Which one of the following statements is incorrect as concerns the managerial task of executing

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The advantages of a centralized organization structure include:
a. requiring employees to wait to be told what to do (thus reducing the risk of bad decision-making on the part of empowered employees), fewer layers of management, and speedy decision-making
b. reduced potential for conflicting actions and decisions on the part of lower-level managers, facilitation of strong top management leadership in crisis situations, and tight control by the manager in charge--it is easy to know who is accountable when things do not go well.
c. higher-quality decision-making, a small management bureaucracy, and tight top management control.
d. promoting greater motivation and involvement in the business on the part of more company personnel, making top management more accountable, and giving top managers tight control of operations in crisis situations.
e. allowing fast response times in making decisions (because fewer managers are involved in the decision-making process), fewer levels of decision-making, and a smaller managerial bureaucracy.

The three components of building an organization capable of good strategy execution are:
a. (1) organizing the work effort, (2) doing a good job of training and motivating company personnel, and (3) streamlining the performance of value chain activities.
b. hiring a capable top management team, empowering employees, and organizing the work effort.
c. (1) staffing the organization, (2) acquiring, developing and strengthening the resources, competencies, and capabilities important to good strategy execution, and (3) structuring the organization and work effort--as shown in Figure 10.2.
d. implementing a cost-efficient organization structure, hiring a capable top management team, and properly empowering employees--as shown in Figure 10.2.
e. (1) deciding which value chain activities to perform internally and which ones to outsource, (2) implementing a cost-efficient organization structure, and (3) developing dynamic competencies and capabilities.

Which of the following statements about putting together a capable top management team is false?
a. It is important to ferret out and replace managers who believe activities in their area of responsibility are already being done properly or lack the creativity to find ways to operate more cost-efficiently and cost-effectively.
b. The most important consideration is to fill key managerial slots with smart people who are clear thinkers, good at figuring out what needs to be done, and skilled in "making it happen" and delivering good results.
c. Hiring capable managers is important in building an organization capable of proficient strategy execution but is nearly always less crucial than doing a superior job of hiring, training, and empowering employees.
d. Without a smart, capable, results-oriented management team, the implementation-execution process ends up being hampered by missed deadlines, misdirected or wasteful efforts, and/or managerial ineptness.
e. It helps enormously when a company's top management team has several people who are particularly good change agents—true believers who champion change, know how to make it happen, and love every second of the process.

Building an organization capable of good strategy execution entails:
a. deciding which value chain activities to perform internally and which ones to outsource, implementing a cost-efficient organization structure, and do a good job of centralizing authority--as shown in Figure 10.3.
b. effectively motivating company personnel to carry out their strategic roles proficiently, deciding which value chain activities to perform internally and which ones to outsource, and implementing a cost-efficient organization structure--as shown in Figure 10.2.
c. staffing the organization, effectively training company personnel, developing a dynamic set of competencies and capabilities, and performing value chain activities cost-efficiently.
d. investing heavily in employee training, deciding which value chain activities to perform internally and which ones to outsource, and building a powerful lineup of resource strengths and competitive capabilities--as shown in Figure 10.1.
e. structuring the organization and work effort, staffing the organization, and acquiring, developing and strengthening the resources, competencies, and capabilities important to good strategy execution.

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