About the Product

1. This structure is one in which a set of relatively autonomous units are governed by a central corporate office but where each operation has its own functional specialists who provide products or services that are different from those of other operations.
Product-team structure
Divisional organizational structure
Functional organizational structure
Matrix organizational structure

2. This type of organizational structure combines the advantages of functional specialization with the advantages of product-project specialization.
Specialization business
Matrix structure
Divisional organization
Product-team structure

3. Today, global means
using resources from other markets
locating operations in numerous countries
selling goods in overseas markets
getting resources and talent from around the globe and selling worldwide

4. Once a hypothesis about competitive advantage has been developed by a firm through three circles analysis, it should be tested by
asking a panel of experts
conducting a value chain analysis
asking the Board of Directors
asking customers

5. Companies committed to this process attempt to isolate and identify where their costs or outcomes are out of line with what they identify as the best practices of competitors or other companies or organizations that undertake similar tasks.
Benchmarking
Vertical integration
Disaggregating
Imitating

6. The structure of a simple organization
slightly increases the owner’s(s’) control
minimizes the owner’s(s’) control
maximizes the owner’s(s’) control
limits the owner’s(s’) control

7. One of the limitations of the SWOT analysis is that it can be
complex
simple
dynamic
static

8. This is an organization structure most notable for its lack of structure wherein knowledge and getting it to the right place quickly is the key reason for the organization.
Modular organization
Learning organization
Joint venture
Ambidextrous organization

9. The first step of this type of analysis involves a firm determining what their customers value and why they value it.
SWOT analysis
Three circles analysis
Value chain analysis
Resource-based view

10. One of the limitations of SWOT analysis is that it can do this to a single strength or element of strategy.
Rationalize
Overemphasize
Underemphasize
Misrepresent

11. Value chain analysis takes a
corporate point of view
horizontal point of view
functional point of view
process point of view

12. This type of organization or structure is one that identifies a set of business capabilities central to high-profitability operations and then builds a virtual organization around those capabilities.
Agile organization
Virtual structure
Ambidextrous organization
Modular organization

13. Twenty-first-century corporations reflect
interdependency
structured interaction
internal focus
the top-down approach

14. This is an internal analysis technique wherein strategists examine customers’ needs, company offerings, and competitors’ offerings to more clearly articulate what their company’s competitive advantage is and how it differs from those of competitors.
SWOT analysis
Value chain analysis
Three circles analysis
Resource-based view

15. In VCA, which method of cost accounting is preferred?
Financial cost accounting
Traditional cost accounting
Value-based cost accounting
Activity-based cost accounting

16. This is a method of comparing the way a company performs a specific activity with a competitor, potential competitor, or company doing the same thing.
Value chain analysis
Vertical integration
Benchmarking
Imitating

17. Which of the following is an example of a primary activity in the typical firm?
General administration
Human resources management
Logistics
Research, technology and systems development

18. These are arrangements between two or more companies in which they both contribute capabilities, resources, or expertise to a joint undertaking, usually with an identity of its own, with each firm giving up overall control in return for the potential to participate in and benefit from the relationship.
Outsourcing agreements
Joint ventures
Strategic alliances
Contractual diversification