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The case for empowering down-the-line managers and employees to make decisions related to daily operations and strategy execution is based on the belief that a company that draws on the combined intellectual capital of all its employees can outperform a command-and-control company.The challenge in a decentralized system is maintaining adequate control.With decentralized decision making,top management maintains control by placing limits on the authority granted to company personnel,installing companywide strategic control systems,holding people accountable for their decisions,instituting compensation incentives that reward people for doing their jobs well,and creating a corporate culture where there's strong peer pressure on individuals to act responsibly.
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A) updating existing capabilities.
B) establishing a new arsenal of resource capabilities by phasing out existing capabilities.
C) refreshing existing capabilities.
D) augmenting or recombining well-established capabilities with existing resources.
E) building resource capabilities from scratch so it is easy and less time-consuming.
G) A) and D)
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D
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A) making periodic changes in the firm's internal organization to keep people from getting into a comfortable rut, instituting a decentralized approach to decision making, and developing the appropriate competencies and capabilities.
B) hiring a capable top management team, empowering employees, and establishing a strategy-supportive corporate culture.
C) putting a centralized decision-making structure in place, determining who should have responsibility for each value chain activity, and aligning the corporate culture with key policies, procedures, and operating practices.
D) staffing the organization, acquiring, developing, and strengthening key resources and competitive capabilities, and structuring the organization and work effort.
E) optimizing the number of core competencies and competitive capabilities, making sure that all managers and employees are empowered, and maximizing internal operating efficiency.
G) A) and D)
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A) the task of revising and enhancing the company's core competencies.
B) choosing which leadership style to employ in trying to carry out the strategy successfully.
C) evaluating whether existing policies and procedures are adequately strategy-supportive.
D) allocating more resources to strategy-critical parts of the business.
E) a probing assessment of what the organization must do differently and better to carry out the strategy successfully.
G) A) and E)
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A) appointing "relationship managers" and giving them responsibility for making particular strategic partnerships or alliances generate the intended benefits.
B) agreeing with allies to meet frequently and make all decisions pertaining to the alliance on the basis of mutual agreement and consensus.
C) getting each strategic ally to agree to appoint someone as head of the collaborative effort and to give that person the authority to enforce tight coordination of joint activities.
D) forming a 50-50 joint venture with each strategic partner, and then assigning people to the joint venture that has the authority and responsibility to enforce tight coordination.
E) entering into a written agreement detailing the roles and responsibilities of the company and the ally/partner, setting forth the results that are expected, establishing deadlines for achieving these results, and designating the people who are to be responsible for making the collaborative effort work successfully.
G) B) and E)
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A) much shorter time it takes to build core competencies and competitive capabilities.
B) benefit such an organizational scheme has in reducing costs.
C) benefit such an organizational scheme has in improving the productivity of geographically scattered organizational units.
D) thesis that if activities crucial to strategic success are to have the resources, decision-making influence, and organizational impact, they have to be centerpieces in the organizational scheme.
E) benefit such an organizational scheme has in making the empowerment of employees more effective.
G) A) and C)
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A) Staffing the organization
B) Recruiting and retaining talented employees
C) Acquiring, developing, and strengthening key resources and capabilities
D) Organizing value chain activities and business processes
E) Structuring the organization and work effort
G) C) and E)
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A) making it hard to effectively empower employees.
B) making it difficult to have closely related activities report to a single executive.
C) that pieces of strategically relevant activities and capabilities often end up scattered across many departments, with each pursuing its own priorities, projects, and agendas.
D) impeding the use of outsourcing.
E) making it hard to fix managerial accountability for poor results.
G) C) and D)
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A) a strong, confident sense of what to do and how to do it.
B) strong communication skills (both written and verbal) covering motivating intent.
C) strong management skills to ensure a systematic approach to administration.
D) strong organizational skills so as to make actions structured toward results.
E) strong empathy skills when employees run into challenging moments.
G) D) and E)
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A
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A) should take top priority in building competitively valuable core competencies.
B) is particularly important when the firm is pursuing unrelated diversification or making a number of new acquisitions in related businesses.
C) is important in building an organization capable of proficient strategy execution, but is nearly always less crucial than doing a superior job of training and retraining employees.
D) entails filling key managerial slots with smart people who are clear thinkers, good at figuring out what needs to be done, and who are skilled in "making it happen" and delivering good results.
E) is particularly essential for executing a strategy to keep a company's costs lower than rivals and become the industry's low-cost leader.
G) A) and B)
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A) Putting those resources and capabilities into place, strengthening them as needed, and then modifying them as market conditions evolve
B) A universal business model to raise profits and lower costs
C) Strengthening the competitive environment arena outside the company's operating territory
D) A planned budget to protect the company's financial condition and eliminate wasteful use of cash
E) Passive pressures stemming from the dominance of outside market buyers
G) B) and E)
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Despite the need to tailor a company's s...View Answer
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A) staffing the organization, acquiring, developing, and strengthening key resources and competitive capabilities, and structuring the organization and work effort.
B) decentralizing authority for performing strategy-critical value chain activities, establishing at least two distinctive competencies, and hiring talented employees.
C) investing heavily in employee training, using an empowered organization design and organization structure in order to maximize labor productivity, and employing effective incentive compensation systems.
D) centralizing authority in the hands of a chief strategy implementer so as to create the leadership authority for driving implementation forward at a rapid pace.
E) empowering employees, maximizing internal operating efficiency, and optimizing core competencies.
G) A) and D)
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A) Lengthening response times and discouraging lower-level managers and rank-and-file employees from exercising initiative
B) Losing top-level management control
C) Putting too much decision-making authority in the hands of lower-level company personnel
D) Making it hard to fix accountability when things do not go well and putting the organization at risk when bad decisions are made
E) Impeding cross-unit coordination and the capture of strategic fits
G) A) and B)
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A) putting in high-incentive bonuses to reward individual employees who train hard to develop the desired capability.
B) launching an extensive training effort to develop the capability quickly with newly hired employees.
C) either acquiring a company that has already developed the capability or else acquiring the desired capability through collaborative efforts with outsiders having the requisite skills, know-how, and expertise.
D) using benchmarking and the adoption of best practices to imitate a capability that rivals have already developed.
E) empowering a team of employees to develop the capability however they best see fit.
G) A) and C)
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A) top executives should establish a collegial, collaborative culture where decisions are made by general consensus on what to do and when.
B) strict enforcement of detailed procedures backed by rigorous managerial oversight is necessary because company personnel cannot be counted on to act wisely or keep costs to a bare bones level.
C) decision-making authority should be pushed down to the lowest organizational level capable of making timely, informed, and competent decisions.
D) most company personnel have neither the time nor the inclination to direct and properly control the work they are performing and that they lack the knowledge and judgment to make wise decisions about how best to do their work.
E) lower-level managers and employees should go up the ladder of command for approval on most all strategic and operating issues of much importance.
G) B) and C)
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A) It is critical to ensure strategy-supportive resources and capabilities are in place.
B) The level of personnel competence is irrelevant to proficient strategy execution.
C) It is important to assemble a strong management team.
D) Strengthening the firm's core competencies is a top priority.
E) A poorly structured organization can lead to higher bureaucratic costs.
G) C) and D)
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A) less decentralized in their decision making than smaller firms.
B) more decentralized in their decision making than smaller firms.
C) less decentralized in their decision making than larger firms with simpler structures.
D) more centralized in their decision making than smaller firms.
E) not decentralized due to their operating size.
G) B) and E)
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A) the trial-and-error experimentation that is required to come up with a workable organizational structure.
B) the people-management skills required, the resistance to change that has to be overcome, and the perseverance necessary to get a variety of initiatives launched and kept moving along.
C) the time and effort it takes to build core competencies.
D) the time, training, and creative effort it takes to empower employees and teach them responsible decision making.
E) the supervisory requirements associated with getting company personnel to do things the right way.
G) B) and C)
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A) Either strengthening the company's base of skills, knowledge, and experience or coordinating and integrating the efforts of various work groups and departments
B) Either putting in high incentive bonuses to reward individual employees who train hard to develop the desired capability or launching an extensive training effort to develop the capability quickly with newly hired employees
C) Either using benchmarking and the adoption of best practices to imitate a capability that rivals have already developed or empowering a team of employees to develop the capability however they best see fit
D) Either using developed dynamic capabilities or acquiring the capability from outside sources
E) Either by enforcing close cross-business collaboration or by centralizing the performance of functions requiring close coordination at the corporate level
G) None of the above
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