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Unformatted text preview: ch11 Student: ___________________________________________________________________________ A Framework for Executing Strategy 1. Once company managers have decided on a strategy, the emphasis turns to A. Converting the strategy (and any associated strategic plan) into actions and good results B. Empowering employees to revise and reorganize value chain activities to match the strategy C. Establishing policies and procedures that instruct company personnel in the ways and means of executing the strategy D. Developing a detailed implementation plan that sets forth exactly what every department and every manager needs to do to proficiently execute the company's strategy E. Building the core competencies and competitive capabilities needed to execute the strategy 2. Executing strategy A. Is primarily an operations-driven activity revolving around the management of people and business processes B. Tests a manager's ability to direct organizational change and achieve continuous improvement in operations and business processes C. Tests a manager's ability to create and nurture a strategy-supportive culture D. Tests a manager's ability to consistently meet or beat performance targets E. All of these 3. Which one of the following statements falsely characterizes the managerial task of executing strategy? A. Executing strategy is an action-oriented, make-things-happen task B. Executing strategy tests a manager's ability to direct organizational change, achieve continuous improvement in operations and business processes, create and nurture a strategy-supportive culture and consistently meet or beat performance targets C. The challenge of successfully implementing new strategic initiatives principally involves employing managerial techniques to overcome resistance to change D. Strategy execution requires a team effort that entails every manager thinking through the answer to "What does my area have to do to implement its part of the strategic plan and what should I do to get these things accomplished effectively and efficiently?" E. Implementing and executing strategy is primarily an operations-driven activity revolving around the management of people and business processes 4. What makes the managerial task of executing strategy so challenging and demanding is A. The trial-and-error experimentation that is required to come up with a workable organizational structure B. The demanding 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 1 5. Which one of the following is not among the many reasons why implementing and executing a strategy is a lot harder than crafting a sound strategy?is a lot harder than crafting a sound strategy?...
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This note was uploaded on 08/19/2010 for the course FINANCE 600 taught by Professor Norkle during the Fall '09 term at Methodist.

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ch11 - ch11 Student:

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