Question 11.1 – Why is it important for an organization to have alignment between its strategy and organizational structure?
Question 11.3 – Strategy Highlinght 11.2 (page 306) discusses the informal organizational structure of W. L. Gore & Associates. Go to the firm’s website (www.gore.com) and review the product scope of the firm. A) what commonalities across the products would likely be enhanced by flexible cross-functional teams? B) What would be your expectations of the type of norms found at W. L. Gore
Question 12.1 – How can a firm lower the chances that key managers will pursue their own self-interest at the expense of the stockholders? At the expense of the employees?
Question 12.2 (NOTE: there are several parts to this 1 question.) – The chapter notes that in 2010, in roughly two-thirds of U.S. Firms, the CEO is also the chair of the board of directors. More broadly this can be viewed as an intermingling of management and ownership. Why are these two roles typically separated? Is it a positive development for so many firms to have a combined CEO and board chair?