HRM201c full (For OBE102c FE) |Exam Questions with 100% Correct Answers
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What is organisational alignment?
A. Aligning the organisational elements - people, structure, culture, systems - with the key capabilities required for the business strategy
B. Aligning the organisational elements - people, structure, culture, systems - with the business strategy
C. Aligning ...
HRM201c full (For OBE102c FE) |Exam Questions with 100% Correct Answers What is organisational alignment?
A. Aligning the organisational elements - people, structure, culture, systems - with the key capabilities required for the business strategy
B. Aligning the organisational elements - people, structure, culture, systems - with the business strategy
C. Aligning your strategy with the external environment
D. Aligning your key capabilities with your business strategy Correct Answer A
In what way are the elements of an organisation comparable to the parts of a human body?
A. They need to be attuned to each other for the whole to work effectively
B. The whole is greater than the sum of its individual parts
C. They are an instrument for achieving a particular objective
D. Leaders control the organisation just like the brain controls the body Correct Answer A
Which of the following is NOT a reason why key capabilities are important?
A. Key capabilities are key to realising sustainable competitive advantage because they can be difficult to copy
B. Key capabilities help focus the leadership team
C. Key capabilities are the things the organisation needs to be really good at to deliver on its business strategy
D. Key capabilities can help focus the whole organisation by clearly indicating what the organisation needs to be really good at to succeed Correct Answer C
What is the best way for identifying key capabilities?
A. Using your business sense
B. Using Michael Porter's conceptual framework
C. The checklist method
D. Triangulation of all of the above Correct Answer D
The "substance" of leadership, as opposed to leading by vision and style, is all about:
A. Analysing the degree of organisational alignment
B. Defining your differentiating key capabilities
C. Becoming a reactive firefighter who can solve whatever problem is in front of them D. Enabling the organisation to execute the business strategy through the effective configuration of culture, structure, systems, and people practices Correct Answer D
Which of the following are the basic elements of an organisation, as discussed by the instructor?
A. Structure, systems, culture, people practices
B. Strategic advantage, capabilities. competencies, strength
C. Finance, administration, human resource, supply chain
D. Value chain, management, operations, customer service Correct Answer A
Which of the following best captures a key element of business strategy?
A. To commit to making operational improvements
B. Use customer relationship management more effectively
C. To become the top company in the industry
D. What customer segments you are targeting Correct Answer D
Which of the following are the reasons that make key capabilies so important? Choose all that apply.
A. They help focus the organisation on what it needs to be really good at to succeed with its strategy.
B. They can help organisations choose its long term vision and mission.
C. They can form the basis of sustainable competitive advantage.
D. They help focus leaders by enabling them to prioritize what issues are most important. Correct Answer A, C, D
The instructor suggests using Porter's frameworks, when identifying key capabilities, for which of the following purposes?
A. To use your business experience have a sense of what your business needs to be really good at to succeed with its strategy.
B. To identify key capabilities that match organisational mission and strategic goals.
C. To identify the typical key capabilities that are relevant to your organisation's industry.
D. To go through the key value-adding activities in your organization in a systematic way. Correct Answer D
Which of the following is a myth around the use of the Porter's value chain framework?
A. This framework helps us zoom in on those activity groups that add the most value.
B. It's only appropriate for analyzing manufacturing firms.
C. For service firms inbound or outbound logistics may not be very important.
D. It's often misapplied and applied for its own sake. Correct Answer B The operations process in the Porter's value chain framework is defined as_____________.
A.The process of getting the finished goods to the customer.
B. The activity of transforming raw materials into finished goods.
C. The process of getting raw materials to operations.
D. The production related processes in a manufacturing business. Correct Answer B
Which one of the following is classified as a primary activity in a value chain?
A. Marketing and sales
B. Procurement
C. Technology implementation
D. Firm Infrastructure Correct Answer A
According to the instructor, which of the following value chain activity is considered important for a consulting firm?
A. Procurement
B. HRM
C. Firm technology
D. Outbound logistics Correct Answer B
Which one of the following is classified as a secondary activity in a value chain?
A. Outbound logistics
B. HRM
C. Operations
D. Inbound logistics Correct Answer B
According to the instructor, how can we ensure that our organisation can deliver on its strategy, while at the same time remaining sufficiently agile?
A. Break the organization down into its main elements and align those elements with key capabilities
B. Use the value chain analysis to formulate the vision and mission of the organisation.
C. Focus on helping the organisation become number one in the market using key capabilities.
D. Work with organisational members as a team and create a vision, and develop a strategy. Correct Answer A
Which of the following are characteristics of organisational culture?
A. It is difficult to change because it is difficult to identify
B. It is only reflected in rituals and routines, stories, and symbols C. It is difficult to identify because most of culture resides underneath the surface level of behaviour
D. It is difficult to change because people become identified with an organisational culture and can resist culture change as a result Correct Answer A,C,D
Which of the following statements is false?
A. A hierarchy culture is generally inferior to the other culture types because it is closely associated with bureaucracy
B. A market culture is externally oriented and focused on stability and control
C. A clan culture is the diagonal opposite of a market culture
D. An adhocracy culture is the diagonal opposite of a hierarchy culture Correct Answer A
Which of the following statements is true?
A. You should always embark on culture change when you find that a different type of culture offers unique benefits
B. Your organisational culture can be identified as fitting exclusively in one of the four culture types: clan, adhocracy, market, and hierarchy
C. You should only consider culture change if the behaviours that your existing culture encourages are misaligned with the key capabilities your business strategy requires
D. It is impossible to combine the benefits of different culture types Correct Answer C
Which of the following is not one of the main reasons why organisational culture is important:
A. Organisational culture can be a source of competitive advantage
B. Organisational culture can be an obstacle to organisational agility
C. Organisational culture can help prevent unethical behaviour and corporate scandals
D. Organisational culture eats strategy for breakfast Correct Answer D
Why can organisational culture be an important source of competitive advantage?
A. Because organisational culture is difficult to identify
B. Because organisational culture can be difficult to change
C. Because it is difficult to copy which makes it more sustainable as a potential source of advantage
D. Because culture can make an organisation less agile Correct Answer C
According to the instructor, which of the following less useful actions managers tend to fall back on when they try to improve their organisation?
A. They either try to re-shuffle job positions or change incentive structures.
B. Develop key capabilities that match organisational mission and vision.
C. Develop organisational mission and vision
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