PLEASE ANSWER ALL THREE QUESTIONS!

Implementing and executing strategy are primarily operations-driven activities revolving around the management of people and day-to-day operations, business processes, and organization structure. o in a successful manner consists mainly of concentrated management attention on training the work force in cost-efficient performance of value chain activities and creating incentives to promote fast adoption of best practices. o tests a manager's ability to overcome resistance to change and convince company personnel of the benefits of adopting a team-based approach to strategy execution. o is primarily a task for a company's senior executive team. is generally an easier managerial task than crafting strategy. In which one of the following instances is the training and retraining of employees likely to make the least important contribution to good strategy execution? When an organization is striving to (a) build and enhance skills-based competencies and meld them into competitively valuable capabilities and/or (2) implement newly-discovered best practices in particular value chain activities When better execution of the chosen strategy calls for new or better skills, deeper technological capability, or building and using new capabilities. When technical know-how is changing so rapidly that a company loses its ability to compete unless its skilled people have cutting-edge knowledge and expertise When a company shifts to a strategy requiring different skills, competitive capabilities, and operating practices When developing next-generation technologies or products ahead of rivals is the key to achieving a sustainable competitive edge Which one of the following statements regarding the task of staffing the organization in a manner that facilitates strategy execution is false or inaccurate? It is difficult for a company to competently execute its strategy and achieve operating excellence without recruiting and retaining a large band of capable, engaged, high- achieving employees. The quality of an organization's people is always an essential ingredient of successful strategy execution--knowledgeable, engaged employees are a company's best source of creative ideas for the nuts-and-bolts operating improvements that lead to operating excellence. In turnaround and rapid-growth situations, and in instances when a company doesn't have insiders with the requisite know-how, filling key management slots from the outside is a standard organization-building approach. The overriding aim in building a management team should be to replace weak executives who lack strong skills in closely supervising the people who work under them. o 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