Because Functional Organization Structures Often Result in Pieces of Strategically

question 92

Multiple Choice

Because functional organization structures often result in pieces of strategically relevant activities and capabilities being scattered across many different functional departments, companies have found that

• A)it is necessary to give these functional departments the freedom to collaborate closely with each other to achieve the desired degree of coordination.
• B)it is necessary to outsource those activities that are fragmented to strategic partners in order to achieve the needed coordination.
• C)there is merit in using business process reengineering to radically redesign and streamline strategy-critical processes and workflow from different departments and unifying their performance into a single department or cross-functional work group that has charge over the whole process.
• D)TQM is a potent way to reengineer the work effort, avoid the shortcomings of a functional organization structure, and achieve rapid-response capability.
• E)it makes good organizational sense to combine those functional departments where fragmentation is a problem into a single department.

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Definitions:

Confidence Interval Method

A statistical technique that constructs an interval estimate of a population parameter based on sample data.

Populations

The entire collection of individuals, items, or data under study in a statistical analysis.

Sample Standard Deviations

A measure of the dispersion or variability of data points in a sample from their mean.

Margin Of Error

An expression of the amount of random sampling error in a survey's results, indicating a range within which the true value lies with a specified confidence level.