This type of organizational structure combines the

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1.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.

  • Imitating
  • Value chain analysis
  • Benchmarking
  • Vertical integration

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.

  • Imitating
  • Vertical integration
  • Disaggregating
  • Benchmarking

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

  • Overemphasize
  • Misrepresent
  • Rationalize
  • Underemphasize

4.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.

  • Divisional organizational structure
  • Matrix organizational structure
  • Product-team structure
  • Functional organizational structure

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

  • Value-based cost accounting
  • Financial cost accounting
  • Traditional cost accounting
  • Activity-based cost accounting

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

  • conducting a value chain analysis
  • asking the Board of Directors
  • asking customers
  • asking a panel of experts

7.Today, global means

  • locating operations in numerous countries
  • getting resources and talent from around the globe and selling worldwide
  • selling goods in overseas markets
  • using resources from other markets

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
  • Three circles analysis
  • SWOT analysis
  • Value chain analysis

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

  • Human resources management
  • General administration
  • Logistics
  • Research, technology and systems development

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

  • simple
  • complex
  • static
  • dynamic

11.Twenty-first-century corporations reflect

  • structured interaction
  • internal focus
  • the top-down approach
  • interdependency

12.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
  • Strategic alliances
  • Contractual diversification
  • Outsourcing agreements

13.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.

  • Learning organization
  • Ambidextrous organization
  • Joint venture
  • Modular organization

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

  • Three circles analysis
  • Value chain analysis
  • Resource-based view
  • SWOT analysis

15.The structure of a simple organization

  • slightly increases the owner's(s') control
  • maximizes the owner's(s') control
  • minimizes the owner's(s') control
  • limits the owner's(s') control

16.Value chain analysis takes a

  • corporate point of view
  • process point of view
  • horizontal point of view
  • functional point of view

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

  • Product-team structure
  • Specialization business
  • Divisional organization
  • Matrix structure

18.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.

  • Ambidextrous organization
  • Virtual structure
  • Agile organization
  • Modular organization

Reference no: EM13454699

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