Which of the following statements about dynamically-manages competencies and capabilities that are fresh and on the cutting-edge is FALSE? Show
- The managerial challenge s building a dynamic set of competencies and capabilities that delivers good results in the marketplace is one of deciding when and how to recalibrate existing competencies and capabilities, and either having the foresight or spotting opportunities to develop altogether new kinds of competencies and capabilities. - A company's competencies and competitive capabilities must be continually refreshed, modified, or even phased out and replaced in order to stay abreast of ongoing changes in customer needs and expectations, to successfully combat competitors newly launched offensives, to keep the company's resources/capability portfolio in step with changes in the company's own strategy, and to try to secure a competitive edge over rivals based on having a competitively superior collection of resources and capabilities. - The quickest, cheapest, and most reliable way to refresh and strengthen a company's portfolio of competencies and capabilities is by either acquiring another company with attractive and dynamically-evolving resource capabilities or by entering into collaborative partnerships with suppliers or other companies having cutting-edge expertise. - It takes freshly honed, cutting edge competencies and competitive capabilities to stay abreast of ongoing changes in customer needs and expectations, to successfully combat competitors' newly launched offensives to win bigger sales and market shares, to keep the company's resource portfolio in step with changes in the company's own strategy, and to build a more durable resource based competitive edge over rivals. - The organizational momentum that comes from astute and timely managerial efforts to develop a formidable portfolio of dynamic capabilities is often sufficient to keep a company's sales and profit performance humming. When building an organization capable of proficient strategy execution three types of organization building actions are paramount?When building an organization capable of proficient strategy execution, three types of organization-building actions are paramount: 1)staffing the organization 2)acquiring developing, and strengthening strategy-supportive resources and capabilities 3)structuring the organization and work effort.
Which of the following is a principal managerial component of the strategy execution process?The principal managerial components of the strategy execution process include: instituting policies and procedures that facilitate strategy execution and tying rewards and incentives to the achievement of strategic and financial targets.
What are the disadvantages of a decentralized structure featuring employee empowerment is?One of the disadvantages of a decentralized structure featuring employee empowerment is: a. the difficulties of delegating authority in ways that allow organization units and individuals to do things in the best way they see fit.
Which of the following is an advantage of a decentralized organizational structure?Advantages of decentralized organizations include increased expertise at each division, quicker decisions, better use of time at top management levels, and increased motivation of division managers.
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Which of the following statements about putting together a capable top management team is false
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