BUS 475 Wk 1 - Apply Degree of Alignment http://www.onlinehelp123.com/BUS-475

BUS/475 Integrated Business Topics The Latest Version A+ Study Guide

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BUS 475 Wk 1 - Practice: Strategic Leadership Required information Skip to question Strategic Leadership: Formulating Strategy Across Levels W.L. Gore & Associates is organized in an informal and decentralized manner: It has no formal job titles, job descriptions, chains of command, formal communication channels, written rules or standard operating procedures. Face-to-face communication is preferred over e-mail. There is no organizational chart. In what is called a lattice or boundaryless organizational form, everyone is empowered and encouraged to speak to anyone else in the organization. People who work at Gore are called associates rather than employees, indicating professional expertise and status. Gore associates organize themselves in project-based teams that are led by sponsors, not bosses.

Associates invite other team members based on their expertise and interests in a more or less ad hoc fashion. Peer control in these multidisciplinary teams further enhances associate productivity.

Group members evaluate each other’s performance annually, and these evaluations determine each associate’s level of compensation. Moreover, all associates at W.L. Gore are also shareholders of the company, and thus are part owners sharing in profits and losses.

Gore’s freewheeling and informal culture has been linked to greater employee satisfaction and retention, higher personal initiative and creativity, and innovation at the firm level. Although W.L. Gore’s organizational structure may look like something you might find in a small, high-tech startup, the company has 10,000 employees and over $3 billion in revenues, making Gore one of the largest privately held companies in the United States. W.L. Gore is consistently ranked in Fortune’s “100 Best Companies to Work For” list, and has been included in every edition of that prestigious ranking.21

The above case study from your textbook readings indicates one particular type of corporate structure. Using this case study and the supplemental readings in your textbook please answer the questions below regarding the structure and culture of a company.

What structure is one of the most common types because it separates the specialized knowledge of each functional area through horizontal differentiation and can direct that knowledge toward the firm's key products or services?

Multiple Choice • Division • Customer • Functional • Product

In a firm, what determines who reports to whom?

Multiple Choice • boundary spanner • line of authority • value network • span of control

In the above case study it states, “W.L. Gore & Associates… is organized in an informal and decentralized manner: It has no formal job titles, job descriptions, chains of command, formal communication channels, written rules or standard operating procedures.” If you were to “organize” the company using a standard hierarchy, how would you classify each position below?

Match each answer to its corresponding responsibility.

1. Senior management 2.

Associates

3.

Frontline manager

4.

Scientist

5.

President

A matrix structure ___________.

Multiple Choice • reinforces unity of command

• • • •

is expensive is easy to explain to employees gives some employees two bosses yields a minimum of organizational politics

What is defined as, "the concern for proper communication enabling the units to understand one another's activities."

Multiple Choice • control • coordination • specialization • departmentation • division of labor

How do organizations define their purpose?

Multiple Choice • mission statements • formalization • mean-ends chains • Action plan

Which departmentation structure groups individuals by skill, knowledge, and action yields?

Multiple Choice • Divisional departmentation • Functional departmentation • Hybrid departmentation • Matrix departmentation

Managers must ensure that their firms obey all relevant laws, including labor, consumer, and environmental regulations. This is a firm’s __________ responsibility.

Multiple Choice • legal • ethical • economic • social • stakeholder strategy

A company's strategic vision describes what?

Multiple Choice

• "who we are and what we do."

• why the company does certain things in trying to please its customers • management's storyline of how it intends to make a profit with the chosen strategy • management's aspirations for the future and delineates the company's strategic course and long-term direction • what future actions the enterprise will likely undertake to outmaneuver rivals and achieve a sustainable competitive advantage

BUS 475 Wk 1 - Apply: Degree of Alignment The assessments in this course give you the opportunity to design a project plan.

Throughout the 5 weeks, you will choose an organization, create a project, write project metrics, and develop a plan that includes a contingency plan. You may use the course textbook and outside resources for all assessments.

This week you will choose your organization and learn about its corporate values.

Review Strategic Management-8 Most Popular Cases in Connect. Access the case studies from the folder on the main course page in Blackboard.

Choose one of the organizations to use for all weekly assessments. You will not be able to change your organization, so make sure you are comfortable with your choice. An organization is typically centered on its mission and vision, but it may not always do as its statement says.

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Use the Degree of Alignment: Advanced Organizer template to: Describe the mission, vision, values, structure, and culture of the company. Each description should be 75-100 words.

Based on your advanced organizer and further research on your company, analyze the degree of alignment between what the organization is currently doing (actions) and their mission, vision, values, structure, and culture. Think about what your company is doing right and on-brand and where there is room for improvement. Your analysis should be 500-750 words.

Submit your assignment.

BUS 475 Wk 2 - Practice: Internal and External Considerations Required information Skip to question Internal Analysis: Looking Inside the Firm of Honda Corp.

The strategic actions managers take link firm resources and capabilities. For example, investments in R&D labs (managerial actions) are one mechanism that links the resource (engineers) with the firm capability (product innovation). This activity is important because when multiple resources and capabilities are aligned on a single goal, the firm may have a core competency. For instance, Canon’s ability in optics originates not just in the capability of its design engineers, but also in its precision in manufacturing. When a firm’s core competency is at the heart of the product it sells, that product can be considered a core product. In the case of Canon, optics are at the heart of such products as cameras, camcorders, scanners, and projectors.

The goal of this activity is look closely at Honda, and differentiate the important relationships between its firm resources, managerial actions, firm capabilities, core competencies, and core products.

Read the case below and complete the activities that follow.

Since 1959 Honda has been the world’s largest motorcycle manufacturer. It is also the world’s largest manufacturer of internal combustion engines—the core of many of Honda’s products including sport boats, marine engines, off-road power sport vehicles (e.g., ATVs, snow mobiles), an extensive line of power equipment (e.g., lawn mowers, electric generators, snow blowers), and cars. Over time, Honda has maintained as its core ability a dedication to the engineering and ongoing innovation of these small, reliable, and powerful internal combustion engines.

While Honda invested much in developing and maintaining this competency, in 1960, its management made an important decision that later became central to the creativity and productivity of its engineers and designers. The research and development division separated from Honda Motor Company to form the independent company Honda R&D. This management decision helped facilitate a unique corporate culture built on excellence in innovation and engineering.

Honda R&D continues to build on this important tradition by focusing on the spread of new ideas through cultural and regional diversity; as such, the firm now has five R&D centers located outside of Japan in North America, South America, Europe, Asia, and China.

After reading the minicase on Honda, select the correct category for each of the items listed.

1. Engineers 2. Honda R&D is a separate company 3. Powerful and reliable small engines 4. Design and manufacture of small, reliable, and powerful internal combustion engines 5. Small engine innovation and engineering

6. Strong R&D culture 7. Sport boats, marine engines, ATVs, and power equipment 8. Scale manufacturing 9. R&D centers created worldwide

Core competencies derive from the combination of resources and Multiple Choice • internal environment.

• activities.

• capabilities.

• competitive advantage.

• intangible resources.

Honda Motor Company used its competitive advantage in small engines for lawnmowers to ___________ in resources and capabilities to build automobiles.

Multiple Choice • perform a SWOT analysis • create activities • divest • generate a feedback loop and invest • create a cash reserve

Which of the following SWOT elements are internal factors for a business?

Check All That Apply • StrenghtsStrenghts • Weaknesses Weaknesses • OpportunitiesOpportunities • ThreatsThreats

Required information Implications for the Strategist: Using SWOT Analysis to Gain Strategic Insight

When used effectively, a SWOT analysis can help the strategist deeply consider different strategic initiatives managers might take. The SWOT juxtaposes the firm’s internal Strengths (S) and Weaknesses (W) identified through a rigorous internal analysis, such as the application of the VRIO framework, with the external Opportunities (O) and Threats (T) identified through a comprehensive external analysis, such as the application of industry analysis. This activity demonstrates how internal (S/W) and external (O/T) concepts are appropriately captured in the SWOT and how strategic initiatives managers might take can be created from the juxtaposition of these internal and the external concepts.

Review the information found in section 4.5 of your text before completing this activity which addresses Learning

Objective 4-9 on conducting a SWOT analysis to generate insights from external and internal analysis and derive strategic implications. It also incorporates understanding of a firm's internal resources and capabilities (Learning Objective 4-1, 4-2 and 4-4).

Read the minicase on Beats Electronics and refer back to ChapterCase 4 to refresh your memory. Note that more SWOT items than are listed below are discussed in the case.

This is a two-part activity. First, click and drag one of the four SWOT concepts to the appropriate SWOT box. Second, after assessing the juxtaposition of the internal and external concepts, click and drag the appropriate strategic initiative to the right location in the framework (one of the 4 boxes enclosed by the SWOT).

Minicase

Apple’s acquisition of Beats Electronics LLC for $3 billion is examined at the beginning and end of Chapter 4. From the discussion in the ChapterCase, we can create a SWOT analysis and use it to understand why Beats Electronics might have wanted Apple as a partner. The internal

strengths and weaknesses for Beats Electronics as well as the environmental threats and opportunities are taken from the chapter. After completing the SWOT and placing the strategic alternatives, consider which strategic alternative you would have chosen.

BUS 475 Wk 2 - Apply: Signature Assignment: SWOT Analysis Using the organization you selected in Week 1, review its corporate website and at least 2 other sources of information on the organization, including information on market trends.

Note: Review Strategic Management-8 Most Popular Cases in Connect. Access the case studies from the folder on the main course page in Blackboard.

Complete a SWOT analysis for your chosen company using the provided SWOT Analysis Template.

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Write a 525- to 700-word summary of your findings on the SWOT Analysis template. Use information from the SWOT analysis as well as what you have learned about your business’s structure, culture, and interrelationships to write the summary. Your summary should: Analyze how you would convert the business’s weaknesses into strengths.

Explain the actions the business needs to take to advance its goals and/or expand its competitive advantage.

Analyze interrelationships among distinct functional areas of the organization and how it may affect your SWOT analysis.

Cite any sources according to APA guidelines.

Submit your assignment.

BUS 475 Wk 3 - Practice: Developing and Communicating Strategic Objectives Economic Value Creation This activity is important because it reviews the concept of economic value creation when measuring competitive advantage. The goal of the activity is to learn how economic value creation helps a firm measure competitive advantage. Familiarize yourself with the text material from economic value creation before completing this exercise.

Complete the activities that follow.

Required information Skip to question Economic Value Creation This activity is important because it reviews the concept of economic value creation when measuring competitive advantage. The goal of the activity is to learn how economic value creation helps a firm measure competitive advantage. Familiarize yourself with the text material from economic value creation before completing this exercise.

Complete the activities that follow. __________ denotes the dollar amount a consumer would attach to a good or service (that is, willingness to pay).

Multiple Choice • Economic value created • Cost • Profit • Price • Value

Total costs include fixed and variable costs. ________________________ costs are independent of consumer demand, whereas __________________ costs change with the level of consumer demand.

Multiple Choice • Varying; stable • Solid; variable • Variable; fixed

________costs capture the value of the _______ alternative use of the resources employed.

Multiple Choice • Opportunity; worst • Threat; best • Opportunity; best • Opportunity; average •

Required information Skip to question Business-Level Strategy Generic business strategies balance cost leadership and differentiation. This activity is important because these are two very different strategies—each with a scope of either focused or broad competition. One of the best methods for honing your understanding of these contrasting strategic positions is to consider some familiar firms and think through where they fit in the businessstrategies framework. Each of the firms featured in this activity are discussed in greater detail in chapter 6 of your text.

This goal of this exercise is to identify which firms use which business-level strategies and how they apply in the generic business-strategies framework.

Southwest and Delta both compete in the airline industry, but they follow different business strategies. Delta’s transportation infrastructure is based upon a high-value hub-and-spoke system and offers upscale services to high mileage flyers. Southwest Airlines uses a point-to-point basic system for nationwide air transport. What generic business strategy is Southwest using?

Multiple Choice • broad cost leadership • strategic positioning • focused cost leadership • economies of scope • differentiation

A strategic position is the firm's profile based on value creation and cost. Effective managers will create a large gap between the ______________ and the cost required to produce it.

Multiple Choice • broad and focused market segments

• • • •

value the firm creates with its product or service scope and scale of the business integration strategy overall market share size

This goal of this exercise is to identify which firms use which business-level strategies and how they apply in the generic business-strategies framework.

The four generic business strategies are generated by comparing the strategic position with the scope of competition. Tesla, an electric car manufacturer, is presented in the text as fitting into which of these categories?

Multiple Choice • integration • focused cost leadership • differentiation • focused differentiation • cost leadership within electric vehicles

This goal of this exercise is to identify which firms use which business-level strategies and how they apply in the generic business-strategies framework.

Timex and Rolex both compete in the wristwatch market, but they follow different business strategies. Rolex creates a high-quality timepiece with unique features that last a lifetime. Timex efficiently produces a watch of acceptable quality. What generic business strategy is Rolex using?

Multiple Choice • economies of scope • differentiation • focused cost leadership • strategic positioning • integration

Required information

Skip to question Blue Ocean Strategy This exercise reviews the concept of combining business-level strategies, specifically cost leadership and differentiation, to create a blue ocean strategy. While an appealing position to obtain, the strategy has inherent difficulties that a firm must overcome. This activity reinforces the material in section 6.5 of your text and Learning Objective 6-5 on evaluating values and cost drivers that may allow a firm to pursue a blue ocean strategy. It also covers why it is difficult for firms to succeed with such a strategy (Learning Objective 6-6).

Read the minicase below and complete the activities that follow.

Minicase The chapter focuses on IKEA to exemplify value innovation in the furniture retailing industry.

What might this same concept of balancing differentiation and low costs look like in the automotive industry? The number of automotive firms that use a highly differentiated business strategy is quite large and probably easy to distinguish. Brands such as Rolls-Royce, Porsche, and Land Rover all focus on providing value-added features for affluent individuals willing to pay more for the products they want.

Low-cost leaders are also pretty easy to identify. Brands such as Kia and Hyundai offer several models that many consumers consider of acceptable quality for the price.

When Chrysler and Daimler merged, the goal was to build a blue ocean strategy by leveraging the differentiation of Mercedes-Benz (Daimler’s brand) with the low-cost manufacturing experience of Chrysler. However, what resulted was a firm that found itself squarely “stuck in the middle” with a higher cost structure and reduced value added than either firm had prior to the merger.

Daimler’s subsequent spin-off of Chrysler resulted in a loss of $3 billion.

In recent decades, Toyota would be considered a successful value innovator in the automotive industry. Toyota has been able to use lean manufacturing and other operational efficiencies to drive a lower cost structure than many of its competitors. At the same time, it has generally maintained a differentially superior reputation for reliable high-quality cars with a good set of features that many consumers will purchase.

Now apply these examples to the value and cost trade-offs depicted in the V–C chart, which is a synthesis of Exhibits 6.3 and 6.4 from the book. This figure shows positions of competitive

advantage and disadvantage.

A value innovation strategy requires trade-offs between differentiation and low costs. These are two distinct business-level positions that often require very different internal value chain activities.

An example of a low-cost activity that may not be appropriate for a differentiator is Multiple Choice • adding new features to the product in response to customer feedback.

• building an ambidextrous organization.

• improving the efficiency of customer service to lower costs and improve customer response times.

• investing in complementary assets to increase market share of the product.

• standardizing the production processes for higher output levels with fewer model changes.

Now apply these examples to the value and cost trade-offs depicted in the V–C chart, which is a synthesis of Exhibits 6.3 and 6.4 from the book. This figure shows positions of competitive advantage and disadvantage.

What key questions does the balanced scorecard address?

Check All That Apply • How do customers see your company?How do customers see your company?

• What must your company excel at?What must your company excel at?

• Can your company continue to improve and create value?Can your company continue to improve and create value?

• How do we look to our shareholders?How do we look to our shareholders?

Now apply these examples to the value and cost trade-offs depicted in the V–C chart, which is a synthesis of Exhibits 6.3 and 6.4 from the book. This figure shows positions of competitive advantage and disadvantage.

Match each objective to the proper perspective of the Balanced Scorecard: 1. Employee training 2.

Standard operational procedures

3.

Increased net profit

4.

Market share

The text provides an example of a firm "stuck in the middle." JCPenney attempted a change in strategic position under the leadership of CEO Ron Johnson (who was lured away from Apple retailing). Mr. Johnson was fired less than 18 months after his arrival at JCPenney due to a stark drop in sales after implementing some of his planned changes. What is a key lesson to be learned from this example?

Multiple Choice • Cost-leadership strategy is proven to be superior in retailing.

• Strategic changes are more difficult for new CEOs to implement.

• Organizational culture is important to consider in strategic changes.

• Retailing is not a good industry for value innovation strategies.

• Changing strategic positioning too quickly is risky.

What is the following business goal missing? Increase sales by selling five more printers each month, selling them at local office supply stores.

Multiple Choice • Specific objective • Measurable outcome • Achievable goal • Timely constraints • Realistic goal

Identify the correct components of the SMART goals.

Check All That Apply • SpecificSpecific • StaticStatic • MeasurableMeasurable • MarginalMarginal • AdjustableAdjustable • AchievableAchievable • RudimentaryRudimentary • RelevantRelevant • Time-boundTime-bound • ThoroughThorough

Which component of SMART is missing from this goal? "I will improve my grade in Science by the end of the semester."

Multiple Choice • SpecificIn • Measurable

• • •

Achievable Relevant Time-bound

BUS 475 Wk 3 - Apply: Project Metrics Now that you’ve identified the organization’s SWOT, you need to determine the project and its objectives and metrics. This project should be based on an unmet opportunity for the organization, or to minimize a potential threat. What does the organization need to do to advance its goals and/or expand its competitive advantage? How will you measure their progress?

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Use the Balanced Scorecard Template to: Create at least 3 measurable project objectives for each quadrant of the scorecard based on your analysis.

Determine targets, timelines, and metrics for each objective.

Explain the following in 350-525 words on the Balanced Score Card Template: Why these objectives are appropriate for the project.

Why these metrics and timelines are appropriate for your strategic plan.

Note: Review the Strategic Management-8 Most Popular Cases in Connect. Access the case studies from the folder on the main course page in Blackboard.

Submit your assignment.

BUS 475 Wk 4 - Practice: Strategy Implementation Required information Skip to question Platform Strategy In the digital age, platforms are business model innovations that use technology (such as the internet, cloud computing, etc.) to connect organizations, resources, information, and people in an interactive ecosystem where value-generating transactions can be created and exchanged. This activity is important because it highlights how some platform business models have achieved competitive advantage.

The goal of this exercise is to identify the advantages of platform business models.

Read again the definition of the platform business model in the overview. Then complete each statement with the term that correctly defines each platform strategy advantage. Note: Not all terms are used.

Required information Skip to question Platform Strategy In the digital age, platforms are business model innovations that use technology (such as the internet, cloud computing, etc.) to connect organizations, resources, information, and people in an interactive ecosystem where value-generating transactions can be created and exchanged. This activity is important because it highlights how some platform business models have achieved competitive advantage.

The goal of this exercise is to identify the advantages of platform business models.

Read again the definition of the platform business model in the overview. Then complete each statement with the term that correctly defines each platform strategy advantage. Note: Not all terms are used.

Required information Skip to question Corporate Diversification and Firm Performance This exercise is important because it covers the concept of corporate diversification. The goal of this exercise is to identify when corporate diversification creates a competitive advantage and when it does not. You should be familiar with the corporate diversification and firm performance section of the text prior to completing the following questions.

The relationship between the type of diversification and overall firm performance Multiple Choice • takes on the shape of an inverted U so related diversification has the best performance.

• takes on the shape of a U where modest diversification has the worst performance.

• is positive, meaning that more diversification always leads to higher firm performance.

• is negative, meaning that more diversification always leads to lower firm performance.

•

The selling of Busch Entertainment, a theme park unit that owns SeaWorld, by Belgium-based AB InBev after the acquisition of Anheuser-Busch by InBev to ensure a focus on AB InBev’s core business, is an example of

Multiple Choice • franchising.

• taper integration.

• a diversification premium.

• a principal–agent problem.

• restructuring.

Which section of the project management plan describes how to monitor project progress and handle changes?

Multiple Choice • management objectives • project controls • risk management • technical processes

Required information Skip to question Types of Innovation This exercise addresses the strategic implications of innovation for a firm's competitive advantage, as well as the impact of innovation on markets and industry life cycles overall.

This goal of this exercise is to recognize the four types of innovation, based on the following product descriptions: Canon Copier – While Xerox had been the dominant supplier for copiers worldwide, Canon redesigned the copier, so it didn’t require professional service and the user could maintain the machine.

Ford Model T – Ford’s introduction of the Model T exemplifies targeting new markets with the use of new technology.

Gillette Fusion Razor – Gillette sustains its competitive advantage by continually improving its blades. The company initially developer razors with one blade; it now has razors with six blades.

Coursera MOOCs – Coursera created havoc among traditional university methods by offering massive open online courses.

Match each company to the type of innovation for which it is known.

1. Radical 2.

Disruptive

3.

Architectural

4. Incremental Match each of the options above to the items below.

Suppose that a company has successfully used architectural innovation to reconfigure a product and is now the market leader. In order to improve its product offering, extend the time that it can extract profits from its products, and maintain high entry barriers for new rivals, it will most likely engage in __________ innovation next.

Multiple Choice • radical • architectural • incremental • disruptive

GE is disrupting itself by using reverse innovation to create low-cost health care diagnostic products in emerging markets (refer to Strategy Highlight 7.2 in the text). All of the following are true about this strategy except Multiple Choice • GE is creating a new industry.

• GE converted internal inventions into market innovations.

• GE is disrupting itself in order to stay innovative.

• GE used emerging markets to invade from the "bottom up."

• GE is utilizing reverse innovation in order to protect itself from rivals.

All of the following are strategies an established firm can adopt in order to protect itself from disruptive innovation by rivals except Multiple Choice • stay nimble and change more quickly.

• disrupt itself and reverse innovate.

• protect the low-end market segment by creating its own low-cost innovations.

• listen to more than just current customers.

• rely primarily on architectural innovation to frequently offer "reconfigured" products.

The ultimate goal of ____ is to create a realistic project timeline that provides a basis for monitoring project progress for the time dimension of the project.

Multiple Choice • defining activities • sequencing activities • developing the schedule • estimating activity duration

BUS 475 Wk 4 - Apply: Signature Assignment: Project Plan A project plan is based on research and organizational goals. To see an exemplar project plan, review the Project Plan Example.

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Use the Project Plan Template and the business needs identified in your Week 3 Balanced Scorecard to: Develop the project objectives.

Explain what operational steps will be taken to achieve your stated objectives.

Identify the responsible person(s) for each operational step.

Outline a timeline for each operational step.

Justify the choices you made in your project plan in a 525- to 700-word response on the Project Plan Template.

Note: Review Strategic Management-8 Most Popular Cases in Connect. Access the case studies from the folder on the main course page in Blackboard.

Cite any sources according to APA guidelines.

Submit your assignment.

BUS 475 Wk 5 - Practice: Organizational Design Required information Skip to question Strategy and Structure This case analysis addresses the interdependence between firm strategy and organizational structure. It covers the attributes of the types of organizational structure and notes major benefits of each type. In order to drive performance so as to gain and sustain competitive advantage, a firm's organizational structure must align with its strategic intent. Be sure to familiarize yourself with the concepts in section 11.2 of the textbook. The concepts exemplified by this case reinforce Learning Objective 11-5.

Read the minicase below and answer the questions that follow.

Minicase Every organization needs to have structure in order to accomplish goals and strategic objectives. If a firm’s structure does not fit its strategy, then performance can be weakened. The level of formalization, work specialization, and the degree and span of control are all elements of an organizational structure that vary depending on the type of strategy being pursued. There are four primary types of organizational structures, and each structure has strengths and weaknesses. It is a managerial responsibility to ensure that the organization is structured properly since the size and complexity of the firm evolves over time. Whether the pursuit is a specific business-level strategy (such as differentiation) or a corporate-level strategy (such as related diversification), it is the firm that is best able to match its structural design to its strategic goals and corporate culture that will have an advantage.

Here, we look at how two successful firms have matched strategy with structure while keeping the corporate culture intact: W. L. Gore and Zappos. When Bill Gore founded W. L. Gore, it was a small firm operating out of his basement. In the beginning, a production line was set up in Mr. Gore’s backyard. The firm had a simple structure, with Mr. Gore making all of the important strategic decisions and running the day-to-day operations. As it grew larger and the amount of products increased, the firm was restructured a few times, evolving into a functional organization and finally into a multidivisional (M-form) organization. However, during each transition, the firm’s informal culture and open communication channels stayed intact and W. L. Gore was able to retain a flat structure that reinforced its innovation competencies. It is estimated that the company has launched over 1,000 successful products, ranging from Gore-Tex to dental floss to guitar strings.

Zappos, the leader in online shoe retailing, began primarily as an organic and simple organization with a unique culture whose primary mission was to deliver the ultimate in customer service. As

the firm grew, the complexities of managing an e-commerce business, including managing cash flow, led to the firm being acquired by Amazon in 2009. However, the management team at Zappos required that the agreement permit the firm to continue operating as completely independent, with its own management structure, products, and strategies. It is now a wholly owned subsidiary. Zappos is currently structured as a separate business unit (SBU) under Amazon’s multidivisional structure. This allows Amazon the ability to organize and control many different product lines in diverse geographic areas while still allowing business units like Zappos the ability to pursue its own business-level strategic pursuits. Known for its “Zapponian” culture, the company has continuously been named one of the best places to work.

As discussed in the case and the text, W. L. Gore and Zappos adopted new organizational structures during periods of growth. In general, most firms follow a predictable pattern of structural change. Which of the following best exemplifies this pattern?

Multiple Choice • simple to functional to multidivisional structures • ambidextrous to functional to matrix structures • functional to simple to matrix structures • global to functional to multidivisional structures • simple to matrix to functional structures

As discussed in the case, W. L. Gore eventually adopted a cooperative multidivisional organizational structure. Which of the following is not a reason why this type of structure is advantageous for firms like W. L. Gore?

Multiple Choice • It supports a related diversification corporate strategy.

• It encourages SBUs to remain productive.

• It allows Gore control with cooperation focus.

• It best supports a firm with low organizational complexity.

Suppose that a small company that makes a standardized product is experiencing an increase in sales even though it has a small geographic footprint. Currently, the founder makes all of the

strategic decisions but is beginning to feel overwhelmed. She has decided to pursue a costleadership strategy going forward. In order for the firm to achieve its goals, which of the following business-level structures should the firm adopt?

Multiple Choice • an ambidextrous functional structure • a centralized functional structure • a flexible organic structure • a centralized multidivisional structure • a simple structure with the founder's imprint

Which of the following scenarios would justify a firm using an organizational structure that supports centralized decision making?

Multiple Choice • Success requires creativity and innovation.

• It is in a rapidly changing industry.

• It has many unrelated businesses.

• It competes on costs and economies of scale.

• It sells differentiated items to unique market segments.

Concerning strategy and organizational structure, which of the following is false?

Multiple Choice • A multidivisional firm loses the ability to be flexible.

• The size of a firm influences its structure.

• Structural effectiveness depends on support across the firm.

• Decentralization typically increases innovation.

•

Structure should be decided after strategy.

Required information Skip to question Module 11: Client Assignment Notes HP’s Organizational Design Material Required (read the following):

1. Memorandum (See Memo 11).

2. Chapter 11 in the SMI training manual (Rothaermel: Strategic Management, 4e).

3. HP Form 10-K, for the fiscal year ended 10/31/2014—you will be directed to specific sections.

(See PDF 1).

4. Information provided by SMI’s Data Analytics team. This organization has searched various sources to provide you with the information you will need to conduct your analysis.

Read Chapter 11 in the training manual, HP’s Form 10-K dated 10/31/2014 and the detailed information provided to you by SMI’s Data Analytics team.

Address the following questions for the client: *Note: Explanations are only included after some questions to assist with understanding where necessary.

Topic: Organizing for Competitive Advantage You have learned from your training materials that organizational design is the process of creating, implementing, monitoring, and modifying the structure, processes, and procedures of an organization. Refer to pages 1–3 of HP’s 2014 Annual Report. This report shows evidence of a focus on reorganizing for competitive advantage.

Topic: Organizing for Competitive Advantage Reference page 4 of HP’s 2014 Annual Report. What aspect of organizational design is suggested in the “Separation” section?

Multiple Choice • Strategy implementation is already taking place.

• The firm is failing to make the necessary changes.

• The firm is not confronting organizational inertia.

• The firm's strategy is accommodating the structure.

HP has an organic organization.

Topic: Functional Structure Reference the “Executive Officer” section on pages 15–17 of HP’s 2014 10-K statement. Leverage your knowledge about functional structures to determine which of the following executives are likely to have been organized to maximize their domain effectiveness as it relates to the value chain. Check all that apply.

Check All That Apply • Henry Gomez (Chief Marketing and Communications Officer) Henry Gomez (Chief Marketing and Communications Officer) • Tracy S. Keogh (Human Resources) Tracy S. Keogh (Human Resources) • Catherine A. Lesjak (Chief Financial Officer) Catherine A. Lesjak (Chief Financial Officer) • Jeff T. Ricci (Controller and Principal Accounting Officer) Jeff T. Ricci (Controller and Principal Accounting Officer)

Topic: Functional Structure Reflect on your answer to the previous question. HP is considering initiating a ”new employee handbook” that helps explain the benefits of this form of organizational structure. You have been assigned to write a brief introduction for this handbook . . . so, what benefits does this structure provide? Refer to your training handbook for guidance on this question. Check all that apply.

Check All That Apply • It allows for a higher degree of specialization.It allows for a higher degree of specialization.

• It fosters a deeper domain expertise.

It fosters a deeper domain expertise.

• It allows for a greater division of labor.

It allows for a greater division of labor.

• It may help generate higher productivity levels.

It may help generate higher productivity levels.

Topic: Functional Structure Reference the “Executive Officer” section on pages 15–17 of HP’s 2014 10-K statement. Which executive on this list is most likely the leader of HP’s organizational functions?

Multiple Choice • Margaret C. Whitman (President and Chief Executive Officer) • John F. Schultz (General Counsel and Secretary) • John N. McMullen (Treasurer) • Michael G. Nefkens (Enterprise Services)

Topic: Structure Reference the “Note 2: Segment Information” section on pages 99–105 of HP’s 2014 10-K statement. Of the segments around which HP’s operations are organized for financial reporting purposes, which one is not actually a reportable segment?

Multiple Choice • Personal Systems • Printing • Printing and Personal Systems Group • Enterprise Group • Enterprise Services

Topic: Structure

For the divisions of HP that have P&L responsibility, what structure has the capability to leverage the functional organizations in a way that combines economies of scale and efficient processing of information with organizational responsiveness and a decentralized focus?

Multiple Choice • matrix structure • co-opetition • cross-functional teams • functional structure

Topic: Control and Reward Systems You have learned from your training materials that values and norms contribute directly to a company’s culture. Culture, defined as shared norms, in turn contributes to control by helping employees address unpredictable and irregular situations and problems (common in service businesses). HP believes it has a risk regarding its proper management of service businesses. HP plans to contact SMI this week to discuss potential organizational cultural mitigations that HP could put in place to help ensure that their employees pay special attention to customer service.

Which of the following could be included in a list of recommendations that focus on the expression of organizational culture? Check all that apply.

Check All That Apply • Highlight customer service “wins” achieved by employees in a company email.

Highlight customer service “wins” achieved by employees in a company email.

• Celebrate customer contract renewals with a departmental pizza party.

Celebrate customer contract renewals with a departmental pizza party.

• Provide t-shirt and coffee cup giveaways that say “Customer service is my #1 priority”.

Provide t-shirt and coffee cup giveaways that say “Customer service is my #1 priority”.

• Ensure that all customer service employees practice appropriate behavior and maintain a professional attitude when dealing with customers.

Ensure that all customer service employees practice appropriate behavior and maintain a professional attitude when dealing with customers.

Topic: SWOT Implementation: Resources vs. Time Horizon Assume one of the SWOT findings was an internal weakness of low motivation in the sales force

regarding product sales. HP has designed a new compensation system to address this motivation.

In which stage of the strategy implementation framework does this action reside?

Multiple Choice • Stage 1 • Stage 3 • Stage 5 • Stage 6

BUS 475 Wk 5 - Apply: Signature Assignment: Contingency Plan and Executive Presentation Review Strategic Management-8 Most Popular Cases in Connect. Access the case studies from the folder on the main course page in Blackboard.

Project plans outline the intended course of events; however, things don’t always happen as intended. Organizations need to consider risks and develop a contingency plan. This plan is typically presented to management.

Based on your prior research, determine potential risk factors for not meeting each of the project objectives. Develop a contingency plan for each of the potential risks. Add the potential risks and contingency plan to your Wk 4 – Apply: Project Plan assignment. This is the first deliverable for this assignment - upload your file.

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Create a 12- to 14-slide presentation with detailed speaker notes and visuals on every slide in which you: Identify the organization’s information presented in Wk 1.

Synthesize the SWOT analysis and market trend research.

Explain how the project objectives will advance the organizational goals.

Assess how success will be measured.

Evaluate the value this project will bring to the organization.

Identify project metrics, timelines, and responsible parties.

Develop a contingency plan for each of the potential risk factors for not meeting each of the project objectives.

This is the second deliverable for this assignment - upload your presentation.

Cite any sources according to APA guidelines.

Submit your assignment - 2 files.