STR581/STR 581 WEEK 3 KNOWLEDGE CHECK (100% SOLUTION)

1. The structure of a simple organization

Limits the owner's(s') control

Minimizes the owner's(s') control

Slightly increases the owner's(s') control

Maximizes the owner's(s') control

2 . 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.

Benchmarking

Imitating

Disaggregating

Vertical integration

3. The first step of this type of analysis involves a firm determining what their customers value and why they value it.

 Value chain analysis

SWOT analysis

Three circles analysis

Resource-based view

4. This type of organizational structure combines the advantages of functional specialization with the advantages of product-project specialization.

 Divisional organization

Product-team structure

Specialization business

Matrix structure

5. Today, global means

Using resources from other markets

Getting resources and talent from around the globe and selling worldwide

Selling goods in overseas markets

Locating operations in numerous countries

6. 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.

Vertical integration

Value chain analysis

Benchmarking

Imitating

7. Twenty-first-century corporations reflect

Structured interaction

The top-down approach

Internal focus

Interdependency

8. 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.

Resource-based view

Value chain analysis

Three circles analysis

SWOT analysis

9. Once a hypothesis about competitive advantage has been developed by a firm through three circles analysis, it should be tested by

Asking the Board of Directors

Conducting a value chain analysis

Asking customers

Asking a panel of experts

10. One of the limitations of the SWOT analysis is that it can be

Static

Dynamic

Complex

Simple

11. One of the limitations of SWOT analysis is that it can do this to a single strength or element of strategy.

Overemphasize

Underemphasize

Misrepresent

Rationalize

12. 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.

Ambidextrous organization

Modular organization

Learning organization

Joint venture

13. Value chain analysis takes a

Horizontal point of view

Corporate point of view

Process point of view

Functional point of view

14. 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.

Agile organization

Ambidextrous organization

Modular organization

Virtual structure

15. 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.

Joint ventures

Contractual diversification

Strategic alliances

Outsourcing agreements

16. In VCA, which method of cost accounting is preferred?

Traditional cost accounting

Financial cost accounting

Activity-based cost accounting

Value-based cost accounting

17. Which of the following is an example of a primary activity in the typical firm?

Logistics

Research, technology and systems development

Human resources management

General administration

18. 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.

 Product-team structure

Divisional organizational structure

Functional organizational structure

Matrix organizational structure