Proficient strategy execution depends foremost on having in place an organization capable of the tasks demanded of it. Building an execution-capable organization is thus always a top priority. Three types of organization-building actions are paramount: (1) staffing the organization; (2) acquiring, developing, and strengthening the resources and capabilities required for good strategy execution; and (3) structuring the organization and work effort.
It is important for management to build its organization structure around proficient performance of these three activities, making them the centerpieces or main building blocks on the organization chart.

In formulating an action agenda to implement and execute a new or different strategy, the place for managers to begin is with

a probing assessment of what the organization must do differently and better to carry out the strategy successfully.

Correct.
In devising an action agenda for executing strategy, managers should start by conducting a probing assessment of what the organization must do differently to carry out the strategy successfully.

Putting together a capable top management team with the right mix of experiences, skills, and abilities

entails filling key managerial slots with smart people who are clear thinkers, good at figuring out what needs to be done, and who are skilled in "making it happen" and delivering good results.

Correct.
While different strategies and company circumstances sometimes call for different mixes of backgrounds, experiences, management styles, and know-how, the most important consideration is to fill key managerial slots with smart people who are clear thinkers, good at figuring out what needs to be done, skilled in managing people, and accomplished in delivering good results.

In order to coordinate and control the complex set of activities, managers must ensure

the various parts of the organizational structure are aligned with one another and also matched to the requirements of the strategy.

Correct.
A well-designed organizational structure is one in which the various parts (e.g., decision-making rights, communication patterns) are aligned with one another and also matched to the requirements of the strategy.

What are the three key actions in building an organization capable of good strategy execution?

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