Question 1

Vertical consistency of objectives

Accepted Answer

Compatibility of objectives from the CEO (corporate level) down to the presidents (divisional level) on down to the managers (functional level).

Question 2

Strategic business unit structure
(SBU)

Accepted Answer

This type of organizational design groups similar divisions together into units; widely used when a firm has many divisions or segments to reduce span of control reporting to a COO.

Question 3

Matrix structure

Accepted Answer

places functional activities along the top row and divisional projects or units along the left side to create a rubric where managers have two bosses—both a functional boss and a project boss

Question 4

Restructuring

Accepted Answer

Modifying the firm’s chain of command and reporting channels to improve efficiency and effectiveness.

Question 5

Divisional (decentralized) structure

Accepted Answer

based on having various profit centers or segments by geographic area, by product or service, by customer, or by process. With a divisional structure, functional activities are performed both centrally and in each separate division.

Question 6

Functional structure

Accepted Answer

A type of organizational design that groups tasks and activities by business function, such as production/operations, marketing, finance/accounting, research and development, and management information systems.

Question 7

Positioning

Accepted Answer

Designing a marketing mix (product, price, place, promotion) that offers unique value to target customers.

Question 8

Market segmentation

Accepted Answer

Using demographic, geographic, psychographic, or behavioral characteristics of consumers to divide a market into distinct subsets of customers that differ from one another in product needs and buying habits.

Question 9

Phubbing

Accepted Answer

occurs when a manager uses or is distracted by his/her cell phone during time spent with an employee, albeit during a meeting, at lunch, or in other workplace settings, has shown that boss phubbing negatively impacts employee job performance.

Question 10

Resistance to change

Accepted Answer

tendency to be wary of new policies or strategies due to potential negative consequences; if not managed then this could result in sabotaging production machines, absenteeism, filing unfounded grievances, and an unwillingness to cooperate.

Question 11

Culture

Accepted Answer

The set of shared values, beliefs, attitudes, customs, norms, personalities, heroes, and heroines that describe a firm. Strategists should strive to preserve, emphasize, and build on these aspects.

Question 12

Horizontal consistency of objectives

Accepted Answer

Objectives need to be compatible across functions; for example, if marketing wants to sell 10 percent more, then production must produce 10 percent more.

Question 13

Marketing mix variables

Accepted Answer

Product, place, promotion, and price.

Question 14

Perceptual maps

Accepted Answer

Also called product-positioning map; a two-dimensional, four-quadrant marketing tool designed to position a firm versus its rival firms in a schematic diagram to better determine effective marketing strategies.

Question 15

Conflict

Accepted Answer

A disagreement between two or more parties on one or more issues.

Question 16

Glass ceiling

Accepted Answer

A term used to refer to the artificial barrier that women and minorities face in moving into upper levels of management.

Question 17

Resource allocation

Accepted Answer

A central strategy implementation activity that entails distributing financial, physical, human, and technological assets to allow for strategy execution.

Question 18

Reengineering

Accepted Answer

Reconfiguring or redesigning work, jobs, and processes in a firm, for the purpose of improving cost, quality, service, and speed.

Question	Answer
Vertical consistency of objectives	Compatibility of objectives from the CEO (corporate level) down to the presidents (divisional level) on down to the managers (functional level).
Strategic business unit structure (SBU)	This type of organizational design groups similar divisions together into units; widely used when a firm has many divisions or segments to reduce span of control reporting to a COO.
Matrix structure	places functional activities along the top row and divisional projects or units along the left side to create a rubric where managers have two bosses—both a functional boss and a project boss
Restructuring	Modifying the firm’s chain of command and reporting channels to improve efficiency and effectiveness.
Divisional (decentralized) structure	based on having various profit centers or segments by geographic area, by product or service, by customer, or by process. With a divisional structure, functional activities are performed both centrally and in each separate division.
Functional structure	A type of organizational design that groups tasks and activities by business function, such as production/operations, marketing, finance/accounting, research and development, and management information systems.
Positioning	Designing a marketing mix (product, price, place, promotion) that offers unique value to target customers.
Market segmentation	Using demographic, geographic, psychographic, or behavioral characteristics of consumers to divide a market into distinct subsets of customers that differ from one another in product needs and buying habits.
Phubbing	occurs when a manager uses or is distracted by his/her cell phone during time spent with an employee, albeit during a meeting, at lunch, or in other workplace settings, has shown that boss phubbing negatively impacts employee job performance.
Resistance to change	tendency to be wary of new policies or strategies due to potential negative consequences; if not managed then this could result in sabotaging production machines, absenteeism, filing unfounded grievances, and an unwillingness to cooperate.
Culture	The set of shared values, beliefs, attitudes, customs, norms, personalities, heroes, and heroines that describe a firm. Strategists should strive to preserve, emphasize, and build on these aspects.
Horizontal consistency of objectives	Objectives need to be compatible across functions; for example, if marketing wants to sell 10 percent more, then production must produce 10 percent more.
Marketing mix variables	Product, place, promotion, and price.
Perceptual maps	Also called product-positioning map; a two-dimensional, four-quadrant marketing tool designed to position a firm versus its rival firms in a schematic diagram to better determine effective marketing strategies.
Conflict	A disagreement between two or more parties on one or more issues.
Glass ceiling	A term used to refer to the artificial barrier that women and minorities face in moving into upper levels of management.
Resource allocation	A central strategy implementation activity that entails distributing financial, physical, human, and technological assets to allow for strategy execution.
Reengineering	Reconfiguring or redesigning work, jobs, and processes in a firm, for the purpose of improving cost, quality, service, and speed.

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