QUESTION 6According to O'Reilly and Tushman, which of these best describes an ambidextrous structure?a. Rotating specialists among different cross-functional teams.Ob. Hiring only generalists in the different functions and divisions.O c. Creating autonomous units that focus on exploratory initiatives.O d. Encouraging mainstream division personnel to engage in exploration.QUESTION 7

Ambidextrous structure refers to the innovation leader that is helpful in displaying the…

Answered: QUESTION 6 According to O'Reilly and…

Principles of Accounting Volume 2

19th Edition

ISBN:9781947172609

Author:OpenStax

Publisher:OpenStax

Chapter9: Responsibility Accounting And Decentralization

Section: Chapter Questions

Problem 8MC: In a centralized organization, where are goals established? A. at the lower level of the...

See similar textbooks

Similar questions

Question 9.1 With respect to each of the following activities, characteristics, and applications, indicate whether they are primarily identified as being found in a centralized organization, a decentralized organization, or both types of organizations. both centralization decentralization Required: Freedom for managers at lower organizational levels to make decisions. Gathering information may be very expensive. Greater responsiveness to user needs. Have few interdependencies among divisions. Maximum constraints and minimum freedom for managers at lowest levels. Maximization of benefits over costs. Minimization of duplicate functions. Minimum of sub optimal decision making. Multiple responsibility centers with various reporting units. Profit centers.
Chapter 24 (Continued): Decentralized Operations Requirement 1: Please explain why a firm would use a balanced scorecard in evaluating divisional performance. Requirement 2: Please identify and define the four areas of the Balanced Scorecard. Select two areas and suggest how they might be used by Berkeley College. Rocnoncoc to Inctructor:
4. Select an organization with which you are familiar-preferably one that you have worked in. To what extent is this organization "boundary less," that is, are the boundaries across departments and hierarchical levels rather permeable or are they fixed and rigid? How is this aspect of organizational design affecting its performance? How could it be improved? *
8 The purpose of the balanced scorecard is BEST described as helping an organization Select one: a. develop customer relations. b. translate an organization's mission and strategy into a set of performance measures that help to implement the strategy. c. introduce innovative products and services desired by target customers. d. mobilize employee skills for continuous improvements in processing capabilities, quality, and response times.
In a centralized organization, where are goals established? A. at the lower level of the organization and promoted upward B. outside the organization based on best practices in the industry C. by each segment of the organization D. at the highest level of the organization and promoted downward
A key advantage of a decentralized organization is _________. A. increased administrative costs B. quicker decisions and response time C. the ease of aligning segment and company goals D. duplication of efforts
Examine the placement of the manager of HR systems in the organization chart of Figure 14.2 (pg. 541) and review the typical functional responsibilities of this manager, decisions made, and information needs as shown in Table 14.1 (pp. 541542). Describe possible alternatives for the placement of this function in the formal organization chart, and discuss the relative advantages for each placement. Consider the variables of centralized versus decentralized organizational structures.
Question 1 (1 point) Saved For performance reports to achieve their control objectives, they must: Question 1 options: a. Include relevant information so that necessary action may be taken to accomplish organizational goals b. Be timely so that minimal time elapses between an activity's occurrence and the feedback reflecting the activity's efficient or inefficient performance c. Provide subsystem managers with suggestions as to how they can operate their subsystems more efficiently d. all of the above e. a and b only Question 2 (1 point) Saved Which of the following includes a thorough study of an existing system, including its strengths and weaknesses? Question 2 options: Detailed system design System analysis Functional analysis report Feasibility…
Explain what type of responsibility centre a support department is and the main differences between the direct, step-down and reciprocal services method. Describe two characteristics of innovations management accountants consider important when deciding whether to implement new systems. (Five sentences that covers the main points are sufficient).
MULTIPLE CHOICE Which of the following is the main assumption that is made about managers in general in support of decentralization? Managers at the local/divisional level will act in the best interest of the organization Top managers at corporate headquarters will act in the best interest of the organization Top managers at corporate headquarters have access to better information for operational decisions Managers at the local/divisional level have access to better information for operational decisions Kirkland Company has several service departments that provide services to each other as well as to operating departments within the company. Which method would be least accurate in allocating the company's service department costs? The sequential method The direct method The step-down method The reciprocal method Which of the following is an example of a committed fixed cost? A training program for salespersons Executive travel expenses Property taxes on the factory…
Which of the following is an advantage of decentralization? Group of answer choices Departmental managers who have expertise in specific product or service lines can make better decisions. Decisions made by one manager may have a negative impact on the performance of a manager of another department. Duplication of services since different departments use their own admin and support services. Departmental goals and the goals of the company may not be congruent or aligned.
To minimize common measures bias when developing divisional balanced scorecards for unique divisions within a corporation, Od. it is important to stop gathering information whcn the results for the division look good a.onc division may focus morc heavily.on.a subset.of.tho four perspectives, for.examplo.on learning-and growth and intermalprocesses. while other divisions fOcus on different perspectives, suchn.as.customocrand financia OC. the performance mctrics should bc treated as stratcgic objcctives in and or themsclves within each division b.cach division must focus cqually on all four perspectves of the balanced scorccard

SEE MORE QUESTIONS

Recommended textbooks for you

Principles of Accounting Volume 2

Accounting

ISBN:

9781947172609

Author:

OpenStax

Publisher:

OpenStax College

Pkg Acc Infor Systems MS VISIO CD

Finance

ISBN:

9781133935940

Author:

Ulric J. Gelinas

Publisher:

CENGAGE L

Cornerstones of Cost Management (Cornerstones Ser…

Accounting

ISBN:

9781305970663

Author:

Don R. Hansen, Maryanne M. Mowen

Publisher:

Cengage Learning

Principles of Accounting Volume 2

Accounting

ISBN:

9781947172609

Author:

OpenStax

Publisher:

OpenStax College

Pkg Acc Infor Systems MS VISIO CD

Finance

ISBN:

9781133935940

Author:

Ulric J. Gelinas

Publisher:

CENGAGE L

Cornerstones of Cost Management (Cornerstones Ser…

Accounting

ISBN:

9781305970663

Author:

Don R. Hansen, Maryanne M. Mowen

Publisher:

Cengage Learning

Managerial Accounting

Accounting

ISBN:

9781337912020

Author:

Carl Warren, Ph.d. Cma William B. Tayler

Publisher:

South-Western College Pub

Financial And Managerial Accounting

Accounting

ISBN:

9781337902663

Author:

WARREN, Carl S.

Publisher:

Cengage Learning,

Accounting Information Systems

Finance

ISBN:

9781337552127

Author:

Ulric J. Gelinas, Richard B. Dull, Patrick Wheeler, Mary Callahan Hill

Publisher:

Cengage Learning

SEE MORE TEXTBOOKS