CH9 EXAM (WHEELER/HUNGER)

__________________ is the sum total of the activities and choices required for the execution of a strategic plan.
Strategy implementation involves establishing _________ to create a series of new organizational
Activities, _________ to allocate funds to the new activities, and _________ to handle the day-to-day details

_________________ The purpose is to make a strategy action oriented.

_________________ help managers decide how quickly change should proceed, in what order changes should
take place, whether to start at a new site, and whether the proposed systems are stable and coherent.

After programs have been developed, the_________ process begins. Planning a _________ is the last
real check a corporation has on the feasibility of its selected strategy.
After the program, divisional, and corporate budgets are approved, _________ must be developed.
Often called _________, they typically detail the various activities that must be carried out to complete a corporations programs.
Also known as _________, procedures are the primary means by which organizations accomplish much of what they do.12
_________________ is said to exist for a divisional corporation if the return on investment (ROI)
of each division is greater than what the return would be if each division were an independent
business.
_________________ that is, changes in corporate strategy lead to changes in organizational structure.
_________________ is typified by the entrepreneur, who founds a company to promote an idea (a product
or a service). If the entrepreneur falters, the company usually flounders. This is labeled by Greiner
as a crisis of leadership.21
_________________ is the point when the entrepreneur is replaced by a team of managers who have functional
specializations. A crisis of autonomy can now develop, in which people managing diversified product lines need more decisionmaking freedom than top management is willing to delegate to them.
_________________ is typified by the corporations managing diverse product lines in numerous industries;
it decentralizes the decision-making authority. A crisis of control can now develop, in which the various units act to optimize their own
sales and profits without regard to the overall corporation, whose headquarters seems far away and almost irrelevant.
_________________ crisis in which the corporation has grown too large and complex to be managed through formal programs and
rigid systems, and procedures take precedence over problem solving.
_________________ describes how organizations grow, develop, and eventually decline
_________________ that are no longer able to adapt to changing conditionsthus the company moves into Decline
_________________ functional and product forms are combined simultaneously at the same level of the organization
_________________ is an example of what could be termed a non-structure because of its virtual
elimination of in-house business functions. A corporation organized in this manner is often called a virtual organization

_________________ is composed of cells (self-managing teams, autonomous business units, etc.) which can operate alone but which
can interact with other cells to produce a more potent and competent business mechanism
_________________ is the radical redesign of business processes to achieve major gains in cost,

service, or time.
_________________ is an analytical method for achieving near-perfect results on a production line.

_________________denotes variation in the standard bell-shaped curve.

_________________ refers to the study of individual tasks in an attempt to make them more relevant
to the company and to the employee(s).
_________________ combining tasks to give a worker more of the same type of duties to perform
_________________ moving workers through several jobs to increase variety
_________________ altering the jobs by giving the worker more autonomy and control over activities
_________________ is a highly developed international company with a deep involvement throughout the world, plus a worldwide
perspective in its management and decision making.

_________________ of American Cyanamid enables the company to introduce

and manage a similar line of products around the world

_________________ of Nestle, in contrast, allows the company to tailor products to regional differences and to achieve regional
coordination.

II ENUMERATION
To begin the implementation process, strategy makers must consider these questions:

1.
2.
3.
10 problems when they attempted to implement a strategic change
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
The managers of divisions and functional areas work with their fellow managers to develop

1.
2.
3.
proposed a matrix of change

1.
2.
3.

synergy can take place in one of six forms

1.
2.
3.
4.
5.
6.
three structural stages of corporate development
1.
2.
3.
The greatest strengths and weakness of a Stage I
The great strength and weakness of a Stage II
The greatest strength and Weakness of a Stage III

organizational life cycle stages

1.
2.
3.

Davis and Lawrence, authorities on the matrix form of organization propose that three distinct phases exist in the development of the
matrix structure

1.
2.
3.
Michael Hammer, who popularized the concept of reengineering, suggests the following
principles for reengineering:

1.
2.
3.
4.
5.
6.
The process of Six Sigma encompasses five steps.
1.
2.
3.
4.
5.
new job design techniques:

1.
2.
3.

STAGES OF INTERNATIONAL DEVELOPMENT

1.
2.
3.
4.
5