Refer to Scenario 2 for quiz questions 4-6.Which of the following organisation structures is most unlikely to be suitable for your organisation?

C. A global functional structure by teaching area, with local principals there for regulatory purposes, local coordination and adaptation, and directing local support functions, but with no direct hiring or supervisory responsibilities over the teaching staff who report into their global function

A. A divisional structure by country with an overlay of dotted line teaching method support functions for each of the main subject areas that coordinate training and continued teaching method development

B. A divisional structure by country with a centralized, global training center for training new teachers in the specific teaching method of their subject area

D. A matrix structure in which teachers report both to their local principal, as well as the global head of their particular subject area

Refer to Scenario 2.What is the key trade-off that is in play in the above example?

D. The trade-off between local responsiveness and global coordination

A. The trade-off between local efficiency and global coordination

B. The trade-off between local coordination and global coordination

C. The trade-off between local responsiveness and global efficiency

Refer to Scenario 2.What are the conditions under which you could reasonably consider a matrix structure for this organisation?

C. Both local responsiveness and global standardisation of teaching methods are equally important for your strategy; efficiency is not a critical concern; and your teaching staff is capable of balancing the demands of reporting into two bosses

A. Global standardisation is actually most important for your strategy, but you do need some local adaptation, mainly for regulatory purposes.

B. Both local responsiveness and global efficiency are really important for your strategy; and your teaching staff is capable of balancing the demands of reporting into two bosses

D. Local responsiveness is actually most important but you would like to be able to coordinate the standardised teaching methods as well

Refer to Scenario 3 for quiz questions 7-8.With global expansion and additional product lines in mind, what is NOT a convincing reason for considering a functional structure in which sales and marketing is country and product specific, but everything else is centralised globally?

A. This is the most responsive solution

B. This is the most efficient solution

C. This is the least complex solution

D. This enhances your ability to coordinate centrally

Refer to Scenario 3 for quiz questions 7-8.Under what conditions would you reasonably consider a divisional structure by country with each country director responsible for their own Profit and Loss (P&L)?

A. If each country requires a significant amount of adaptation to specific local needs, not just in your sales and marketing approach, but also in software development

B. If efficiency is not of primary importance to your business strategy

C. If the sales and marketing approach that is required in each country is highly country specific

D. Never; a divisional structure by country simply is not suitable for this type of business

Refer to Scenario 4 for quiz questions 9-10.Under what conditions would you reasonably consider a divisional structure by product line, with each product-based Business Unit responsible for its own profit and loss (P&L)?

B. The different product lines are so distinct that they require their own specific development teams, manufacturing processes, and sales channels

A. Not all product lines are sold in every country

C. The different product lines require their own specific sales channels because they are treated very differently by hospital procurement, but development and manufacturing of the different product lines is similar

D. Never, a divisional structure by product line is simply not going to be suitable for this type of business

Refer to Scenario 4.Why is a divisional structure by country unlikely to be appropriate for this organisation?

A. Because local product needs across different countries don't require any product adaptation, and efficiency is important to the business strategy

B. Because each country requires its own customised sales approach

C. Because the different country Business Units would be difficult to coordinate

D. Because a matrix structure would be better

What are the four types of control systems that Professor Robert Simons has defined?

C. Belief, Boundary, Diagnostics, and Interactive systems

A. Enacted values, Organisational structure, Diagnostics systems, and Interactive systems

B. Tracking measures from four perspectives: shareholders, customers, internal, and innovation and learning

D. The Balanced Scorecard, Boundary systems, Belief systems, and Information systems

Which of the following is NOT one of the four key steps for ensuring that your management reports are linked to your strategy?

D. What are the critical measures that enable us to track and influence the Key Performance Indicators (KPIs)?

A. What is our vision and what are our strategic objectives in relation to this vision?

B. If we succeed in our vision, how will we be differentiated from our competition from a number of different perspectives?

C. What are the Critical Success Factors for strategic success from each of the perspectives?

The main risk of linking KPIs to incentives is that:

D. People may manipulate the KPIs as an unintended consequence

A. Your KPIs may not be linked to your business strategy

C. Your incentives may be ineffective

Which of the following statements is true?

C. The managerial relevance of IT systems usually comes down to just one thing: "control", either performance control or risk control

A. All control related issues can be resolved most effectively through the use of IT

B. All control systems are IT systems in the sense that control systems are a sub-set of IT systems

D. All IT systems are control systems in the sense that IT systems are a sub-set of control systems

Refer to Scenario 1 to answer quiz questions 1-5.Which of the following types of control systems would be most relevant for controlling the plane maintenance issues?

D. Diagnostics systems and Belief systems

A. Belief systems, Boundary systems, and Diagnostic systems

C. Diagnostics systems and Interactive systems

Refer to Scenario 1How could you use boundary systems to help address the plane maintenance issues?

D. Specify strict maintenance procedures that are also explicit about what is not acceptable practice, and create a safety and compliance function at a senior level in the organisation that carries out regular safety and compliance checks.

A. Incorporate safety as a central theme in the training that is offered to your maintenance staff

B. Develop a system for systematically capturing and reporting near misses in order to be able to learn from them

C. Incorporate "safety" in the company's value statement

Refer to Scenario 1What could help explain the tendency for instructors to rush students through to their exams, even when the student does not feel ready?

C. Instructors are rewarded based on the number of students they get through the curriculum, divided by their total teaching hours in a term, regardless of whether the students pass their exam.

A. Instructors are rewarded for the total number of graduations under their supervision each term

B. Instructors are rewarded based on the percentage of their students that pass their exam, divided by the average number of teaching hours per student

OBE 2 Quiz

1.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

According to the instructor, why is culture difficult to identify in an organisation?

A. Cultural change is often associated with the top management.

B. Culture involves taken for granted values, norms and behaviour

C. Cultural change is often outsourced to external experts

.D. Cultural change involves systems, structures and processes.

2.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

According to the instructor, which of the following is the most important reason why cultural change is so difficult?.

A. Top management defends organisational culture.

B. Cultural values tend to define who people are

C. People treat culture to be obvious and normal

D. Cultural change is impossible.

3.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

Which of the following best describes market culture?.

A. Focused on outsourcing business processes to external partners.

B. Externally focused on competitive achievement and will pursue this through very effective systems and processes.

C. Internally focused and ensures that processes and procedures are strictly followed

D. Watching the moves of competitors very carefully so as to devise strategies.

4.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

Which of the following statements about the matrix structure is true?

A. The matrix structure is generally preferable over other structure types because it can help you coordinate the organisation along multiple dimensions at the same time

B. When you have a functional structure that is too silo-ed, it is a good idea to use a matrix structure to improve coordination across the functional silos

C. Matrix structures are oriented at coordination along multiple dimensions, such as geography and product line, for example

D. The matrix structure is not necessarily more complex and costly than the divisional structure

5.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

When you want to structure a cost conscious organisation that offers a service that centrally involves specialists who are expensive to train, and who can't be trained across multiple specialisations, which of the following is the most logical structure to use?

A. Network with flexible organic reporting lines

B. Functional by specialisation

C. Matrix by specialisation and customer segment

D. Divisional by customer segment

6.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

The harmonica effect of recurring cycles from centralisation to decentralisation and back again is an effect of which key trade-off?

A. Agreeableness vs Responsiveness

B. Responsiveness vs Coordination

C. Efficiency vs Coordination

D. None of the above

7.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

Which statement is false?

A. Organisational structure decisions often become politicised, which makes it more difficult to implement the most effective one

B. Organisation structure is the most effective lever for ensuring that the organisation is aligned with the required key capabilities

C. One of the key limitations of organisational structure is that just because you re-draw the boxes on an org chart does not necessarily mean that people's behaviours change to fit

D. One of the key difficulties with deciding on an organisation structure is that it involves trade-off decisions that are inevitable

8.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

Refer to Scenario 1 to answer quiz questions 1-3.Which structure should you seriously consider as an alternative to the current divisional structure by gym location?

A. A divisional structure by customer segment.

B. A matrix structure that leaves the current divisions intact and overlays it with centralised functions for procurement, training methods, finance, HR, and marketing.

C. A functional structure - e.g. procurement, gym operations, training methods, HR, finance, marketing - that gets rid of the gym directors

D. None of the above

9.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

Refer to Scenario 1.What is the key trade-off that is in play in the above example?

A. The trade-off between local responsiveness and efficiency that a decentralised divisional structure gives you on the one hand, and the increased coordination that a more centralised structure could give you on the other

B. The trade-off between local responsiveness and coordination that a decentralised divisional structure gives you on the one hand, and the increased efficiency that a more centralised structure could give you on the other

C. The trade-off between the local responsiveness that a decentralised divisional structure gives you on the one hand, and the increased efficiency and coordination that a more centralised structure could give you on the other

D. The trade-off between the local coordination and efficiency that a decentralised divisional structure gives you on the one hand, and the increased responsiveness that a more centralised structure could give you on the other

10.

MULTIPLE CHOICE QUESTION

30 sec • 1 pt

Refer to Scenario 1.What would be a good, valid reason to stick to the existing structure?

A. Localised profit and loss (P&L) responsibility is important

B. Upon further research you find that customer needs are actually highly localised, because customers really appreciate the feeling that they are dealing with a local business that is run by a person they know, instead of some large, branded corporate

C. You could try to increase coordination in training methods and procurement by introducing some dotted line support functions in these two areas that can advise and support the gym directors

D. Changing the structure will necessarily cause increased complexity

OBE 2

25 questions

According to the instructor, why is culture difficult to identify in an organisation?

According to the instructor, which of the following is the most important reason why cultural change is so difficult?.

Which of the following best describes market culture?.

Which of the following statements about the matrix structure is true?

When you want to structure a cost conscious organisation that offers a service that centrally involves specialists who are expensive to train, and who can't be trained across multiple specialisations, which of the following is the most logical structure to use?

The harmonica effect of recurring cycles from centralisation to decentralisation and back again is an effect of which key trade-off?

Which statement is false?

Refer to Scenario 1 to answer quiz questions 1-3.Which structure should you seriously consider as an alternative to the current divisional structure by gym location?

Refer to Scenario 1.What is the key trade-off that is in play in the above example?

Refer to Scenario 1.What would be a good, valid reason to stick to the existing structure?

Create a free account and access millions of resources

Similar Resources on Wayground

Popular Resources on Wayground

Discover more resources for Business