1. The structure of a simple organization
A. limits the owner's(s') control
B. maximizes the owner's(s') control
C. minimizes the owner's(s') control
D. slightly increases the owner's(s') control
2. This structure is one in which a set of relatively autonomous units are governed by a central corporate office but where each operation has its own functional specialists who provide products or services that are different from those of other operations.
A. Divisional organizational structure
B. Matrix organizational structure
C. Functional organizational structure
D. Product-team structure
3. This type of organizational structure combines the advantages of functional specialization with the advantages of product-project specialization.
A. Specialization business
B. Product-team structure
C. Divisional organization
D. Matrix structure
4. Twenty-first-century corporations reflect
A. interdependency
B. the top-down approach
C. structured interaction
D. internal focus
5. Today, global means
A. locating operations in numerous countries
B. selling goods in overseas markets
C. using resources from other markets
D. getting resources and talent from around the globe and selling worldwide
6. This type of organization or structure is one that identifies a set of business capabilities central to high-profitability operations and then builds a virtual organization around those capabilities.
A. Modular organization
B. Agile organization
C. Virtual structure
D. Ambidextrous organization
7. These are arrangements between two or more companies in which they both contribute capabilities, resources, or expertise to a joint undertaking, usually with an identity of its own, with each firm giving up overall control in return for the potential to participate in and benefit from the relationship.
A. Joint ventures
B. Strategic alliances
C. Outsourcing agreements
D. Contractual diversification
8. This is an organization structure most notable for its lack of structure wherein knowledge and getting it to the right place quickly is the key reason for the organization.
A. Modular organization
B. Joint venture
C. Learning organization
D. Ambidextrous organization
9. One of the limitations of the SWOT analysis is that it can be
A. static
B. dynamic
C. simple
D. complex
10. One of the limitations of SWOT analysis is that it can do this to a single strength or element of strategy.
A. Underemphasize
B. Overemphasize
C. Misrepresent
D. Rationalize
11. Value chain analysis takes a
A. process point of view
B. functional point of view
C. horizontal point of view
D. corporate point of view
12. Which of the following is an example of a primary activity in the typical firm?
A. Human resources management
B. Research, technology and systems development
C. General administration
D. Logistics
13. In VCA, which method of cost accounting is preferred?
A. Activity-based cost accounting
B. Value-based cost accounting
C. Traditional cost accounting
D. Financial cost accounting
14. This is an internal analysis technique wherein strategists examine customers' needs, company offerings, and competitors' offerings to more clearly articulate what their company's competitive advantage is and how it differs from those of competitors.
A. Resource-based view
B. Three circles analysis
C. SWOT analysis
D. Value chain analysis
15. The first step of this type of analysis involves a firm determining what their customers value and why they value it.
A. Three circles analysis
B. Value chain analysis
C. Resource-based view
D. SWOT analysis
16. Once a hypothesis about competitive advantage has been developed by a firm through three circles analysis, it should be tested by
A. conducting a value chain analysis
B. asking a panel of experts
C. asking customers
D. asking the Board of Directors
17. This is a method of comparing the way a company performs a specific activity with a competitor, potential competitor, or company doing the same thing.
A. Benchmarking
B. Imitating
C. Value chain analysis
D. Vertical integration
18. Companies committed to this process attempt to isolate and identify where their costs or outcomes are out of line with what they identify as the best practices of competitors or other companies or organizations that undertake similar tasks.
A. Imitating
B. Vertical integration
C. Benchmarking
D. Disaggregating