Organization and Strategic Leadership – CA Inter SM Question Bank is designed strictly as per the latest syllabus and exam pattern.
Organisation and Strategic Leadership – CA Inter SM Question Bank
Question 1.
Which of the following statements is correct and which is incorrect? Give reasons in brief for your answer. Structure has no impact on the strategy of the organization. (Nov 2018, 2 marks)
Answer: .
Incorrect:
In order to implement strategies that have been formulated, all companies need some form of organizational structure. As companies formulate new strategies, increase in size, or change their level of diversification, new organizational structure may be required. So structure has impact on the strategy of the organization.
Question 2.
Manoj started his telecom business in 2010. Over next five years, he gradually hired fitty people for various activities such as to keep his accounts, administration, sell his products in the market, create more customers, provide after-sales service, coordinate with vendors. Draw the organization structure Manoj should implement in his organization and name it. (. Nov 2018, 5 marks)
Answer:
Manoj has started his telecom business. Organization structure for telecom business follows is Divisional Structure. The following is a diagrammatic representation of Divisional Structure that Manoj should implement in his organization.
Question 3.
‘To coordinate more complex organizational functions, companies should abandon the simple structure in favour of the functional structure’ Discuss. (Nov 2015, 3 marks)
Answer:
The Organization should divide its functions so as to work effectively. The Organizational functions are very complex in nature. Simple organisation structure is most appropriate usually in small business organisations following simple business strategy. However when these organisation grow and expand its complexities and functions also grow. Such function, includes marketing function, supply chain functions, human resource function etc. Management of such function are difficult for organization. The organization for this formulate the Structure of such function so that It can work in effective manner. Thus, organization should abandon simple functions In favour of the functional structure.
Question 4.
What do you understand by functional structure? (May 2014, 3 marks)
Answer:
Functional Structure:
The functional structure consista of a Chief Executive Officer or a Managing Director and limited corporate staff with functional line managers in dominant functions such as Production, Accounting, Marketing, R&D, Engineering, and Human resources.
Functional structure is widely used because of its simplicity and low cost. A functional structure groups tasks and activities by business function. Disadvantages of functional structure are that it forces accountability to the top, minimizes career development opportunities etc. Most large companies abandoned the functional structure in favour of decentralization and Improved accountability.
Question 5.
Give various reasons to justify that a division structure is costly. (May 2017, 3 marks)
Answer:
The divisional design is not without some limitations. Perhaps the most important limitation is that a divisional structure is costly, for a number of reasons:
- Each division requires functional specialists who must be paid.
- There exists some duplication of staff services, facilities and personnel; for instance, functional specialists are also needed centrally to coordinate divisional activities.
- Managers must be well qualified because the divisional design forces delegation of authority better-qualified individuals requires higher salaries.
A divisional structure can also be costly because it requires an elaborate, headquarters-driven control system. Finally, certain regions, products or customers may sometimes receive special treatment and it may be difficult to maintain consistent, company-wide practices. Nonetheless, for most large organizations and many small firms, the advantages of a divisional structure more than offset the potential limitations.
Question 6.
Which of the following statements Is ‘correct’ and which Is ‘incorrect’? Give reason, in brief, for your answer:
Marketing function has no relation with production function. (May 2018, 2 marks)
Answer:
Incorrect
Marketing function and production function complement each other. They need to work in tandem to produce goods as per the needs and preferences of the customers. Marketing links the production with the customers.
Question 7.
Draw ‘Divisional Structure with the help of a diagram. Also, give advantages and disadvantages of this structure in brief. (Nov 2020, 5 marks)
Question 8.
Slate with reason which of the following statement is correct or incorrect:
SBU concepts facilitate multi-business operations. (May 2009, 2 marks)
Answer:
Correct:
SBU concept is composed of different operating units where each unit represents a separate business in which the top level officer delegates responsibilities for day-to-day operations. It facilitates strategic planning, gaining market-related specialization, cost economies and more rational organisational structure.
Question 9.
Explain the meaning of the following concepts:
Strategic Business Unit (Nov 2012, 1 mark)
Answer:
Strategic Business Unit:
Strategic Business Unit (SBU) has been defined by Sharplin as “any part of a business organisation which is treated separately for strategic management purposes. When organisations face difficulty in managing divisional operations due to an increasing diversity, size, and number of divisions, it becomes difficult for the top management to exercise strategic control. Here, the concept of an SBU is helpful in creating an SBU- organizational structure.
Question 10.
Moonlight Private Limited deals In multi-products and multi-businesses. It has its own set of competitors. It seems impractical for the company to provide separate strategic planning treatment to each one of Its products or businesses. As a strategic manager, suggest the type of structure best suitable for Moonlight.t Pnvate Limited and state its benefits. (Jan 2021, 5 marks)
Question 11.
Davis and Lawrence have proposed three distinct phases to develop matrix structure. Explain. (May 2017, 3 marks)
Answer:
For Development of matrix structure Davis and Lawrence have proposed three distinct phases:
1. Cross-functional task forces
Temporary cross-functional task forces are initially Used when a new product line is being introduced. A project manager is in charge as the key horizontal link.
2. Product/Brand Management
If the cross-functional task forces become more permanent, the project manager becomes a product or brand manager and a second phase begins.
3. Mature Matrix
The third and final phase of matrix development involves a true dual-authority structure. Both the functional and product structures are permanent. All employees are connected to both a vertical functional superior and a horizontal product manager. Functional and product managers have equal authority and must work well together to resolve disagreements over resources and priorities.
Question 12.
Elucidate:
Matrix Structure (Jan 2021, 5 marks)
Question 13.
Write short note on the following:
Network structure (Nov 2010, May 2013, 4, 3 marks)
OR
A network structure is suited to unstable environment.’ Elaborate. (Nov 2012, 3 marks)
Answer:
Meaning
The increasing volatility of the environment, coupled with the emergence of knowledge-based industries, has led to the creation of a network structure. It is also known as the ‘spider’s web structure or the ‘virtual organization’.
Composed of
The network structure is composed of a series of project groups or collaborations linked by constantly changing non-hierarchical cobweb-like networks”. This structure is highly decentralized and organised around customer groups or geographical regions. Rather than being located in one place, the business functions are scattered of are and wide.
The core organization is only a shell with a small headquarters acting as a ‘broker connected to the suppliers and the specialized functions performed by autonomous teams and workforce.
The network structure Is most suited to organisations that face a continually changing environment requiring quick response, high level of adaptability, and strong innovations skills.
Question 14.
What is an Hourglass structure? How it is beneficial for an organization? (May 2015, May 2019, 3,3 marks)
Answer:
Hour Glass Structure:
- In the recent years Information technology and communications have significantly altered the functioning of organizations.
- The role played by middle management is diminishing as the tasks performed by them are Increasingly being replaced by the technological tools.
Structure benefits en Organization as follows:
- Hourglass organization structure consists of three layers with constricted middle layer.
- The structure has a short and narrow middle-management level.
- Information technology links the top and bottom levels in the organization taking away many tasks that are performed by the middle level managers.
Question 15.
What do you mean by strategic leadership? What are two approaches to leadership style? To bring in strategic change which three steps may be initiated? (May 2008, 3+3+4 = 10 marks)
Answer:
Question 16.
Distinguish between the following:
Transformational leadership style and Traditional leadership style. (May 2013, Nov 2019, 4, 5 marks)
Answer:
Difference between Transformational and Traditional Leadership styles:
| Transformational Leadership | Traditional Leadership |
| 1. In transformational leadership, leader motivates and empowers employees to achieve company’s objectives by appealing to higher ideas and values. | Traditional leaders are effective ¡n achieving the set objectives and goals. |
| 2. Transformational leadership work to change the organizational culture by implementing new ideas. | Traditional leadership borrowed its concept from formal Top-down type of leadership such as in the military. |
| 3. Transformational leaders have behavioural capacity to recognize and react to complexities in the environment. | Traditional leadership is more focused In getting the work done in routine environment. |
| 4. In transformational leadership followers dedicate and admire the quality of the leader not of its position. | In traditional leadership, followers are loyal to the position and what it represents rather than who happens to be holding that position. |
Question 17.
What are the different responsibilities of a strategic leader? (Nov 2013, 3 marks)
Answer:
The Strategic Leader has Several Responsibilities, Including the following:
- Managing human capital (perhaps the most critical of the strategic leader’s skills). Effectively managing the company’s operations.
- Sustaining high performance over time.
- Being willing to make candid, courageous, yet pragmatic, decisions.
- Seeking feedback through face-to-face communications.
- Having decision-making responsibilities that cannot be delegated.
Thus, the strategic leadership skills of a company’s managers represent resources that affect company performance. And these resources must be developed for the company’s future benefit.
Question 18.
Discuss the leadership role played by the managers in pushing for good strategy execution. (May 2014, May 2019, 4,5 marks)
Answer:
Strategic leaders are those at the top of the company but other commonly redesigned strategic leaders include members of the board of directors, the top management team and divisional general managers. The ability to manage human capital may be the most critical skill that a strategic leader possesses.
In the today’s competitive landscape, strategic leaders are challenged to adopt their frames at reference so that they can deal with rapid, complex changes. A managerial frame of reference is the set of assumptions, premises and accepted wisdom that bounds a manager’s under standing of the company, the industry in which it competes and the core competencies that it exploits in the pursuit of strategic competitiveness.
Managers have five leadership roles to play in pushing for good strategy execution:
- Staying on top of what is happening, closely monitoring progress, and working through issues and obstacles.
- Promoting a culture that mobilizes and energizes organizational members to execute strategy and perform at a high level.
- Keeping the organization responsive to changing conditions, alert for new opportunities and remain ahead of rivals in developing competitively valuable competencies and capabilities.
- Ethical leadership and insisting that the organization conduct Its affairs like a model corporate citizen.
- Pushing corrective actions to improve strategy execution and overall strategic performance.
Question 19.
Distinguish between the following:
Transformational Leadership Style and Transactional Leadership Style. (Nov 2015, 4 marks)
OR
Distinguish between transformational leadership style and transactional leadership style. (Nov 2015,5 marks)
Answer:
Difference between Transformational and transactional leadership
| 1. Transformational leadership style uses charisma and enthusiasm to inspire people to exert them for the good of organization. | Transactional leadership style uses the authority of its office to exchange rewards such as pay, status symbols, etc. |
| 2. Transformational leadership style may be appropriate in turbulent environments, in industries at the very start or end of their cycle, poorly performing organisations, when there is a need to inspire a company to embrace major changes. | Trnsactional leadership style can be appropriate in static environment, in growing or mature industries and in organisations that are performing well. |
| 3. Transaformational leaders inspire employees by excitement. Vision, intellectual stimulation and personal satisfaction. | Transactional leaders prefer a more offering formalized approach to motivation, setting clear goals with explicit rewards or penalties for achievement and non- achievement. Transactional leaders focus mainly to build on existing culture and enhance current practices. |
Question 20.
Ram and Shyam are two brothers engaged in the business of spices. Both have different approaches to management. Ram prefers the conventional and formal approach in which authority Is used for explicit rewards and punishment. While, on the other hand, Shyam believes in democratic participative management approach, involving employees to give their best. Analyse the leadership style followed by Ram and Shyam. (May 2018, 5 marks)
Answer:
Ram is a follower of transactional leadership style that focuses on designing systems and controlling the organization’s activities. Such a leader believes in using authority of its office to exchange rewards, such as pay and status. They prefer a more formalized approach to motivation, setting clear goals with explicit rewards or penalties for achievement or non-achievement. Transactional leaders try to build on the existing culture and enhance current practices. The style is better suited in persuading people to work efficiently and run operations smoothly.
On the other hand, Shyam is follower of transformational leadership style. The style uses charisma and enthusiasm to inspire people to exert them for the good of the organization. Transformational leaders offer excitement, vision, Intellectual stimulation and personal satisfaction. They inspire, involvement in a mission, giving followers a ‘dream’ or ‘vision’ of a higher calling so as to elicit more dramatic changes in organizational performances. Such a leadership motivates followers to do more than originally affected to do by stretching their abilities and increasing their self-confidence, and also promote innovation throughout the organization.
Question 21.
Strategy execution is an operations-oriented activity which involves a good fit between strategy and organizational capabilities, structure, climate & culture. Enumerate the principal aspects of strategy execution process which are used in most of the situations. (Jan 2021, 5 marks)
Question 22.
State with reasons which of the following statement is correct/incorrect:
“Resistance to change ¡s an impediment in building of strategic supportive corporate culture. (May 2008, 2 marks)
Answer:
Correct:
It is the strategy implementor’s work, once the strategy is chosen, to change whatever factors of the corporate culture hinder effective execution. This is because, once a culture is executed, it is difficult to change.
Question 23.
State with reason which of the following statement is correct/incorrect:
An Organisation’s culture is always an obstacle to successful strategy implementation. (Nov 2008, 2 marks)
Answer:
Incorrect:
Culture is not always an obstacle. Strong culture promotes good strategy execution when there is fit.
Question 24.
State with reasons which of the following statement is correct or incorrect:
A corporate culture is always identical in all the organizations. (Nov 2009, 2 marks)
OR
Which of the following statement is ‘correct’ and which is ‘incorrect’? Give reason, in brief, for your answer:
Corporate culture is always Identical in all The business organizations. (May 2018, 2 marks)
Answer:
Incorrect:
A Corporate culture is never identical in all the organisation. Every organisation has its own. philosophy, principles its over way of problem solving. Moreover, every organisation have their own climate, work ethics. Due to these Corporate cultures differ from organisation to organisation.
Question 25.
How a corporate culture can be both strength and weakness of an organisation? (May 2011, 3 marks)
Answer
Strong Culture
Strong culture is said to exist where staff responds to stimulus because of their alignment to organizational values. A “strong” culture may be especially beneficial to firms operating in the service sector since members of these organizations are responsible for delivering the service and for evaluations important constituents make about firms.
As Strength
Corporate culture can become a strength of an organization in the following ways:
- Better aligning the company towards achieving its vision, mission, and goals.
- High employee motivation and loyalty.
- Increased team cohesiveness among the company’s various departments and divisions.
- Promoting consistency and encouraging coordination and control within the company.
- Shaping employee behavior at work, enabling the organization to be more efficient.
As Weakness
A corporate culture can become a weakness of an organization also:
Where culture is strong- people do things because they believe it is the right thing to do- there is a risk Group think. “Groupthink” was described by Irving L. Janis. This is a state where people, even if they have different ideas, do not challenge organizational thinking, and therefore there is a reduced capacity for innovative thoughts. Innovative organizations need individuals who are prepared to challenge the status quo-be it groupthink or bureaucracy, and also need procedures to implement new ideas effectively. It discourages individual thought and contributions therefore growth of a company may hamper.
Question 26.
Write short note on the following:
Importance of Corporate Culture. (Nov 2011, 3 marks)
Answer:
Importance of Corporate Culture:
A Culture built around such business principles as listening to customers, encouraging employees to take pride in their work, and giving employees a high degree of decision-making Responsibility is very conducive to successful execution of a strategy of delivering superior Customer service.
A strong strategy-supportive culture nurtures and motivates people to do their jobs in ways conducive to effective strategy execution; It provides structure, standards, and a value system in which to operate; and it promotes strong employee identification with the company’s vision, performance targets, and strategy. All this makes” employees feel genuinely better about their jobs and work environment and the moms of what the company is trying to accomplish.
Where the culture matches the conditions for good strategy execution It does the following positives to the organisation
- Provides a system of informal rules and peer pressure regarding how to conduct business internally and how to go about doing one’s job.
- Shape the mood, temperament, and motivation the workforce, positively affecting organizational energy, work habits, and operating practices, the degree to which organizational units cooperate, and how customers are treated.
- Nurtures and motivates people to do their jobs in ways conducive to, effective strategy execution;
- it provides structure, standards, and a value system in which to operate; and it promotes strong employee identification with the company’s vision, performance targets, and strategy.
- This makes employees feel genuinely better about their jobs and work environment and the merits of what the company is trying to accomplish.
Question 27.
Explain briefly the role of culture in promoting better strategy execution. (May 2012, 4 marks)
Answer:
A ‘good fit’ between Culture and Strategy makes employees stimulated to take on the challenge of realizing the Company’s vision, doing their jobs competently and with enthusiasm, and collaborating with others, to effectively implement the strategy.
A culture grounded in values, practices, and behavioral norms helps energize people throughout the company, to do their jobs in a strategy-supportive manner, adding significantly to the power and effectiveness of strategy execution.
A culture with creativity, embracing change, and challenging the status quo is conducive to successful execution of a product innovation and technological leadership strategy.
A culture built around business principles like motivating employees for their work, and enabling employees to take part in decision-making promotes strategy of superior customer service.
Question 28.
State with reason which of the following statement is correct or incorrect:
Culture promotes better execution of strategy. (Nov 2013, 2 marks)
Answer:
Correct:
Culture is not always an obstacle. Strong culture promotes good strategy exception.
- As it provides a system of informal rules and peer pressure regarding how to conduct business internally and how to go about doing one’s job.
- It nurtures and motivates people to do their jobs in ways conducive to effective strategy execution.
Question 29.
Briefly describe the impact of corporate culture on an organization. (May 2014, 3 marks)
Answer:
Corporate Culture is described as the personality of an organisation or simply as ‘how things are done around here’. It guides how employees think, act, and feel. Corporate Culture is a broad term used to define the unique personality or character of an organisation, and includes such elements as faith, values and beliefs, corporate ethics, and rules of behavioural norms that are shared by people and groups in an organisation and that control the way they interact with each other and with stakeholders outside the organisation.
Impact:
1. Provides a system of informal rules and peer pressure regarding how to conduct business internally and how to go about doing one’s job.
2. Shape the mood, temperament, and motivation the workforce, positively affecting organizational energy, work habits and operating practices, the degree to which organizational units cooperate, and how customers are treated.
3. Nurtures and motivates people to do their jobs in ways conducive to effective strategy execution;
4. It provides structure, standards, and a value system in which to operate; and it promotes strong employee identification with the company’s vision, performance targets, and strategy.
5. This makes employees feel genuinely better about their jobs and work environment and the merits of what the company is trying to accomplish.
Question 30.
What steps would you suggest to change a company’s problem culture? (Nov 2014, 3 marks)
Answer:
1. Recognize the need for change
The first step is to diagnose which facets of the present corporate culture are strategy-supportive and which are not.
2. Create a Shared Vision to Manage Change
Objectives and visions of both individuals and organisation should coincide. There should be no conflict between them.
3. Institutionalise the Change
This is basically an action stage which requires the implementation of changed strategy. Creating and sustaining a different attitude towards change is essential to ensure that the firm does not slip back into old ways of thinking.
Question 31.
Describe the concept of corporate culture. Elaborate the problems that business houses are facing while changing their culture to remain adaptive with the globally changing scenario. (May 2016, 7 marks)
Answer:
Corporate Culture:
Corporate Culture refers to a company’s values, beliefs, business principles, traditions, ways to operating and internal work environment. Corporate Culture is described as the personality of an organization or simply as ‘how things are done around here’. It guides how employees think, act, and feel. Corporate Culture is a broad term used to define the unique personality or character of an organization and includes such elements as faith, values and beliefs, corporate ethics, and rules of behavioral norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization.
Culture-Changing Problems:
While being out front personally and symbolically leading the push for new behaviors and communicating the reasons for new approaches is crucial strategy implementations have to convince all those concerned that the culture-changing effort is more than cosmetic. Talk and symbolism have to be complemented by the culture-changing effort and real movement.
The Culture changing values are more affecting the business. The change in culture of organization shall amount to change in all factors of the organization which it is trying to develop. The change in culture shall lead to change in organizational behaviour.
For culture-changing situations, the organization shall:
- Identify the supportive and non-supportive elements of the culture.
- Hold candid discussions with all basis for cultural change and its benefits to all that have to be changed.
- Communicate to employees the basis for cultural change and its benefits to all concerned.
Question 32.
Describe corporate culture. Elaborate the statement “Culture is a strength that can also be a weakness”. (Nov 2018, 5 marks)
Answer:
The phenomenon which often distinguishes good organizations from bad ones could be summed up as ‘Corporate Culture’. Corporate Culture refers to a companies values, beliefs, business, principles, traditions, way of operating, and internal work environment. Every corporation has a culture that exerts powerful influences on the behaviour of managers.
Culture affects not only the way managers behave within an organization but also the decisions they make about the organization’s relationships with its environment and its strategy. “Culture is a strength that can also be a weakness”. This statement can be explained by splitting it into two parts.
Culture as a Strength
As a strength, culture can facilitate communication, decision making and control and create cooperation and commitment. An organization’s culture could be strong and cohesive when it conducts Its business according to a clear and explicit set of principles and values, which the management devotes considerable time to communicating to employees and which values
are shared widely across the organization.
Culture as a Weakness:
As a weakness, culture obstructs the smooth Implementation of strategy by creating resistance to change. An organization’s culture could be characterized as weak when many subcultures exist, few values and behavioral norms are shared and traditions are rare. In such organizations, employees do not have a sense of commitment and loyalty with the organization.
Multiple Choice Question
Question 1.
Change ¡n corporate strategy often requires changes in the way an organisation is structured for the major reasons:
(a) Structure largely dictates how operational objectives and policies will be established to achieve the strategic objectives.
(b) Changes in structure is that structure dictate how resources will be allocated to achieve strategic objectives.
(c) Only (a)
(d) Both (a) and (b)
Answer:
(d) Both (a) and (b)
Question 2.
…………………. is the company’s formal configuration of its intended roles, procedures, governance mechanisms, authority, and decision-making processes.
(a) Organisational Structure
(b) Organisatlorial Performance
(c) Functional Structure
(d) Divisional Structure
Answer:
(a) Organisational Structure
Question 3.
To coordinate more complex organisational functions, companies should be and on the ………………………. in favour of the functional structure.
(a) Organisational Structure ‘
(b) Simple Structure
(c) Divisional Structure
(d) Matrix Structure
Answer:
(b) Simple Structure
Question 4.
In business organization functional type structure is widely used because of its …………….. .
(a) Simplicity
(b) Low Cost
(c) Easy function
(d) Simplicity and Low Cost
Answer:
(d) Simplicity and Low Cost
Question 5.
Divisional structure can be organised is the way of:
(a) By Geographic area,
(b) By product or serviçe
(c) By Customer
(d) Any of the above
Answer:
(d) Any of the above
Question 6.
M-Form Structure was developed in
(a) 1901
(b) 1902
(c) 1920
(d) 1928
Answer:
(c) 1920
Question 7.
Multidivisional structure was developed in response to coordinate and control related problems in ……………………… .
(a) Small firms
(b) Mid-size firms
(c) Large firms
(d) Any of the above.
Answer:
(c) Large firms
Question 8.
Strategic Business Units structure is relevant for:
(a) Complex Organisation
(b) Complex Structure
(c) Multi-product enterprises
(d) Multi-product, multi-business enterprises.
Answer:
(d) Multi-product, multi-business enterprises.
Question 9.
A Strategic Business Unit (SBU) structure consists of ………………. levels.
(a) two
(b) three
(c) At least three
(d) At least three but not more than 8.
Answer:
(c) At least three
Question 10.
……………… in a most complex structure because it depends upon both vertical and horizontal flows of authority and communication.
(a) Complex Structure
(b) Multi Divisional Structure
(c) Strategic Business Unit Structure
(d) Matrix Structure
Answer:
(d) Matrix Structure
Question 11.
Matrix structure is very useful when the external environment is
(a) Very complex
(b) Very unpredictable
(c) Extremely changing
(d) Very complex and changeable.
Answer:
(d) Very complex and changeable.
Question 12.
Benefits of Hourglass structure is/are ……………………. .
(a) It reduces the cost of operation
(b) It enhancing responsiveness by simplifying decision-making
(c) Either (a) or (b)
(d) Both (a) and (b).
Answer:
(d) Both (a) and (b).
Question 13.
A leader lives in the field with his troops is stated by
(a) H. Ross Perot
(b) Sun zi
(c) Dale Me Conkey
(d) Gary Armstrong.
Answer:
(a) H. Ross Perot
Question 14.
A strategic leader has not responsible for:
(a) Making strategic decisions
(b) Creating separate divisions for distinct business
(c) Formulating policies and action plans to implement strategic decision
(d) Creating and sustaining strong corporate culture.
Answer:
(b) Creating separate divisions for distinct business
Question 15.
“Managerial Leadership is wider than strategic leadership. Statement Is
(a) True
(b) False
(c) Partly True
(d) None.
Answer:
(b) False
Question 16.
Which is the basic style of leadership?
(a) Transformational Leadership Style
(b) Transactional Leadership Style
(c) Transitional Leadership Style
(d) Both (a) and (b)
Answer:
(d) Both (a) and (b)
Question 17.
Which is the role of culture in strategy execution?
(a) Strong culture promotes good strategy execution when there’s fit and impedes execution when it IS fit.
(b) Strong culture promotes good strategy executìon when there’s not fit and impedes execution when there’s negligible fit.
(c) Strong culture promotes good strategy execution when there’s fit and impedes execution when there’s negligible fit.
(d) None of the above.
Answer:
(c) Strong culture promotes good strategy execution when there’s fit and impedes execution when there’s negligible fit.
Question 18.
Which Involves creation of a business idea and the fusion of capital, technology, and human talent to give practical shape to the idea.
(a) Entrepreneurship
(b) intrapreneurship
(c) Extra partnership
(d) None of the above.
Answer:
(a) Entrepreneurship
Question 19.
Entrepreneur who operates within the boundaries of an organisation, is known as ………………… .
(a) Enterpreneur
(b) lntrapreneur
(c) Extrapreneur
(d) Multipreneur.
Answer:
(b) intrapreneur