At the ________ level of a firm, the routine, day-to-day business processes and interactions with customers occur.
Information systems at the ________ level are designed to automate repetitive activities, such as sales transaction processing, and to improve the efficiency of business processes and the customer interface.
Which of the following actions can be included as a part of operational planning?
making day-to-day decisions that are highly structured and recurring
At the ________ level of a firm, information systems are typically used to optimize processes and to better understand the underlying causes of any performance problems.
With respect to decision making in organizations, ________ decisions are those in which the procedures to follow for a given situation can be specified in advance.
Ben White is the manager of a retail store. His work typically includes the routine, day-to-day interactions with customers and, once in a while, solving a customer’s problem or dealing with a dissatisfied customer. Additionally, he has to keep track of inventory and issue an order for additional inventory with levels below a specified level. Ben is a(n) ________ level manager.
With respect to organizational decision-making levels, ________ decisions can be programmed directly into operational information systems so that they can be made with little or no human intervention.
Using information systems to optimize processes at the ________ level of an organization can offer quick returns on the IS investment, as activities at this level are clearly delineated and well focused.
At the ________ level of an organization, functional managers focus on monitoring and controlling operational-level activities and providing information to higher levels of the organization.
The executive level of an organization is also known as the ________ level.
________ decision making in an organization is referred to as semistructured decision making because solutions and problems are not clear-cut and often require judgment and expertise.
The managerial level of an organization is also known as the ________ level.
Managers at the tactical level of an organization focus on ________.
deploying organizational resources to achieve the strategic objectives of the organization
Jane Estroisch works as a manager in a multidomestic firm. She focuses on the long-term questions facing the organization such as which countries to compete in and what organizational policies to follow. Jane is in the ________ level of the organization.
Managers in the ________ level of an organization are referred to as “executives.”
________ decisions deal with complex problems with broad and long-term ramifications for an organization.
With respect to organizational decision-making levels, for ________ decisions, some procedures to follow for a given situation can be specified in advance, but not to the extent where a specific recommendation can be made.
At the ________ level of an organization, managers focus on long-term strategic questions facing the organization, such as which products to produce, which countries to compete in, and what organizational strategy to follow.
Managers at the ________ level include the president and chief executive officer, vice presidents, and possibly the board of directors.
________ decisions are referred to as unstructured decisions because the problems are relatively complex and non-routine.
To assist ________ decision making, information systems are used to obtain aggregate summaries of trends and projections of the future.
At the ________ level of an organization, information systems provide KPIs that are focused on balancing performance across the organization.
Information systems at the ________ level of an organization often help in automating repetitive activities.
Which of the following actions would an organization take if it decides to pursue a best-cost provider strategy?
offering products or services of reasonably good quality at competitive prices
Which of the following is an example of a best-cost provider strategy?
Walmart’s every day low prices (EDLP) strategy hinges upon Walmart’s ability to obtain consumer goods at the cheapest possible price and pass these savings on to consumers.
Walmart pursues a ________ strategy, by which it offers the best prices in its industry on its goods and/or services
Which of the following is an implication for firms that have a threat of new entrants in their market?
decreased market share
Reduced prices, need for increased quality, and demand for more services from a firm would result due to ________.
high customers’ bargaining power
________ is the process of analyzing an organization’s activities to determine where value is added to products and/or services and what costs are incurred for doing so.
Value chain analysis
With reference to assessing value for the IS infrastructure, architectural value is derived from ________.
an investment’s ability to extend the infrastructure’s capabilities to meet business needs today and in the future
While assessing value of the IS infrastructure, “before-and-after” assessments of infrastructure characteristics such as interoperability, portability, scalability, recoverability, and compatibility can be taken to measure ________ value.
While assessing value of the IS infrastructure, ________ value is derived from assessing an investment’s impact on enabling the infrastructure to better meet business processing requirements.
While assessing value of the IS infrastructure, if we measure the impact of not investing in a particular project, we are deriving the ________ value.
While assessing value of the IS infrastructure, ________ value is derived from assessing the extent to which an investment helps to meet requirements for control, security, and integrity as required by a governing body or a key customer.
regulatory and compliance
With respect to the components of a business model, a ________ is the utility that the product/service has to offer to customers.
With reference to assessing value for the IS infrastructure, ________ value is the contribution an investment makes toward improving the infrastructure’s ability to enhance the profitability of the business.
Unstructured decisions can be programmed directly into operational information systems so that they can be made with little or no human intervention.
At the executive level, information systems are typically used to optimize processes and to better understand the underlying causes of any performance problems.
Tactical-level decision making is more structured and routine than operational-level decision making.
Managerial-level decision making is referred to as semistructured decision making.
Executive-level decisions are referred to as unstructured decisions.
With respect to the organizational decision making levels, top level managers typically focus on problems within a specific business function, such as marketing or finance.
For unstructured organizational decisions, few or no procedures to follow for a given situation can be specified in advance.
Most organizations have three general decision-making levels: operational, managerial, and executive.
Operational, managerial, and executive decision-making levels are all supported by a single type of information system.
In an organizational setup, a functional area represents a discrete area of an organization that focuses on a specific set of activities.
Organizational learning is the ability of an organization to use past behavior and information to improve its business processes.
Organizational strategy is a firm’s plan to accomplish its mission and goals as well as to gain or sustain competitive advantage over rivals.
In an organization, managers use value chain analysis to identify opportunities where information systems can be used to develop a competitive advantage.
Increased costs and reduced quality are implications for firms that face an increasing threat of new entrants in its markets.
The use of information systems has become one of the primary ways that organizations improve their value chains.
Choosing and implementing an emerging information system is not sufficient to gain or sustain competitive advantage.
Within the context of international business strategies, a global strategy is associated with ________.
high degree of global integration and low degree of local responsiveness
A home-replication strategy can be referred to as an international strategy.
The inability to react to local market conditions is a major disadvantage of firms pursuing a multidomestic business strategy.
Within the context of international business strategies, a firm that enjoys a high degree of global integration and local responsiveness is pursuing a(n) ________ strategy.
With respect to international business strategy, ________ is the corporate culture that has evolved in the environment of the firm’s home country.
In contrast to global organizations where most of the resources are centralized in different countries, different resources in a transnational company need to be centralized in the company’s home country.
Home-replication strategy is also called the ________ strategy.
Which of the following international business strategies is the most basic form of going global?
Which of the following statements is true about firms pursuing a home-replication strategy?
They focus on their domestic customers’ needs and wants and merely export their products to generate additional sales.
Within the context of international business strategies, companies pursuing a(n) ________ strategy attempt to achieve economies of scale by producing identical products in large quantities for a variety of different markets.
Which of the following is a disadvantage of firms that pursue a global strategy?
inability to react quickly to local challenges and opportunities
Which of the following statements is true about firms pursuing a multidomestic business strategy?
They are extremely flexible and responsive to the needs and demands of local markets.
Which of the following is a disadvantage for firms pursuing a multidomestic business strategy?
limited knowledge transfer between individual subsidiaries
The ________ business strategy allows companies to leverage the flexibility offered by a decentralized organization while at the same time reaping economies of scale enjoyed by centralization.
Which of the following actions distinguishes firms pursuing a transnational business strategy from firms using business strategies?
striking a balance between centralization and decentralization
Unilever, which decides when to centralize and when to decentralize depending on the products and the local markets, is an example of a(n) ________ company.
Mystic, a Texas-based fashion apparel company with subsidiaries in more than 25 countries across the world, is one of the most recognized brands in the global and domestic markets. In a recent interview with The New York Times, the CEO and the spearhead of Mystic Co. Burt Swager said, “The secret of the company’s success is its ability to strike the right balance between centralization and decentralization.” Mystic Co. is a firm that successfully pursues a(n) ________ business strategy.
According to ________, the number of transistors that could be squeezed onto a silicon chip would double every 18 months.
Risk tolerance for people within the organization should be low for the deployment of innovative information systems.
The e-business innovation cycle puts strategy ahead of technology.
Within the context of organizational requirements for innovation, to deploy innovative information systems well, people in the organization must be willing to do whatever they can to bypass and eliminate internal bureaucracy, set aside political squabbles, and pull together for the common good. These requirements can be categorized as ________ requirements.
Organizations deploying innovative information systems must have the human capital necessary to deploy the new systems. These requirements can be categorized as ________ requirements.
________ are new technologies, products, or services that eventually surpass the existing dominant technology or product in a market.
According to the disruptive growth engine, executive leadership will allow a firm to ________.
gain credibility and to bridge sustaining and disruptive product development
Which of the following statements is true about the e-business innovation cycle?
The vertical dimension of the cycle shows the extent to which an organization derives value from a particular information technology, and the horizontal dimension shows time.
In an e-business innovation cycle, after an organization scans the environment for new emerging and enabling technologies, the next step is to ________.
match the most promising new technologies with current economic opportunities
Freeconomics is the leveraging of digital technologies to ________.
provide free goods and services to customers as a business strategy for gaining a competitive advantage
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