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WorksheetsManagement of Technology - Chap 7
Total questions: 10
Worksheet time: 5mins
The four critical elements to implementing a strategy of technology acquisition include all of the following except:
Integration
Alliances
Leadership
Execution
Alignment
All of the following are a trap that impacts decisions on whom and what to delegate responsibilities in the merger except:
Trap of compromise
Trap of misplaced beliefs
Trap of financial miscalculations
Trap of system superiority
Trap of not blending
The trap of misplaced beliefs is characterized by:
Losing the bidding battle for the assets the firm wants to acquire
Using non-objective reasons for choosing the systems to be used
Believing that keeping systems from both organizations in tact is the best way to utilize the new technologies
Losing focus on the reason for making the alliance or acquisition in the first place
Believing that incongruent systems will eventually find their way to harmony
One of the positive effects of politics on merger outcomes is:
It can help mobilize opinions and opinion leaders
It externalizes a firm's problems
It helps to find the person who should be the scapegoat
It helps creates schisms
It promotes favoritism
In a blended firm, culture typically takes one of the following forms except:
Separate cultures
Dominate culture
New culture
Multiple cultures
Accelerating culture
The three elements that need to be considered in integration are:
Due diligence, shared lessons, and blended structures and cultures
Due diligence, training and development, and shared lessons
Shared lessons, training and development, and fit
Training and development, fit, and due diligence
Speed, synergies, and diligence
The most critical decision making issue for a technology firm when integrating two entities is:
What accounting system to use?
What IT system to use?
How will individuals be integrated?
How fast will the organizations be blended?
How much money is spent?
Some examples of operation issues that can emerge during the implementation of newly acquired technology include all of the following except:
Lack of understanding of each other's product/processes
Underestimating the transaction costs
Too much documentation
Incompatible technology
More engineering/debugging work needed than anticipated
In determining what to do if an issue is of low critical importance but high urgency then the firm ____
Must do it but do it later - i.e. schedule it
Must do it now - i.e. immediate attention
Forget about it - i.e. wasting time
You make the call - i.e. do it if time allows
None of these choices
The key to helping an employee understand how they fit into the new combined organization and where it is going is ____
Employing a hierarchical organizational structure
Through the firm's training and development
Through the firm's reward structure
Indicated by the CEO in their personal statements
Not a critical issue
