Term
In the multidivisional structure, each division typically contains only a partial set of value chain activities.
a. True
b. False |
|
Definition
|
|
Term
In a firm with a multidivisional structure, corporate managers oversee the actions of divisional managers.
a. True
b. False |
|
Definition
|
|
Term
The organizational hierarchy is flatter in a multidivisional structure than in a product or functional structure.
a. True
b. False |
|
Definition
|
|
Term
It is important for corporate managers to be able to identify high-performing and underperforming divisions and to take corrective action as necessary.
a. True
b. False |
|
Definition
|
|
Term
Different divisions in a firm with a multidivisional structure are not given authority to adopt their own organizational structures.
a. True
b. False |
|
Definition
|
|
Term
In a multidivisional structure, corporate managers can compare the performance of one division against another in terms of its cost structure or the profit it generates.
a. True
b. False |
|
Definition
|
|
Term
In September 2006, Ford Motor Company announced a plan to sell both its U.S. and global operations.
a. True
b. False |
|
Definition
|
|
Term
Competition for resources is one of the drawbacks of the multidivisional structure.
a. True
b. False |
|
Definition
|
|
Term
Divisional battles may lead to battles over transfer pricing.
a. True
b. False |
|
Definition
|
|
Term
The more interdependent the divisions in a multidivisional structure, the greater are the bureaucratic costs associated with obtaining the potential benefits from a particular strategy.
a. True
b. False |
|
Definition
|
|
Term
In an unrelated multidivisional structure, the idea of corporate culture is meaningless.
a. True
b. False |
|
Definition
|
|
Term
Vertical integration is a less expensive strategy to manage than is unrelated diversification.
a. True
b. False |
|
Definition
|
|
Term
Firms pursuing related diversification typically rely more on output control than on culture control.
a. True
b. False |
|
Definition
|
|
Term
SAP is the world's leading supplier of software for the videogame industry.
a. True
b. False |
|
Definition
|
|
Term
Oracle experienced difficulty in understanding its customers' needs and problems because Oracle was not using the very software it sold to other companies.
a. True
b. False |
|
Definition
|
|
Term
Companies pursue a localization strategy when they want to maximize responsiveness to the unique needs of customers in each country.
a. True
b. False |
|
Definition
|
|
Term
When implementing an international strategy, many companies create global divisions that they add to their existing divisional structures.
a. True
b. False |
|
Definition
|
|
Term
Companies pursue a global standardization strategy when they want to minimize costs.
a. True
b. False |
|
Definition
|
|
Term
Few integrating mechanisms are needed when a company uses a global-area structure.
a. True
b. False |
|
Definition
|
|
Term
A firm that is pursuing a localization strategy will typically use a global-area structure.
a. True
b. False |
|
Definition
|
|
Term
When a firm implements a global strategy with a global product group structure; it will be more responsive to the unique needs of each local country.
a. True
b. False |
|
Definition
|
|
Term
An approach to internal new venturing that has been championed by those who believe that the best way to encourage new-product development is to integrate this effort into the rest of the organization is the creation of a new-venture division.
a. True
b. False |
|
Definition
|
|
Term
A joint venture occurs when two equal-sized firms agree to blend their operations, creating one larger firm.
a. True
b. False |
|
Definition
|
|
Term
A joint venture can be dangerous to a company if its partner is acquired by a competitor.
a. True
b. False |
|
Definition
|
|
Term
One problem with a mishandled merger is that skilled managers who feel they have been demoted will work together to sabotage the organization.
a. True
b. False |
|
Definition
|
|
Term
Implementation problems can arise in unrelated acquisitions when managers from the acquiring company apply inappropriate structure and controls to manage the new business.
a. True
b. False |
|
Definition
|
|
Term
Often global companies use the services of foreign intermediaries or brokers, such as Li & Fung, to find suppliers that best fit their input requirements.
a. True
b. False |
|
Definition
|
|
Term
To foster the development of the matrix-in-the-mind concept and promote cooperation, companies are increasingly making use of the integrating capabilities of information technology (IT).
a. True
b. False |
|
Definition
|
|
Term
A major impact of information technology (IT) on strategic implementation has been its effects on a company's ability to pursue strategic outsourcing to strengthen its business model.
a. True
b. False |
|
Definition
|
|
Term
Nestlé, the world's biggest food company, has been pursuing an ambitious program of global expansion, acquiring companies such as Perrier and Rowntree.
a. True
b. False |
|
Definition
|
|
Term
A camera manufacturer that has separate divisions for making personal cameras, movie cameras, and film acquired a small film developer and a car battery supplier. Which of the following structures is most appropriate for this firm?
a. Functional
b. Matrix
c. Geographic
d. Multidivisional
e. Product team |
|
Definition
|
|
Term
The two main innovations in a multidivisional structure (over a functional or product structure) are
a. a matrix structure at the divisional level and a flat structure at the corporate level.
b. a product structure at the divisional level and a functional structure at the corporate level.
c. the organization of business units or companies in each industry in which it competes into one or more divisions and the creation of corporate-level positions to oversee the activities of divisional managers.
d. self-contained divisions with operating responsibility and a group of divisional managers with collective strategic responsibility.
e. a matrix structure at the divisional level and a functional structure at the corporate level. |
|
Definition
| c. the organization of business units or companies in each industry in which it competes into one or more divisions and the creation of corporate-level positions to oversee the activities of divisional managers. |
|
|
Term
In a multidivisional structure
a. support functions, such as accounting, are centralized at the top of the organization.
b. corporate headquarters staff have operating responsibility.
c. divisional managers have overall corporate strategic responsibility.
d. corporate headquarters is responsible for overseeing the company's long-term multibusiness model and for providing guidance for interdivisional projects.
e. financial controls are necessarily weak. |
|
Definition
| d. corporate headquarters is responsible for overseeing the company's long-term multibusiness model and for providing guidance for interdivisional projects. |
|
|
Term
Which structure has been adopted by most large, complex U.S. companies?
a. Multidivisional
b. Product
c. Product team
d. Market
e. Functional |
|
Definition
|
|
Term
Which of the following structures results in the creation of an office of corporate headquarters staff?
a. Functional
b. Product team
c. Geographic
d. Matrix
e. Multidivisional |
|
Definition
|
|
Term
In a multidivisional structure, which form of control is used to compare the relative performances of different divisions?
a. Output control
b. Financial control
c. Control through culture
d. Bureaucratic control
e. Adaptive control |
|
Definition
|
|
Term
The wasteful duplication of functional resources is most likely to arise with a
a. functional structure.
b. product team structure.
c. matrix structure.
d. multidivisional structure.
e. geographic structure. |
|
Definition
| d. multidivisional structure. |
|
|
Term
Transfer pricing is used most commonly in a
a. functional structure.
b. product team structure.
c. multidivisional structure.
d. matrix structure.
e. geographic structure. |
|
Definition
| c. multidivisional structure. |
|
|
Term
A company pursuing unrelated diversification
a. relies more on output controls than on bureaucratic controls.
b. needs to create an internal transfer pricing scheme.
c. has a low need for integration among divisions.
d. should have a product team structure.
e. should use a centralized decision-making process. |
|
Definition
| c. has a low need for integration among divisions. |
|
|
Term
Which of the following strategies results in the highest bureaucratic costs?
a. Localization
b. International
c. Global standardization
d. Transnational
e. Unrelated diversification |
|
Definition
|
|
Term
To expand its global sales, the U.S.-based foods maker ConAgra purchased a firm that processes grains in the United Kingdom. ConAgra plans to manage the new business by allowing it to continue as before, with little integration into the rest of the firm. Based on this information, which strategy is ConAgra pursuing?
a. Stuck in the middle
b. Transnational
c. International
d. Global standardization
e. Localization |
|
Definition
|
|
Term
The multidivisional organization structure offers several advantages, including
a. enhanced corporate financial control.
b. enhanced strategic control.
c. enhanced growth.
d. stronger pursuit of internal efficiency.
e. all of these choices. |
|
Definition
|
|
Term
The control issue in managing the multidivisional structure is
a. how much authority should be centralized at corporate headquarters.
b. how much authority should be decentralized to the divisions.
c. how much authority should be given to each functional unit.
d. how much authority should be centralized at corporate headquarters and decentralized to the divisions.
e. how much authority should be given to corporate division heads. |
|
Definition
| d. how much authority should be centralized at corporate headquarters and decentralized to the divisions. |
|
|
Term
Problems in effectively managing the multidivisional structure include
a. distortion of information.
b. competition for resources.
c. transfer pricing.
d. all of these choices.
e. none of these choices. |
|
Definition
|
|
Term
In its African operations, Sony Corporation performs most functions at its Japanese headquarters but markets through cooperative relationships with local distributors. In the United States, Sony has decentralized almost all of its tasks to an independent firm that it owns. Based on this information, which strategy is Sony pursuing?
a. Localization
b. Transnational
c. International
d. Global standardization
e. Stuck in the middle |
|
Definition
|
|
Term
The U.S. firm Intel, a maker of semiconductor chips, built twelve worldwide manufacturing facilities in several different countries, but its research and development (R&D) and marketing are centralized in the United States. Based on this information, which strategy is Intel pursuing?
a. Localization
b. Transnational
c. International
d. Global standardization
e. Stuck in the middle |
|
Definition
|
|
Term
A localization strategy
a. involves an appropriate mix of centralization and decentralization.
b. centralizes all functions.
c. centralizes only the research and development (R&D) and marketing functions.
d. is the most complex strategy.
e. is oriented toward local responsiveness. |
|
Definition
| e. is oriented toward local responsiveness. |
|
|
Term
An international strategy
a. centralizes only the research and development (R&D) and marketing functions.
b. centralizes all functions.
c. involves an appropriate mix of centralization and decentralization.
d. is the most complex strategy.
e. maximizes local responsiveness. |
|
Definition
| a. centralizes only the research and development (R&D) and marketing functions. |
|
|
Term
A global strategy
a. involves an appropriate mix of centralization and decentralization.
b. centralizes all functions at the optimal global locations.
c. centralizes only the research and development (R&D) and marketing functions.
d. is the most complex strategy.
e. maximizes local responsiveness. |
|
Definition
| b. centralizes all functions at the optimal global locations. |
|
|
Term
Which of the following factors must be considered in choosing the structure and control systems for managing a global business?
a. How to distribute and allocate responsibility and authority between managers at home and abroad
b. The selection of the organizational structure that groups divisions both at home and abroad
c. The selection of the right kinds of integration and control mechanisms
d. The selection of the right kinds of organizational culture
*e. All of these choices |
|
Definition
|
|
Term
Which of the following strategies is most likely to facilitate the transmission of a company's norms and values and, hence, the development of a global corporate culture?
a. Focus
b. Localization
c. International
d. Global standardization
e. Transnational |
|
Definition
|
|
Term
Which structure is the best for sharing information and learning across countries?
a. Global-area
b. International division
c. Global product group
d. Global matrix
e. Simple |
|
Definition
|
|
Term
The easiest and cheapest type of diversification strategy for a company to manage is
a. related diversification.
b. unrelated diversification.
c. vertical integration.
d. horizontal diversification.
e. none of these choices. |
|
Definition
| b. unrelated diversification. |
|
|
Term
Reasons why a firm might benefit from the creation of a separate new-venture division include all of the following except
a. better protection of the division's autonomy.
b. less scrutiny from top managers.
c. removal from day-to-day pressures of the firm.
d. ease in developing a culture that fosters innovation.
e. development of a science-based business model. |
|
Definition
| e. development of a science-based business model. |
|
|
Term
For its South American operations, Caterpillar performs most functions at its U.S. headquarters but markets through cooperative relationships with local distributors. Based on this information, which entry mode is Caterpillar using in South America?
a. Internal new venture
b. Joint venture
c. Merger
d. Acquisition
e. Intrapreneurship |
|
Definition
|
|
Term
In its U.S. operations, Japanese-based Sony has decentralized almost all of its tasks to an independent firm that it created and which it owns. Based on this information, which entry mode is Sony using in the United States?
a. Internal new venture
b. Acquisition
c. Joint venture
d. Divestiture
e. Merger |
|
Definition
|
|
Term
To expand its global sales, U.S.-based Miller Brewing Company purchased a firm that processes grains in Brazil. Miller plans to manage the new business by allowing it to continue as before, with little integration into the rest of the firm. Based on this information, which entry mode is Miller using in Brazil?
a. Acquisition
b. Internal new venture
c. Joint venture
d. Divestiture
e. Merger |
|
Definition
|
|
Term
The U.S. firm Hewlett-Packard (HP) built twelve worldwide manufacturing facilities in several different countries, but its research and development (R&D) and marketing are centralized in the United States. Based on this information, which entry mode is HP using in its various locations?
a. Acquisition
b. Internal new venture
c. Joint venture
d. Divestiture
e. Merger |
|
Definition
|
|
Term
When a firm's managers are very concerned about the possibility of losing control of proprietary know-how, which entry mode should the firm avoid?
a. Acquisition
b. Internal new venture
c. Joint venture
d. Divestiture
e. Merger |
|
Definition
|
|
Term
America Online blended its operations with those of Time Warner to create AOL Time Warner. America Online is using which entry mode to enter the broadcast industry?
a. Acquisition
b. Internal new venture
c. Merger
d. Divestiture
e. Joint venture |
|
Definition
|
|
Term
PepsiCo bought many of its bottlers. Which entry mode is PepsiCo using to enter the bottling industry?
a. Joint venture
b. Internal new venture
c. Acquisition
d. Divestiture
e. Merger |
|
Definition
|
|
Term
Which of the following strategies can companies use as they begin to market their products and establish production facilities overseas?
a. Localization
b. International
c. Global
d. Transnational
e. All of these choices |
|
Definition
|
|
Term
In general, the choice of structure and control systems for managing a global business is a function of which of the following factors?
a. The decision of how to distribute and allocate responsibility between managers at home and managers abroad
b. The selection of the organizational structure that groups divisions both at home and abroad and that allows for the best use of resources
c. The selection of the right kinds of integration and control mechanisms
d. All of these choices
e. None of these choices |
|
Definition
|
|
Term
A company that makes and sells the same product in many different countries often groups its overseas divisions into ____ to simplify the coordination of products across countries.
a. world regions
b. horizontal areas
c. six areas
d. local regions
e. none of these choices |
|
Definition
|
|
Term
The global-product strategy is weak when it comes to
a. manufacturing of products.
b. distribution of products.
c. responsiveness to customers.
d. all of these choices.
e. none of these choices. |
|
Definition
| c. responsiveness to customers. |
|
|
Term
Implementation of a global matrix provides a company with which of the following advantages?
a. Decentralizes control to overseas managers
b. Provides overseas managers with considerable flexibility
c. Allows overseas managers the flexibility to manage local issues
d. Allows corporate executives to exercise control when needed
e. All of these choices |
|
Definition
|
|
Term
When Toyota first decided to manufacture and market cars in the United States, it entered into a ____ with General Motors.
a. strategic alliance
b. joint venture
c. global partnership
d. trade agreement
e. contingency plan |
|
Definition
|
|
Term
In joint venturing, two or more companies typically agree to
a. merge within twelve months.
b. divide their lists of customers.
c. pool specific resources and capabilities.
d. divide a specific market between the two companies.
e. pool the results of entrepreneurship at each company. |
|
Definition
| c. pool specific resources and capabilities. |
|
|
Term
Which of the following is not a consequence of the increased ability of managers to use information technology as they implement strategies?
a. Flatter hierarchies
b. Greater centralization
c. More timely information
d. Increased use of outsourcing
e. Enhanced innovation capabilities |
|
Definition
| b. Greater centralization |
|
|
Term
Business-to-business (B2B) networks link firms to
a. buyers.
b. suppliers.
c. regulators.
d. competitors.
e. buyers and suppliers. |
|
Definition
|
|
Term
When a company uses a network structure to implement outsourcing,
a. many firms along the value chain can easily cooperate.
b. bureaucratic costs are increased.
c. the cost of the outsourced functions increases.
d. organizational culture is an important control mechanism.
e. many firms along the value chain can easily cooperate and bureaucratic costs are increased. |
|
Definition
| a. many firms along the value chain can easily cooperate. |
|
|
Term
Which of the following companies is the best example of an organization that formally encourages and supports entrepreneurship?
a. Toyota
b. Smith & Wesson
c. General Motors
d. 3M
e. Nestlé |
|
Definition
|
|
Term
Joint ventures are best suited for projects that
a. are small in size.
b. each company could undertake by itself.
c. are routine in nature.
d. neither company could do on its own.
e. none of these choices. |
|
Definition
| d. neither company could do on its own. |
|
|
Term
The purpose of a joint venture between two or more companies is often to
a. share and develop technology.
b. distribute and market brands and products.
c. share access to customers.
d. all of these choices.
e. none of these choices. |
|
Definition
|
|
Term
Ownership of the company created by a joint venture
a. is split 50/50 between the two joint-venturing companies.
b. is usually a matter to be negotiated between the companies engaged in the venture.
c. automatically goes to the largest company engaged in the venture.
d. automatically goes to the smallest company engaged in the venture.
e. none of these choices. |
|
Definition
| b. is usually a matter to be negotiated between the companies engaged in the venture. |
|
|
Term
The most widely used vehicles that companies can use to enter new industries or countries are
a. mergers and acquisitions.
b. joint ventures and strategic alliances.
c. mergers and joint ventures.
d. acquisitions and strategic alliances.
e. product development and market penetration. |
|
Definition
| a. mergers and acquisitions. |
|
|
Term
Information technology facilitates
a. output control.
b. behavior control.
c. integration between divisions.
d. integration between divisions and corporate headquarters.
e. all of these choices. |
|
Definition
|
|
Term
At the level of organizational structure, control, and culture, ____ has given strategic managers many new options in implementing strategies.
a. research and development
b. marketing research
c. outsourcing
d. benchmarking
e. information technology |
|
Definition
| e. information technology |
|
|
Term
The set of strategic alliances that an organization creates with suppliers, manufacturers, and distributors to produce and market a product is called a(n)
a. network structure.
b. outsourcing network.
c. structure alliance.
d. oligopoly.
e. suppliers' network. |
|
Definition
|
|
