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A) Teams interact so closely and therefore coordination and integration becomes unnecessary.
B) Teams substitute peer-based control for hierarchical control of work.
C) Teams often develop more creative solutions because they share.
D) Teams permit the absorption of administrative tasks previously performed by specialists.
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A) Differences in functional orientation may impede communication and coordination.
B) Use of managerial and technical talent is inefficient due to pooling of expertise in functional areas.
C) Decision making is centralized at the top of the organization.
D) Managers tend to be overly concerned with long-term strategies that minimize the importance of functional area strengths.
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A) divisional
B) matrix
C) holding company
D) functional
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A) Decentralized decision-making enhances an organization-wide perspective across functions.
B) It facilitates the development of general management talent.
C) Pooling of specialists enhances coordination and control.
D) It is easy to establish uniform performance standards.
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A) the type of strategy that is driving the company foreign operations
B) the research and development budget commitment
C) product diversity
D) the extent of the company dependence on foreign sales
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A) worldwide functional
B) worldwide product division
C) worldwide matrix
D) international division
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A) matrix organization
B) virtual organization
C) modular organization
D) barrier-free organization
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A) impermeable; external
B) impermeable; internal
C) permeable; external
D) permeable; internal
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A) processes; mechanisms; techniques
B) tasks; mechanisms; techniques
C) processes; people; mechanisms
D) tasks; technologies; people
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A) high specialization and low centralization.
B) low specialization and high centralization.
C) low formality and low creativity.
D) high formality and low centralization.
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A) communicationand coordination across time zones.
B) pressure to perform internally all primary activities of the value chain.
C) assuring financing from home country only.
D) hiring only from home country.
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A) financial returns and marketplace value.
B) market share and shareholder value.
C) type of structure, mechanisms, processes, and techniques for enhancing permeability.
D) product marketability and capital structure.
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A) managers are focused on growth opportunities.
B) there is a clear sense of how value is being created in the short-term and how activities are properly integrated and coordinated.
C) divisional-goals are consistent with overall corporate goals.
D) managers must remain proactive in expanding and/or modifying their product-market scope to anticipate and satisfy market conditions.
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