Organisational design: Know your organisation Answers (Updated 2021)

This post provides answers to all the practice quiz questions and the main assessment questions asked in the Organisational design: Know your organisation course from the Coursera platform which is also a part of the Google Digital Garage and Google Digital Unlocked curriculum.

Course URL – https://www.coursera.org/learn/organisational-design-know-your-organisation/home/welcome

Recall: Organisational alignment Practice Quiz Answers

In this section, you will get the answers to the practice quiz questions from Week 1 of the course.

Q.1 – What is organisational alignment?

(A) Aligning your strategy with the external environment

(B) Aligning your key capabilities with your business strategy

(C) Aligning the organisational elements – people, structure, culture, systems – with the business strategy

(D) Aligning the organisational elements – people, structure, culture, systems – with the key capabilities required for the business strategy

Q.2 – In what way are the elements of an organisation comparable to the parts of a human body?

(A) They are an instrument for achieving a particular objective

(B) Leaders control the organisation just like the brain controls the body

(C) The whole is greater than the sum of its individual parts

(D) They need to be attuned to each other for the whole to work effectively

Q.3 – Which of the following is NOT a reason why key capabilities are important?

(A) Key capabilities help focus the leadership team

(B) Key capabilities are the things the organisation needs to be really good at to deliver on its business strategy

(C) Key capabilities are key to realising sustainable competitive advantage because they can be difficult to copy

(D) Key capabilities can help focus the whole organisation by clearly indicating what the organisation needs to be really good at to succeed

Q.4 – 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

Q.5 – The “substance” of leadership, as opposed to leading by vision and style, is all about:

(A) Becoming a reactive firefighter who can solve whatever problem is in front of them

(B) Defining your differentiating key capabilities

(C) Enabling the organisation to execute the business strategy through the effective configuration of culture, structure, systems, and people practices

(D) Analysing the degree of organisational alignment

Assessment 1 Week 1 Quiz Answers

In this section, you will get the answers to the main assessment quiz questions from Week 1 of the course.

Q.1 – Which of the following are the basic elements of an organisation, as discussed by the instructor?

(A) Strategic advantage, capabilities. competencies, strength

(B) Value chain, management, operations, customer service

(C) Finance, administration, human resource, supply chain

(D) Structure, systems, culture, people practices

Q.2 – Which of the following best captures a key element of business strategy?

(A) What customer segments you are targeting

(B) Use customer relationship management more effectively

(C) To commit to making operational improvements

(D) To become the top company in the industry

Q.3 – Which of the following are the reasons that make key capabilies so important? Choose all that apply.

(A) They help focus leaders by enabling them to prioritize what issues are most important.

(B) They can help organisations choose its long term vision and mission.

(C) They help focus the organisation on what it needs to be really good at to succeed with its strategy.

(D) They can form the basis of sustainable competitive advantage.

Q.4 – The instructor suggests using Porter’s frameworks, when identifying key capabilities, for which of the following purposes?

(A) To identify key capabilities that match organisational mission and strategic goals.

(B) To go through the key value-adding activities in your organization in a systematic way.

(C) To use your business experience have a sense of what your business needs to be really good at to succeed with its strategy.

(D) To identify the typical key capabilities that are relevant to your organisation’s industry.

Q.5 – 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.

Q.6 – 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 production related processes in a manufacturing business.

(C) The activity of transforming raw materials into finished goods.

(D) The process of getting raw materials to operations.

Q.7 – 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

Q.8 – According to the instructor, which of the following value chain activity is considered important for a consulting firm?

(A) Firm technology

(B) Procurement

(C) Outbound logistics

(D) HRM

Q.9 – Which one of the following is classified as a secondary activity in a value chain?

(A) Operations

(B) Outbound logistics

(C) Inbound logistics

(D) HRM

Q.10 – 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) Focus on helping the organisation become number one in the market using key capabilities.

(B) Use the value chain analysis to formulate the vision and mission of the organisation.

(C) Break the organization down into its main elements and align those elements with key capabilities

(D) Work with organisational members as a team and create a vision, and develop a strategy.

Recall: Organisational culture Practice Quiz Answers

In this section, you will get the answers to the practice quiz questions from Week 2 of the course.

Q.1 – Which of the following are characteristics of organisational culture?

(A) It is difficult to identify because most of culture resides underneath the surface level of behaviour

(B) It is difficult to change because it is difficult to identify

(C) It is only reflected in rituals and routines, stories, and symbols

(D) It is difficult to change because people become identified with an organisational culture and can resist culture change as a result

Q.2 – Which of the following statements is false?

(A) A clan culture is the diagonal opposite of a market culture

(B) A market culture is externally oriented and focused on stability and control

(C) A hierarchy culture is generally inferior to the other culture types because it is closely associated with bureaucracy

(D) An adhocracy culture is the diagonal opposite of a hierarchy culture

Q.3 – 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) It is impossible to combine the benefits of different culture types

(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) Your organisational culture can be identified as fitting exclusively in one of the four culture types: clan, adhocracy, market, and hierarchy

Q.4 – Which of the following is not one of the main reasons why organisational culture is important:

(A) Organisational culture can help prevent unethical behaviour and corporate scandals

(B) Organisational culture can be a source of competitive advantage

(C) Organisational culture can be an obstacle to organisational agility

(D) Organisational culture eats strategy for breakfast

Q.5 – Why can organisational culture be an important source of competitive advantage?

(A) Because organisational culture can be difficult to change

(B) Because it is difficult to copy which makes it more sustainable as a potential source of advantage

(C) Because organisational culture is difficult to identify

(D) Because culture can make an organisation less agile

Assessment 2 Week 2 Quiz Answers

In this section, you will get the answers to the main assessment quiz questions from Week 2 of the course.

Q.1 – 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) Develop key capabilities that match organisational mission and vision.

(B) Identify the key characteristics of the organization’s culture and determine its strategic fit.

(C) Develop organisational mission and vision

(D) They either try to re-shuffle job positions or change incentive structures.

Q.2 – Which of the following concepts is the answer to the riddle: “Those who live it, ….. understand it, ……. but can’t see it, ….. and those who don’t live it, ……. can see it, ……. but can’t understand it?

(A) Culture

(B) Systems

(C) Structure

(D) Strategy

Q.3 – Which of the following best describes the adhocracy culture?

(A) Loyalty and feeling part of a family

(B) Competitive achievement and efficient processes.

(C) Innovation, creativity and risk taking

(D) Internally focused compliance with processes.

Q.4 – Which of the following are the myths that the instructor identifies in the video: Levers of cultural change? (Select all that apply)

(A) Whatever RE-flects the culture of an organisation can also be used to AF-fect it.

(B) Cultural change involves systems, structures, and processes.

(C) Culture change can therefore be delegated or outsourced to specialists.

(D) Culture involves both the soft aspects of an organisation.

Q.5 – According to the instructor, why is culture difficult to identify in an organisation?

(A) Cultural change involves systems, structures and processes.

(B) Cultural change is often outsourced to external experts.

(C) Culture involves taken for granted values, norms and behaviour

(D) Cultural change is often associated with the top management.

Q.6 – According to the instructor, which of the following is the most important reason why cultural change is so difficult?

(A) Cultural values tend to define who people are.

(B) Top management defends organisational culture.

(C) Cultural change is impossible.

(D) People treat culture to be obvious and normal

Q.7 – Which of the following best describes market culture?

(A) Focused on outsourcing business processes to external partners.

(B) Internally focused and ensures that processes and procedures are strictly followed.

(C) Watching the moves of competitors very carefully so as to devise strategies.

(D) Externally focused on competitive achievement and will pursue this through very effective systems and processes.

Recall organisational structure Practice Quiz Answers

In this section, you will get the answers to the practice quiz questions from Week 3 of the course.

Q.1 – Which of the following statements about the matrix structure is true?

(A) The matrix structure is not necessarily more complex and costly than the divisional structure

(B) Matrix structures are oriented at coordination along multiple dimensions, such as geography and product line, for example

(C) The matrix structure is generally preferable over other structure types because it can help you coordinate the organisation along multiple dimensions at the same time

(D) When you have a functional structure that is too silo-ed, it is a good idea to use a matrix structure to improve coordination across the functional silos

Q.2 – When you want to structure a cost conscious organisation that offers a service that centrally involves specialists who are expensive to train, and who can’t be trained across multiple specialisations, which of the following is the most logical structure to use?

(A) Functional by specialisation

(B) Matrix by specialisation and customer segment

(C) Network with flexible organic reporting lines

(D) Divisional by customer segment

Q.3 – The harmonica effect of recurring cycles from centralisation to decentralisation and back again is an effect of which key trade-off?

(A) Agreeableness vs Responsiveness

(B) Responsiveness vs Coordination

(C) Efficiency vs Coordination

(D) None of the above

Q.4 – Which statement is false?

(A) One of the key limitations of organisational structure is that just because you re-draw the boxes on an org chart does not necessarily mean that people’s behaviours change to fit

(B) One of the key difficulties with deciding on an organisation structure is that it involves trade-off decisions that are inevitable

(C) Organisation structure is the most effective lever for ensuring that the organisation is aligned with the required key capabilities

(D) Organisational structure decisions often become politicised, which makes it more difficult to implement the most effective one

Assessment 3 Week 3 Quiz Answers

In this section, you will get the answers to the main assessment quiz questions from Week 3 of the course.

Q.1 – Which structure should you seriously consider as an alternative to the current divisional structure by gym location?

(A) A divisional structure by customer segment.

(B) A matrix structure that leaves the current divisions intact and overlays it with centralised functions for procurement, training methods, finance, HR, and marketing.

(C) A functional structure – e.g. procurement, gym operations, training methods, HR, finance, marketing – that gets rid of the gym directors

(D) None of the above

Q.2 – Refer to Scenario 1. What is the key trade-off that is in play in the above example?

(A) The trade-off between the local responsiveness that a decentralised divisional structure gives you on the one hand, and the increased efficiency and coordination that a more centralised structure could give you on the other

(B) The trade-off between the local coordination and efficiency that a decentralised divisional structure gives you on the one hand, and the increased responsiveness that a more centralised structure could give you on the other

(C) The trade-off between local responsiveness and efficiency that a decentralised divisional structure gives you on the one hand, and the increased coordination that a more centralised structure could give you on the other

(D) The trade-off between local responsiveness and coordination that a decentralised divisional structure gives you on the one hand, and the increased efficiency that a more centralised structure could give you on the other

Q.3 – Refer to Scenario 1. What would be a good, valid reason to stick to the existing structure?

(A) Upon further research you find that customer needs are actually highly localised, because customers really appreciate the feeling that they are dealing with a local business that is run by a person they know, instead of some large, branded corporate

(B) Localised profit and loss (P&L) responsibility is important

(C) You could try to increase coordination in training methods and procurement by introducing some dotted line support functions in these two areas that can advise and support the gym directors

(D) Changing the structure will necessarily cause increased complexity

Q.4 – Which of the following organisation structures is most unlikely to be suitable for your organisation?

(A) A global functional structure by teaching area, with local principals there for regulatory purposes, local coordination and adaptation, and directing local support functions, but with no direct hiring or supervisory responsibilities over the teaching staff who report into their global function

(B) A divisional structure by country with a centralized, global training center for training new teachers in the specific teaching method of their subject area

(C) A divisional structure by country with an overlay of dotted line teaching method support functions for each of the main subject areas that coordinate training and continued teaching method development

(D) A matrix structure in which teachers report both to their local principal, as well as the global head of their particular subject area

Q.5 – Refer to Scenario 2. What is the key trade-off that is in play in the above example?

(A) The trade-off between local responsiveness and global efficiency

(B) The trade-off between local coordination and global coordination

(C) The trade-off between local responsiveness and global coordination

(D) The trade-off between local efficiency and global coordination

Q.6 – Refer to Scenario 2. What are the conditions under which you could reasonably consider a matrix structure for this organisation?

(A) Both local responsiveness and global standardisation of teaching methods are equally important for your strategy; efficiency is not a critical concern; and your teaching staff is capable of balancing the demands of reporting into two bosses

(B) Both local responsiveness and global efficiency are really important for your strategy; and your teaching staff is capable of balancing the demands of reporting into two bosses

(C) Global standardisation is actually most important for your strategy, but you do need some local adaptation, mainly for regulatory purposes.

(D) Local responsiveness is actually most important but you would like to be able to coordinate the standardised teaching methods as well

Q.7 – With global expansion and additional product lines in mind, what is NOT a convincing reason for considering a functional structure in which sales and marketing is country and product specific, but everything else is centralised globally?

(A) This is the least complex solution

(B) This is the most efficient solution

(C) This is the most responsive solution

(D) This enhances your ability to coordinate centrally

Q.8 – Under what conditions would you reasonably consider a divisional structure by country with each country director responsible for their own Profit and Loss (P&L)?

(A) Never; a divisional structure by country simply is not suitable for this type of business

(B) If the sales and marketing approach that is required in each country is highly country specific

(C) If each country requires a significant amount of adaptation to specific local needs, not just in your sales and marketing approach, but also in software development

(D) If efficiency is not of primary importance to your business strategy

Q.9 – Under what conditions would you reasonably consider a divisional structure by product line, with each product-based Business Unit responsible for its own profit and loss (P&L)?

(A) Not all product lines are sold in every country

(B) The different product lines require their own specific sales channels because they are treated very differently by hospital procurement, but development and manufacturing of the different product lines is similar

(C) Never, a divisional structure by product line is simply not going to be suitable for this type of business

(D) The different product lines are so distinct that they require their own specific development teams, manufacturing processes, and sales channels

Q.10 – Refer to Scenario 4. Why is a divisional structure by country unlikely to be appropriate for this organisation?

(A) Because each country requires its own customised sales approach

(B) Because local product needs across different countries don’t require any product adaptation, and efficiency is important to the business strategy

(C) Because the different country Business Units would be difficult to coordinate

(D) Because a matrix structure would be better

Recall: Organisational control systems practice Quiz Answers

In this section, you will get the answers to the practice quiz questions from Week 4 of the course.

Q.1 – What are the four types of control systems that Professor Robert Simons has defined?

(A) Belief, Boundary, Diagnostics, and Interactive systems

(B) Tracking measures from four perspectives: shareholders, customers, internal, and innovation and learning

(C) Enacted values, Organisational structure, Diagnostics systems, and Interactive systems

(D) The Balanced Scorecard, Boundary systems, Belief systems, and Information systems

Q.2 – Which of the following is NOT one of the four key steps for ensuring that your management reports are linked to your strategy?

(A) What is our vision and what are our strategic objectives in relation to this vision?

(B) If we succeed in our vision, how will we be differentiated from our competition from a number of different perspectives?

(C) What are the Critical Success Factors for strategic success from each of the perspectives?

(D) What are the critical measures that enable us to track and influence the Key Performance Indicators (KPIs)?

Q.3 – The main risk of linking KPIs to incentives is that:

(A) Your KPIs may not be linked to your business strategy

(B) Your KPIs may be inaccurate

(C) Your incentives may be ineffective

(D) People may manipulate the KPIs as an unintended consequence

Q.4 – Beer companies systematically monitoring what the government is thinking and doing in relation to alcohol regulation as an important strategic contingency is an example of:

(A) An interactive system

(B) A diagnostics system

(C) A boundary system

(D) A belief system

Q.5 – Which of the following statements is true?

(A) All control related issues can be resolved most effectively through the use of IT

(B) All IT systems are control systems in the sense that IT systems are a sub-set of control systems

(C) The managerial relevance of IT systems usually comes down to just one thing: “control”, either performance control or risk control

(D) All control systems are IT systems in the sense that control systems are a sub-set of IT systems

Assessment 4 Week 4 Quiz Answers

In this section, you will get the answers to the main assessment quiz questions from Week 4 of the course.

Q.1 – Which of the following types of control systems would be most relevant for controlling the plane maintenance issues?

(A) Belief and Boundary systems

(B) Diagnostics systems and Belief systems

(C) Belief systems, Boundary systems, and Diagnostic systems

(D) Diagnostics systems and Interactive systems

Q.2 – Refer to Scenario 1. How could you use boundary systems to help address the plane maintenance issues?

(A) Incorporate “safety” in the company’s value statement

(B) Incorporate safety as a central theme in the training that is offered to your maintenance staff

(C) Specify strict maintenance procedures that are also explicit about what is not acceptable practice, and create a safety and compliance function at a senior level in the organisation that carries out regular safety and compliance checks.

(D) Develop a system for systematically capturing and reporting near misses in order to be able to learn from them

Q.3 – Refer to Scenario 1. What could help explain the tendency for instructors to rush students through to their exams, even when the student does not feel ready?

(A) Instructors are rewarded for the total number of graduations under their supervision each term

(B) Instructors are rewarded based on the percentage of their students that pass their exam, divided by the average number of teaching hours per student

(C) Instructors are rewarded based on the number of students they get through the curriculum, divided by their total teaching hours in a term, regardless of whether the students pass their exam.

(D) None of the above

Q.4 – If the training school owned all of the training planes, what would be the best formula for monitoring and managing the cost effectiveness of your planes, assuming that maintenance costs and fuel costs cover all of your plane operating costs, and maintenance costs per plane are fixed?

(A) Total fuel costs per plane + Total maintenance costs per plane = Total operating costs per plane

(B) Total fuel costs + Total maintenance costs = Total operating costs

(C) Total operating costs per plane

(D) Average flight hours per plane per month x (monthly fuel costs per flight hour + monthly maintenance costs per flight hour) = Total operating costs per plane

Q.5 – Refer to Scenario 1. What would be an example of a useful interactive system for this company?

(A) Regular reporting on any forthcoming changes to regulatory compliance criteria

(B) Regular reporting on any forthcoming changes in visa procedures or criteria for flight school trainees

(C) Regular focus groups with prospective students to track whether there are change trends in their needs, expectations, and price sensitivity in relation to pilot training

(D) All of the above

Q.6 – How could you use control systems to help prevent client injury due to negligence, which could seriously damage your reputation?

(A) You could use the belief system to emphasize values like “client well-being” or “client safety”, or “safety” more generally.

(B) You could use boundary systems to clearly specify the processes that every trainer needs to follow, including what practices are explicitly forbidden, and tie serious consequences to breaking these rules

(C) You can use diagnostics measures not only to keep track of client injuries after they have occurred, but also begin to record and report “near misses”, so you can learn from these before accidents occur.

(D) All of the above

Q.7 – If you wanted to increase control over operations, what type of control system would be most important to upgrade in order to obtain the information you need to get a more detailed view of what is going on in each of your gyms?

(A) Belief system

(B) Boundary system

(C) Interactive system

(D) Diagnostic system

Q.8 – From a financial perspective, what would be the problem with just using net profit for each gym as a basis for comparing their performance?

(A) Net profit per gym may be significantly skewed by the relative size of each gym, making it look as if your larger gyms are performing better even though this may not be the case

(B) Net profit does not tell you what profitability is as a percentage of revenue, which would be a better indicator of the relative financial performance of each gym

(C) Net profit as a number does not give you any indication of the cost and revenue drivers that lie behind it, which makes it difficult to control and influence performance

(D) All of the above

Q.9 – Refer to Scenario 2 for quiz question 9. What would be a good example of a useful interactive system measure for this company?

(A) Revenue per m2 per month for each gym

(B) Customer satisfaction %

(C) An explicit limit on the maximum number of clients that can be accepted per gym, adjusted for gym size

(D) Systematically keeping track of the latest trends, methods, and equipment in the industry to try and predict what clients will need or expect in the near future

Q.10 – Refer to Scenario 2 for quiz question 10. If the financial incentives of your gym directors were directly tied to net profit of their gym, what would be some of the ways they could artificially bump up their number at the end of the financial year, especially if they think they are not going to be around the following year anyway?

(A) They could ask customers to pre-pay membership fees that actually apply to the following year for a discount

(B) They could indefinitely postpone replacing old equipment and gym upgrade investments

(C) They could artificially sign up members towards the end of the year and have them pre-pay membership fees, with a promise of cancelling their memberships and refunding their fees as soon as the new financial year starts

(D) All of the above

Recall: Strategic HRM Practice Quiz Answers

In this section, you will get the answers to the practice quiz questions from Week 5 of the course.

Q.1 – Which of the following is NOT one of the key problems that have emerged around HRM?

(A) The rhetorical promise of HRM tends to be quite different from the actual reality of HRM

(B) HRM has generally failed to secure a seat at the top management table

(C) A universal HRM approach that focuses on maximising the development potential of every employee can become disconnected from business strategy

(D) The general empowerment focus in HRM that is based on McGregor’s theory Y tends to be North American-centric

Q.2 – A strategic approach to HRM…

(A) Identifies which roles are most critical for delivering on the required key capabilities

(B) Identifies which roles involve firm-specific knowledge that is difficult to source in the labour market

(C) Centrally involves an acceptance of the fact that the investments you can make in developing and retaining your workforce are finite, and you therefore need to focus these investments on your most critical roles

(D) All of the above

Q.3 – Which of the following statements is false?

(A) “Professionals” are strategically critical but their jobs are characterized by knowledge that is relatively easy to source in the labour market

(B) “Specialists” need to be retained because of their high strategic centrality

(C) “Criticals” are characterized by high strategic centrality and a significant amount of firm-specific knowledge that is difficult to source in the labour market

(D) “Doers” may be outsourced because the strategic centrality of these roles is relatively low, and they are relatively easy to source in the labour market

Q.4 – The main principle of the best practice approach to HRM is …

(A) To make strategic distinctions between role types based on their strategic centrality and uniqueness

(B) To develop and reward your best people

(C) To offer employees greater job security so that they offer their ideas, hard work, and commitment in return

(D) To help create an organisational climate that fosters employee competence and commitment through training and empowerment

Q.5 – Which of the following statements is true:

(A) According to McGregor’s Theory X, employees are intrinsically motivated to do a good job because they’re looking for a sense of self-fulfillment or self-actualisation through their work.

(B) According to McGregor’s Theory Y, employees are not intrinsically motivated to work, and have a tendency to avoid their responsibilities if given the chance.

(C) When you subscribe to Theory X, your management style is likely to be more participative and focused on empowering your employees to unlock their creative potential and stimulate their commitment to work.

(D) When you subscribe to Theory Y, your management style is likely to be more participative and focused on empowering your employees to unlock their creative potential and stimulate their commitment to work.

Assessment 5 Week 5 Quiz Answers

In this section, you will get the answers to the main assessment quiz questions from Week 5 of the course.

Q.1 – By applying the information in the case to Lepak and Snell’s strategic workforce segmentation framework, the new Director of Training should be categorized as a:

(A) “Critical”, because this role is strategically central, and likely to be relatively difficult to source in the labour market

(B) “Doer”, because the role is strategically not that central, and should be relatively easy to source in the labour market

(C) “Professional”, because the role is strategically central, but should be relatively easy to source in the labour market

(D) “Specialist”, because the role is strategically not that central, but likely to be relatively difficult to source in the labour market

Q.2 – By applying the information in the case to Lepak and Snell’s strategic workforce segmentation framework, the role of personal trainers that will be reporting into the new Director of Training should be categorized as:

(A) “Doer”, because the role is strategically not that central, and should be relatively easy to source in the labour market

(B) “Critical”, because this role is strategically central, and likely to be relatively difficult to source in the labour market

(C) “Professional”, because the role is strategically central, but should be relatively easy to source in the labour market

(D) “Specialist”, because the role is strategically not that central, but likely to be relatively difficult to source in the labour market

Q.3 – The new organisation structure does not leave any room for your former gym directors. Instead, you are going to employ receptionists who are there to open and close the gym, deal with new gym enrolments, client enquiries, and personal trainer bookings insofar as these are not arranged online. These receptionists need to be professional, service-minded, and organised. And finally, you have decided to hire a specialist in gym equipment, who will be in charge of procurement and maintenance of all gym equipment, making sure that your company is always in step with the latest trends, and that all equipment is safe and always in top working order. By applying the information in the case to Lepak and Snell’s strategic workforce segmentation framework, the receptionist role should be categorized as a:

(A) “Critical”

(B) “Critical” or “Specialist”, depending on how strategically central you assess their role to be, which is difficult to determine given the case information

(C) “Doer” or “Professional”, depending on how strategically central you assess their role to be, which is difficult to determine given the case information

(D) “Specialist”

Q.4 – By applying the information in the case to Lepak and Snell’s strategic workforce segmentation framework, the role of Head of Gym Equipment should be categorized as a:

(A) “Doer”, because the role is strategically not that central, and should be relatively easy to source in the labour market

(B) “Professional”, because the role is strategically central, but should be relatively easy to source in the labour market

(C) “Critical”, because this role is strategically central, and likely to be relatively difficult to source in the labour market

(D) “Specialist”, because the role is strategically not that central, but likely to be relatively difficult to source in the labour market

Q.5 – A best practice approach to HRM based on theory Y that emphasizes job security and empowerment is not necessarily best in this case because….

(A) We can’t be sure whether this approach will be effective in Singapore, given that it is based on a theory that is North America-centric

(B) The best practice approach to HRM is not based on theory Y

(C) It won’t be effective for the Head of Gym Equipment due to the relative strategic centrality and uniqueness of this role

(D) It won’t be effective for the personal trainers due to the relative strategic centrality and uniqueness of this role

Q.6 – Which of the following is correct? Given the strategic centrality and uniqueness of your new Director of Training …..

(A) This role is more important than some other roles, like the receptionist role for example

(B) You should try and find a best practice HR approach that helps motivate them, as well as the rest of the people in your organization

(C) You should treat this person better than some other people in your organisation to ensure that they will want to stay

(D) You should adjust your HR practices to the strategically critical nature of this role to ensure that you encourage commitment

Q.7 – By applying the information in the case to Lepak and Snell’s strategic workforce segmentation framework, the Global Teaching Area Heads should be categorized as a:

(A) “Critical”, because this role is strategically central, and likely to be relatively difficult to source in the labour market

(B) “Professional”, because the role is strategically central, but should be relatively easy to source in the labour market

(C) “Doer”, because the role is strategically not that central, and should be relatively easy to source in the labour market

(D) “Specialist”, because the role is strategically not that central, but likely to be relatively difficult to source in the labour market

Q.8 – By applying the information in the case to Lepak and Snell’s strategic workforce segmentation framework, the role of teaching assistant should be categorized as:

(A) “Critical”, because this role is strategically central, and likely to be relatively difficult to source in the labour market

(B) “Professional”, because the role is strategically central, but should be relatively easy to source in the labour market

(C) “Specialist”, because the role is strategically not that central, but likely to be relatively difficult to source in the labour market

(D) “Doer”, because the role is strategically not that central, and should be relatively easy to source in the labour market

Q.9 – Which of the following is false? When applying the information in the case to Lepak and Snell’s strategic workforce segmentation framework …..

(A) Global teaching area heads are more unique than local teaching area heads

(B) School Principals are more unique than Global teaching area heads

(C) Both global and local teaching area heads should be classified as “criticals”

(D) Local teaching area heads are more strategically central than Deputy Principals

Q.10 – Which of the following statements is true for the level of pay you should be considering across the different roles in your organisation?

(A) The roles that are classified as “critical” should be the highest paid

(B) The roles that are classified as highest on uniqueness (specialists and criticals) should be the highest paid

(C) The roles that are classified as “specialists” should be paid more than “professionals”

(D) None of the above; pay level should not be determined based on the role classifications in the Lepak and Snell workforce segmentation framework

Recall: Diagnosis to solutions Practice Quiz Answers

In this section, you will get the answers to the practice quiz questions from Week 6 of the course.

Q.1 – Which of the following is NOT one of the four steps involved in moving from a misalignment diagnosis of each of the organisational elements to deciding what organisational changes are required:

(A) Identify the key capability gap

(B) Cluster the most important misalignment issues into a small number of critical underlying problems

(C) Assess the degree of alignment between the different elements of the organisation and the required key capabilities

(D) Develop concrete solutions to all of the misalignment issues you have identified using your diagnostic tools

Q.2 – Which of the following statements is generally true?

(A) It is a good idea not to make the risks associated with your organisational recommendations explicit, because this could weaken the strength of your recommendations

(B) Once you have defined your most critical organisational problems and have developed solutions for them, implementation should be relatively straightforward

(C) Once you have zoomed in on a particular organisational element as the most important source of a critical misalignment issue, you don’t need to bother with recommending changes to any of the other elements

(D) Prioritization and focus takes leadership courage because it requires making difficult trade-off decisions that involve risk

Q.3 – Which of the following is an example of a trade-off risk?

(A) Loss of responsiveness if you decide to move from a divisional to a functional structure

(B) Loss of employee loyalty and commitment if you decide to move from a clan culture to a market culture

(C) Staff complaints when you decide to focus your HR development budget exclusively on your most critical roles, instead of the current practice of offering training opportunities to everyone in the organisation

(D) All of the above

Q.4 – Which of the following statements is true?

(A) Trade-off risks can generally be mitigated by finding ways to preserve some of the benefits of the option that you are moving away from

(B) Implementation risks can generally be mitigated by developing an effective change management approach

(C) Flexibility risks can generally be mitigated by building some flexibility into the organisation through encouraging a change-ready mindset throughout

(D) All of the above

Q.5 – Which of the following answers is incorrect? Prioritization and focus requires courage from a leader because …..

(A) Focusing on the decisions that really matter involves the risk of getting it wrong; as a leader you need to be prepared to accept such calculated risk.

(B) Without it the leader and the organisation both lose strategic focus, making it more difficult to execute the strategy

(C) Prioritization and focus regularly involve telling people “Perhaps, but not now”, making it seem as if their problems aren’t worth addressing.

(D) It’s often easier to keep doing what you’re doing, trying to solve all of the problems that come your way, instead of making the big, difficult choices

Assessment 6 Week 6 Quiz Answers

In this section, you will get the answers to the main assessment quiz questions from Week 6 of the course.

Q.1 – What course of action does the instructor prescribe in order to define the critical issues facing an organisation?

(A) Use a 4 step model to diagnose the problems underlying the issue faced by your organisation.

(B) Evaluate the degree of alignment between the key capabilities and the four elements of the organization.

(C) Cluster related problems together, so that you can reduce the main problem areas down to a maximum of about three.

(D) Assess whether there is a capability gap to address.

Q.2 – Which of the following do you need to be mindful of, when using the 4 step model to define critical issues facing your organisation?

(A) Don’t forget about the importance of existing key capabilities.

(B) Assess the degree of alignment between the different elements of the organization and the key capabilities.

(C) Develop concrete solutions to the critical problem areas.

(D) Identify the key capability gap.

Q.3 – According to the instructor, which of the following is the most important reason there is no such thing as a perfect solution?

(A) Solutions always involve trade offs.

(B) There are risks involved in finding solutions to organisational problems.

(C) Solutions need to be flexible and match changes in the environment.

(D) Implementation process might be more complex and expensive than anticipated.

Q.4 – Which of the following is a risk associated with strategy execution?

(A) Market risk

(B) Implementation risk

(C) Trade off risk

(D) Flexibility risk

Q.5 – Which of the following DOES NOT relate to the trade off risks?

(A) You can’t have a hierarchical culture and an innovative adhocracy culture at the same time.

(B) The implementation process might be more complex and expensive than anticipated.

(C) If you move from a divisional structure to a functional structure you may gain on efficiencies, but you may lose some responsiveness.

(D) You give up the benefits of an organizational option that you are not choosing.

Conclusion

Here you will get 100% correct answers to all the questions from the Organisational design: Know your organisation module in Coursera and it is also a useful resource according to Google Digital Garage and Google Digital Unlocked. After completing this, you should check out our answers to all 26 modules of the Google Digital Garage Fundamentals of Digital Marketing course and the Google Digital Unlocked Fundamentals of Digital Marketing course.

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