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Strategic Management A Competitive Advantage Approach Concepts 16th Edition David Test Bank instant download all chapter
Strategic Management A Competitive Advantage Approach Concepts 16th Edition David Test Bank instant download all chapter
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Strategic Management: A Competitive Advantage Approach, 16e (David)
Chapter 7 Implementing Strategies: Management, Operations, and Human Resource
Issues
y
B) Revising reward and incentive plans
C) Performing an internal audit
D) Minimizing resistance to change
nl
E) Developing an effective human resources function
Answer: C
tO
Diff: 2
LO: 7.1: Describe the transition from formulating to implementing strategies.
AACSB: Analytical thinking
f
Answer: FALSE
Diff: 2
LO: 7.1: Describe the transition from formulating to implementing strategies.
AACSB: Written and oral communication
D
4) It is always easier to say you are going to do something (strategy formulation) than to actually
do it (strategy implementation).
Answer: TRUE
Diff: 1
LO: 7.1: Describe the transition from formulating to implementing strategies.
AACSB: Written and oral communication
1
Copyright © 2017 Pearson Education, Inc.
6) Implementing strategy affects all the functional areas of a business and may influence some
divisional areas of a business.
Answer: FALSE
Diff: 2
LO: 7.1: Describe the transition from formulating to implementing strategies.
AACSB: Written and oral communication
7) What are five differences between strategy formulation and strategy implementation?
Answer: Student answers should include five of the following: Strategy formulation is
positioning forces before the action, whereas strategy implementation is managing forces during
the action. Strategy formulation focuses on effectiveness, whereas strategy implementation
focuses on efficiency. Strategy formulation is primarily an intellectual process, whereas strategy
implementation is primarily an operational process. Strategy formulation requires good intuitive
and analytical skills, whereas strategy implementation requires special motivational and
leadership skills. Strategy formulation requires coordination among a few individuals, whereas
strategy implementation requires coordination among many individuals. Strategy formulation is
science with tools and techniques, whereas strategy implementation is an art to energize people.
y
Strategy formulation and strategy implementation are both difficult to do well, but strategy
implementation is considerably more difficult to do well. Strategy orientation is process oriented,
nl
whereas strategy implementation is people oriented. Strategy formulation is primarily the
responsibility of top managers, whereas strategy implementation is primarily the responsibility of
mid and lower level managers.
tO
Diff: 3
LO: 7.1: Describe the transition from formulating to implementing strategies.
AACSB: Written and oral communication
8) Considerable time and effort should be devoted to assuring objectives are well conceived
f
D) evaluating managers.
E) all of the above
Answer: E
Diff: 2
LO: 7.2: Discuss five reasons why annual objectives are essential for effective strategy
implementation.
AACSB: Written and oral communication
2
Copyright © 2017 Pearson Education, Inc.
9) Which of the following is NOT true about objectives?
A) They should be communicated throughout the organization.
B) They should have an appropriate time dimension.
C) They should use terms like "maximize," "minimize," and "as soon as possible."
D) They should be measurable.
E) They should be consistent.
Answer: C
Diff: 3
LO: 7.2: Discuss five reasons why annual objectives are essential for effective strategy
implementation.
AACSB: Written and oral communication
10) Which word or phrase would be most suitable to use in written objective statements?
A) Maximize
B) Minimize
C) 10 percent increase
D) Adequate
y
E) As soon as possible
Answer: C
Diff: 3
nl
LO: 7.2: Discuss five reasons why annual objectives are essential for effective strategy
implementation.
tO
AACSB: Written and oral communication
LO: 7.2: Discuss five reasons why annual objectives are essential for effective strategy
ra
implementation.
AACSB: Written and oral communication
D
12) Annual objectives are key components in the strategic-management process because they
dictate how resources will be allocated.
Answer: TRUE
Diff: 2
LO: 7.2: Discuss five reasons why annual objectives are essential for effective strategy
implementation.
AACSB: Analytical thinking
13) Horizontal consistency is less important than vertical consistency in developing annual
objectives, but it still contributes to improved objectives.
Answer: FALSE
Diff: 2
LO: 7.2: Discuss five reasons why annual objectives are essential for effective strategy
implementation.
AACSB: Written and oral communication
3
Copyright © 2017 Pearson Education, Inc.
14) Undesirable conduct such as distorting the records can be a result of overemphasis on
achieving objectives.
Answer: TRUE
Diff: 2
LO: 7.2: Discuss five reasons why annual objectives are essential for effective strategy
implementation.
AACSB: Ethical understanding and reasoning
15) List three of the primary reasons annual objectives are essential for strategy implementation.
Answer: Students should list three of the following: 1) represent the basis for allocating
resources; 2) are a primary mechanism for evaluating managers; 3) are the major instrument for
monitoring progress toward achieving long-term objectives; 4) establish organizational,
divisional, and departmental priorities; and 5) they are essential for keeping a strategic plan on
track.
Diff: 2
LO: 7.2: Discuss five reasons why annual objectives are essential for effective strategy
implementation.
y
AACSB: Written and oral communication
nl
16) What term is used to describe specific guidelines, methods, procedures, rules, forms and
administrative practices established to support and encourage work toward stated goals?
A) Long-term objectives
tO
B) Policies
C) Annual objectives
D) Strategies
E) Values
Answer: B
f
Diff: 2
ra
LO: 7.3: Identify and discuss six reasons why policies are essential for effective strategy
implementation.
AACSB: Written and oral communication
D
17) Policies
A) let both employees and managers know what is expected of them.
B) provide a basis for management control.
C) allow coordination across organizational units.
D) reduce the amount of time managers spend making decisions.
E) all of the above
Answer: E
Diff: 2
LO: 7.3: Identify and discuss six reasons why policies are essential for effective strategy
implementation.
AACSB: Written and oral communication
4
Copyright © 2017 Pearson Education, Inc.
18) Which is NOT a characteristic of policies?
A) let both employees and managers know what is expected of them
B) provide a basis for management control
C) allow coordination across organizational units
D) reduce the amount of time managers spend making decisions
E) represent the basis for allocating resources
Answer: E
Diff: 3
LO: 7.3: Identify and discuss six reasons why policies are essential for effective strategy
implementation.
AACSB: Written and oral communication
19) "All of our locations will be open at least two evenings per week until 8:30 p.m." is an
example of a(n)
A) administration.
B) goal.
C) objective.
y
D) policy.
E) procedure.
Answer: D
Diff: 2
nl
LO: 7.3: Identify and discuss six reasons why policies are essential for effective strategy
tO
implementation.
AACSB: Analytical thinking
20) Policies refer to specific guidelines, methods, procedures, rules, forms, and administrative
f
Answer: TRUE
Diff: 1
LO: 7.3: Identify and discuss six reasons why policies are essential for effective strategy
implementation.
D
21) Strategies clarify what can and cannot be done in pursuit of an organization's objectives.
Answer: FALSE
Diff: 2
LO: 7.3: Identify and discuss six reasons why policies are essential for effective strategy
implementation.
AACSB: Written and oral communication
22) "Beginning in March, production employees will have the option of working up to 12 hours
of overtime per week." is an example of a procedure.
Answer: FALSE
Diff: 3
LO: 7.3: Identify and discuss six reasons why policies are essential for effective strategy
implementation.
AACSB: Analytical thinking
5
Copyright © 2017 Pearson Education, Inc.
23) Name at least six issues indicated by the authors that may require a management policy.
Answer: Possible answers include: 1) to offer extensive or limited management development
workshops and seminars; 2) to centralize or decentralize employee-training activities; 3) to
recruit through employment agencies, college campuses and/or newspapers; 4) to promote from
within or to hire from the outside; 5) to promote on the basis of merit or on the basis of seniority;
6) to tie executive compensation to long-term and/or annual objectives; 7) to offer numerous or
few employee benefits; 8) to negotiate directly or indirectly with labor unions; 9) to delegate
authority for large expenditures or to retain this authority centrally; 10) To allow much, some, or
no overtime work; 11) to establish a high- or low-safety stock of inventory; 12) to use one or
more suppliers; 13) to buy, lease, or rent new production equipment; 14) the degree of quality
control; 15) to establish many or only a few production standards; 16) to operate one, two, or
three shifts; 17) to discourage using insider information for personal gain; 18) to discourage
sexual harassment; 19) to discourage smoking at work; 20) to discourage insider trading; and 21)
to discourage moonlighting.
Diff: 3
LO: 7.3: Identify and discuss six reasons why policies are essential for effective strategy
y
implementation.
AACSB: Written and oral communication
nl
24) Which is NOT a major factor that commonly prohibits effective resource allocation?
A) Underprotection of resources
tO
B) Organizational politics
C) Having vague strategy targets
D) A reluctance to take risks
E) A lack of sufficient knowledge
f
Answer: A
ra
Diff: 3
LO: 7.4: Explain the role of resource allocation and managing conflict in strategy
implementation.
AACSB: Written and oral communication
D
25) A disagreement between two or more parties on one or more issues is called a(n)
A) integrated solution.
B) conflict.
C) compromise.
D) defusion.
E) avoidance.
Answer: B
Diff: 1
LO: 7.4: Explain the role of resource allocation and managing conflict in strategy
implementation.
AACSB: Interpersonal relations and teamwork
6
Copyright © 2017 Pearson Education, Inc.
26) Conflict in an organization is
A) always bad.
B) always good.
C) not always bad.
D) a sign of bankruptcy.
E) completely avoidable.
Answer: C
Diff: 2
LO: 7.4: Explain the role of resource allocation and managing conflict in strategy
implementation.
AACSB: Interpersonal relations and teamwork
y
E) all of the above
Answer: A
Diff: 3
nl
LO: 7.4: Explain the role of resource allocation and managing conflict in strategy
implementation.
tO
AACSB: Interpersonal relations and teamwork
28) What are the three categories of approaches for managing and resolving conflict?
A) Avoidance, defusion, and confrontation
f
Diff: 3
LO: 7.4: Explain the role of resource allocation and managing conflict in strategy
implementation.
AACSB: Interpersonal relations and teamwork
7
Copyright © 2017 Pearson Education, Inc.
29) Which approach for managing and resolving conflict involves exchanging members of
conflicting parties so that each can gain an appreciation of the other's point of view?
A) Avoidance
B) Resistance
C) Compliance
D) Defusion
E) Confrontation
Answer: E
Diff: 2
LO: 7.4: Explain the role of resource allocation and managing conflict in strategy
implementation.
AACSB: Interpersonal relations and teamwork
30) Which approach for managing and resolving conflict involves ignoring the problem in hopes
that the conflict will resolve itself?
A) Avoidance
B) Resistance
y
C) Compliance
D) Defusion
E) Confrontation
Answer: A
Diff: 1 nl
tO
LO: 7.4: Explain the role of resource allocation and managing conflict in strategy
implementation.
AACSB: Interpersonal relations and teamwork
31) Which approach for managing and resolving conflict involves playing down differences
f
A) Avoidance
B) Resistance
C) Compliance
D
D) Defusion
E) Confrontation
Answer: D
Diff: 2
LO: 7.4: Explain the role of resource allocation and managing conflict in strategy
implementation.
AACSB: Interpersonal relations and teamwork
32) Four types of resources that can be used to achieve desired objectives are financial, physical,
human, and technological.
Answer: TRUE
Diff: 1
LO: 7.4: Explain the role of resource allocation and managing conflict in strategy
implementation.
AACSB: Written and oral communication
8
Copyright © 2017 Pearson Education, Inc.
33) Avoidance, defusion, and confrontation are the classifications for the various types of
conflict that can arise in organizations.
Answer: FALSE
Diff: 3
LO: 7.4: Explain the role of resource allocation and managing conflict in strategy
implementation.
AACSB: Interpersonal relations and teamwork
35) In the context of conflict management and resolution, ignoring the problem in the hopes that
the conflict will resolve itself is classified as a defusion technique.
y
Answer: FALSE
Diff: 2
implementation.
AACSB: Interpersonal relations and teamwork nl
LO: 7.4: Explain the role of resource allocation and managing conflict in strategy
tO
36) Holding a meeting at which conflicting parties present their views and work through their
differences is part of the defusion technique of managing conflict.
Answer: FALSE
Diff: 2
f
LO: 7.4: Explain the role of resource allocation and managing conflict in strategy
ra
implementation.
AACSB: Interpersonal relations and teamwork
D
37) Exchanging members of conflicting parties so each can gain an appreciation of the other's
point of view exemplifies a confrontation approach.
Answer: TRUE
Diff: 2
LO: 7.4: Explain the role of resource allocation and managing conflict in strategy
implementation.
AACSB: Interpersonal relations and teamwork
9
Copyright © 2017 Pearson Education, Inc.
38) The approaches for managing and resolving conflict in an organization can be classified into
three categories. Name these three categories and give an example for each.
Answer: Various approaches for managing and resolving conflict can be classified into three
categories: avoidance, defusion, and confrontation. Avoidance includes such actions as ignoring
the problem in hopes the conflict will resolve itself, or physically separating the conflicting
individuals or groups. Defusion can include playing down differences between conflicting parties
while accentuating similarities and common interests, compromising so there is neither a clear
winner nor loser, resorting to majority rule, appealing to a higher authority, or redesigning
present positions. Confrontation is exemplified by exchanging members of conflicting parties so
each can gain an appreciation of the other's point of view, or by holding a meeting at which
conflicting parties present their views and work through their differences.
Diff: 2
LO: 7.4: Explain the role of resource allocation and managing conflict in strategy
implementation.
AACSB: Written and oral communication
39) Why do changes in company strategy often require changes in the way an organization is
y
structured?
A) Structure dictates how objectives and policies will be established.
nl
B) Structure dictates how resources will be allocated.
C) Structure should be designed to facilitate the strategic pursuit of a firm.
D) All of the above
tO
E) None of the above
Answer: D
Diff: 2
LO: 7.5: Discuss the need to match a firm's structure with its strategy.
f
LO: 7.5: Discuss the need to match a firm's structure with its strategy.
AACSB: Analytical thinking
10
Copyright © 2017 Pearson Education, Inc.
43) What type of organizational structure promotes specialization of labor and allows rapid
decision making?
A) Divisional structure by product
B) Functional structure
C) Divisional structure by customer
D) Strategic business unit
E) Matrix structure
Answer: B
Diff: 2
LO: 7.6: Identify, diagram, and discuss seven different types of organizational structure.
AACSB: Written and oral communication
y
E) Matrix
Answer: C
Diff: 2
nl
LO: 7.6: Identify, diagram, and discuss seven different types of organizational structure.
AACSB: Written and oral communication
tO
45) Medium-sized firms tend to use which type of structure?
A) Divisional
B) Matrix
f
C) SBU
ra
D) Functional
E) Centralized
Answer: A
Diff: 2
D
LO: 7.6: Identify, diagram, and discuss seven different types of organizational structure.
AACSB: Written and oral communication
46) What is NOT one of the basic ways a divisional structure can be organized?
A) By geographic area
B) By product
C) By customer
D) By process
E) By cost
Answer: E
Diff: 2
LO: 7.6: Identify, diagram, and discuss seven different types of organizational structure.
AACSB: Written and oral communication
11
Copyright © 2017 Pearson Education, Inc.
47) A divisional structure by product is most effective when
A) special emphasis needs to be placed on specific products.
B) an organization offers few products.
C) an organization's products or services differ substantially.
D) special emphasis needs to be placed on specific services.
E) all of the above
Answer: E
Diff: 3
LO: 7.6: Identify, diagram, and discuss seven different types of organizational structure.
AACSB: Written and oral communication
y
E) the firm serves one geographic area.
Answer: A
Diff: 2
nl
LO: 7.6: Identify, diagram, and discuss seven different types of organizational structure.
AACSB: Written and oral communication
tO
49) Which divisional structure stands out for effectiveness when a few major customers are of
paramount importance and many different services are provided to these customers?
A) By geographic area
f
B) By customer
ra
C) By product
D) By process
E) By cost
Answer: B
D
Diff: 2
LO: 7.6: Identify, diagram, and discuss seven different types of organizational structure.
AACSB: Written and oral communication
50) Which organizational structure has the disadvantage of ambiguous roles for some senior
executives?
A) Functional
B) Divisional
C) Strategic Business Unit (SBU)
D) Matrix
E) Process
Answer: C
Diff: 3
LO: 7.6: Identify, diagram, and discuss seven different types of organizational structure.
AACSB: Written and oral communication
12
Copyright © 2017 Pearson Education, Inc.
51) What is the most complex form of organizational structure?
A) Divisional
B) SBU
C) Matrix
D) Functional
E) Geographic
Answer: C
Diff: 2
LO: 7.6: Identify, diagram, and discuss seven different types of organizational structure.
AACSB: Written and oral communication
52) Medium-sized firms tend to be divisionally structured, whereas large firms tend to use an
SBU (strategic business unit) or matrix structure.
Answer: TRUE
Diff: 2
LO: 7.6: Identify, diagram, and discuss seven different types of organizational structure.
AACSB: Written and oral communication
y
53) Tasks and activities are grouped together by business function in a divisional organizational
structure.
Answer: FALSE
Diff: 1 nl
tO
LO: 7.6: Identify, diagram, and discuss seven different types of organizational structure.
AACSB: Written and oral communication
54) A functional structure can be effective at eliminating short-term and narrow thinking.
f
Answer: FALSE
ra
Diff: 2
LO: 7.6: Identify, diagram, and discuss seven different types of organizational structure.
AACSB: Written and oral communication
D
55) Most large companies have abandoned the functional structure in favor of decentralization.
Answer: TRUE
Diff: 2
LO: 7.6: Identify, diagram, and discuss seven different types of organizational structure.
AACSB: Written and oral communication
56) With a divisional structure, it is possible that competition between divisions may become so
intense that it leads to improved sharing of ideas and resources for the common good of the firm.
Answer: FALSE
Diff: 2
LO: 7.6: Identify, diagram, and discuss seven different types of organizational structure.
AACSB: Written and oral communication
13
Copyright © 2017 Pearson Education, Inc.
57) With a divisional structure by customer, an organization can effectively cater to the
requirements of clearly defined customer groups.
Answer: TRUE
Diff: 2
LO: 7.6: Identify, diagram, and discuss seven different types of organizational structure.
AACSB: Written and oral communication
58) Because activities are organized according to the way work is actually performed, a
divisional structure by process is similar to the matrix structure.
Answer: FALSE
Diff: 3
LO: 7.6: Identify, diagram, and discuss seven different types of organizational structure.
AACSB: Written and oral communication
y
LO: 7.6: Identify, diagram, and discuss seven different types of organizational structure.
AACSB: Written and oral communication
nl
60) With the matrix structure it is common for functional resources to be duplicated.
Answer: FALSE
tO
Diff: 2
LO: 7.6: Identify, diagram, and discuss seven different types of organizational structure.
AACSB: Written and oral communication
61) What are the advantages and disadvantages of a divisional organizational structure?
f
Answer: A divisional structure has some clear advantages. The first is that accountability is
ra
clear. Also, it creates career development opportunities for managers, allows local control of
local situations, leads to a competitive climate within an organization, and allows new businesses
and products to be added easily. A divisional structure does have its limitations. A divisional
D
structure is costly because each division requires functional specialists who must be paid, there
exists some duplication of staff services, facilities and personnel, and better-qualified individuals
require higher salaries. It is also costly because it requires an elaborate headquarters-driven
control system. Competition between divisions may become so intense that it is dysfunctional. A
divisional structure can lead to limited sharing of ideas and resources. Some regions, products, or
customers may receive special treatment.
Diff: 3
LO: 7.6: Identify, diagram, and discuss seven different types of organizational structure.
AACSB: Written and oral communication
62) List the four basic ways a divisionally structured firm could be organized.
Answer: The four basic ways a divisionally structured firm could be organized are: 1) by
geographic area, 2) by product or service, 3) by customer, and 4) by process.
Diff: 2
LO: 7.6: Identify, diagram, and discuss seven different types of organizational structure.
AACSB: Written and oral communication
14
Copyright © 2017 Pearson Education, Inc.
63) When developing an organizational chart, you should
A) recommend dual titles for executives.
B) use the title "president" for the top executive of the firm.
C) make sure that the chief financial officer is not at the same level as the chief operating officer
(COO).
D) have division presidents report to a chief operating officer (COO).
E) have employees report to more than one person in the chain of command.
Answer: D
Diff: 2
LO: 7.7: Identify and discuss fifteen dos and don'ts in constructing organizational charts.
AACSB: Written and oral communication
64) When developing an organizational chart, the title president should be reserved for the top
executive of the firm.
Answer: FALSE
Diff: 2
y
LO: 7.7: Identify and discuss fifteen dos and don'ts in constructing organizational charts.
AACSB: Written and oral communication
nl
65) When developing an organizational chart, it is not wise to recommend that any executive
have a dual title.
tO
Answer: TRUE
Diff: 2
LO: 7.7: Identify and discuss fifteen dos and don'ts in constructing organizational charts.
AACSB: Written and oral communication
f
66) In developing an organizational chart, avoid having a particular person reporting to more
ra
LO: 7.7: Identify and discuss fifteen dos and don'ts in constructing organizational charts.
AACSB: Written and oral communication
67) In publicly held U.S. companies it is becoming increasingly common to combine the
positions of chairperson of the board and the CEO.
Answer: FALSE
Diff: 2
LO: 7.7: Identify and discuss fifteen dos and don'ts in constructing organizational charts.
AACSB: Written and oral communication
15
Copyright © 2017 Pearson Education, Inc.
68) Which term is primarily concerned with shareholder well-being rather than employee well-
being?
A) Benchmarking
B) Reengineering
C) Product redesign
D) Process management
E) Restructuring
Answer: E
Diff: 2
LO: 7.8: Discuss four strategic production/operations issues vital for successful strategy
implementation.
AACSB: Written and oral communication
y
D) increased number of hierarchical levels in the organization.
E) increased innovation.
Answer: B
Diff: 2
nl
LO: 7.8: Discuss four strategic production/operations issues vital for successful strategy
tO
implementation.
AACSB: Written and oral communication
70) What action involves reconfiguring or redesigning work, jobs, and processes for the purpose
of improving cost, quality, service, and speed?
f
A) Restructuring
ra
B) Downsizing
C) Reengineering
D) Delayering
D
E) Recruiting
Answer: C
Diff: 1
LO: 7.8: Discuss four strategic production/operations issues vital for successful strategy
implementation.
AACSB: Written and oral communication
16
Copyright © 2017 Pearson Education, Inc.
71) What change strategy involves giving orders and enforcing those orders?
A) Self-interest
B) Educative
C) Force
D) Rational
E) Defusion
Answer: C
Diff: 2
LO: 7.8: Discuss four strategic production/operations issues vital for successful strategy
implementation.
AACSB: Interpersonal relations and teamwork
y
E) all of the above
Answer: E
Diff: 2
nl
LO: 7.8: Discuss four strategic production/operations issues vital for successful strategy
implementation.
tO
AACSB: Interpersonal relations and teamwork
73) A change strategy that attempts to convince people that the change is to their personal
advantage is
f
A) defusion.
ra
B) force.
C) educative.
D) rational.
E) compromise.
D
Answer: D
Diff: 2
LO: 7.8: Discuss four strategic production/operations issues vital for successful strategy
implementation.
AACSB: Interpersonal relations and teamwork
17
Copyright © 2017 Pearson Education, Inc.
74) Which of the following is in keeping with the current view of organizational change?
A) Organizational change is a project.
B) Organizational change is a continuous process.
C) Organizational change is an event.
D) Organizational change involves unfreezing behavior, changing the behavior, and then
refreezing the new behavior.
E) All of the above
Answer: B
Diff: 2
LO: 7.8: Discuss four strategic production/operations issues vital for successful strategy
implementation.
AACSB: Interpersonal relations and teamwork
y
D) a personnel planning method.
E) a process for improving quality.
Answer: B
Diff: 1
nl
LO: 7.8: Discuss four strategic production/operations issues vital for successful strategy
tO
implementation.
AACSB: Written and oral communication
76) In terms of number of employees, restructuring usually involves increasing the size of the
f
firm.
ra
Answer: FALSE
Diff: 2
LO: 7.8: Discuss four strategic production/operations issues vital for successful strategy
implementation.
D
77) Reengineering does not usually affect the organizational structure or chart, nor does it imply
job loss or employee layoffs.
Answer: TRUE
Diff: 3
LO: 7.8: Discuss four strategic production/operations issues vital for successful strategy
implementation.
AACSB: Written and oral communication
78) Six Sigma is generally equally successful in retail firms and manufacturing firms.
Answer: FALSE
Diff: 3
LO: 7.8: Discuss four strategic production/operations issues vital for successful strategy
implementation.
AACSB: Written and oral communication
18
Copyright © 2017 Pearson Education, Inc.
79) The focus of restructuring is changing the way work is actually carried out.
Answer: FALSE
Diff: 3
LO: 7.8: Discuss four strategic production/operations issues vital for successful strategy
implementation.
AACSB: Written and oral communication
80) People's anxieties are raised with the thought of change because they fear economic loss,
inconvenience, uncertainty, and a break in normal social patterns.
Answer: TRUE
Diff: 2
LO: 7.8: Discuss four strategic production/operations issues vital for successful strategy
implementation.
AACSB: Interpersonal relations and teamwork
81) Resistance to change can be considered the single greatest threat to successful strategy
y
implementation.
Answer: TRUE
Diff: 1
nl
LO: 7.8: Discuss four strategic production/operations issues vital for successful strategy
implementation.
tO
AACSB: Interpersonal relations and teamwork
82) A rational change strategy means giving orders and enforcing those orders.
Answer: FALSE
Diff: 2
f
LO: 7.8: Discuss four strategic production/operations issues vital for successful strategy
ra
implementation.
AACSB: Interpersonal relations and teamwork
D
83) When the rational type change strategy is successful, strategy implementation can be
relatively easy.
Answer: TRUE
Diff: 2
LO: 7.8: Discuss four strategic production/operations issues vital for successful strategy
implementation.
AACSB: Interpersonal relations and teamwork
84) The advantage of the educative change strategy is that implementation is quick and relatively
easy.
Answer: FALSE
Diff: 2
LO: 7.8: Discuss four strategic production/operations issues vital for successful strategy
implementation.
AACSB: Interpersonal relations and teamwork
19
Copyright © 2017 Pearson Education, Inc.
85) The rational change strategy is one that presents information to convince people of the need
for change.
Answer: FALSE
Diff: 2
LO: 7.8: Discuss four strategic production/operations issues vital for successful strategy
implementation.
AACSB: Interpersonal relations and teamwork
86) A force change strategy is plagued by low commitment and high resistance.
Answer: TRUE
Diff: 2
LO: 7.8: Discuss four strategic production/operations issues vital for successful strategy
implementation.
AACSB: Interpersonal relations and teamwork
87) Organizational change today should be viewed as a project or event rather than as a
continuous process.
y
Answer: FALSE
Diff: 3
implementation.
AACSB: Interpersonal relations and teamwork nl
LO: 7.8: Discuss four strategic production/operations issues vital for successful strategy
tO
88) JIT significantly increases the costs of implementing strategies.
Answer: FALSE
Diff: 1
LO: 7.8: Discuss four strategic production/operations issues vital for successful strategy
f
implementation.
ra
89) Besides reducing worker alienation and stimulating productivity, ESOPs allow firms other
D
90) A tax benefit of ESOP plans is that they empower owners to work as employees.
Answer: FALSE
Diff: 2
LO: 7.8: Discuss four strategic production/operations issues vital for successful strategy
implementation.
AACSB: Written and oral communication
20
Copyright © 2017 Pearson Education, Inc.
91) How does reengineering differ from restructuring?
Answer: In contrast to restructuring, reengineering is concerned more with employee and
customer well-being than shareholder well-being. Reengineering does not usually affect the
organizational structure or chart, nor does it imply job loss or employee layoffs. Whereas
restructuring is concerned with eliminating or establishing, shrinking or enlarging, and moving
organizational departments and divisions, the focus of reengineering is changing the way work is
actually carried out. Reengineering is characterized by many tactical (short-term, business-
function-specific) decisions, whereas restructuring is characterized by strategic (long-term,
affecting all business functions) decisions.
Diff: 3
LO: 7.8: Discuss four strategic production/operations issues vital for successful strategy
implementation.
AACSB: Written and oral communication
92) What are the three commonly used strategies or approaches for implementing changes in an
organization? Give an advantage and/or disadvantage for each type of approach.
Answer: Although there are various approaches for implementing changes, three commonly
y
used strategies are a force change strategy, an educative change strategy, and a rational or self-
interest change strategy. A force change strategy involves giving orders and enforcing those
nl
orders; this strategy has the advantage of being fast, but low commitment and high resistance
plague it. An educative change strategy is one that presents information to convince people of the
need for change; the disadvantage of an educative change strategy is that implementation
tO
becomes slow and difficult. However, this type of strategy evokes greater commitment and less
resistance than does the force change strategy. Finally, a rational or self-interest change strategy
is one that attempts to convince individuals the change is to their personal advantage. When this
appeal is successful, strategy implementation can be relatively easy.
f
Diff: 2
ra
LO: 7.8: Discuss four strategic production/operations issues vital for successful strategy
implementation.
AACSB: Analytical thinking
D
21
Copyright © 2017 Pearson Education, Inc.
94) For upper-level executives, ________ is the major variable used for compensation
incentives.
A) Balanced Scorecard performance
B) revenue
C) net income
D) stock price
E) none of the above
Answer: D
Diff: 2
LO: 7.9: Discuss seven strategic human resource issues vital for successful strategy
implementation.
AACSB: Written and oral communication
95) All of the following statements regarding the recent trend in Japan of switching from
seniority-based pay to performance-based approaches are true EXCEPT
A) the switch is an effort to cut costs.
B) the switch is boosting employee morale.
y
C) the switch is an effort to increase productivity.
D) the switch opposes the traditional training of Japanese employees to cooperate rather than
compete.
nl
E) the switch goes against decades of encouraging workers to work in groups instead of
individually.
tO
Answer: B
Diff: 3
LO: 7.9: Discuss seven strategic human resource issues vital for successful strategy
implementation.
f
96) What pay strategy requires employees or departments to establish performance targets,
which, if exceeded, result in bonuses for all members?
A) Profit sharing
D
B) Bonus system
C) Salary
D) Gain sharing
E) Hourly wage system
Answer: D
Diff: 3
LO: 7.9: Discuss seven strategic human resource issues vital for successful strategy
implementation.
AACSB: Interpersonal relations and teamwork
22
Copyright © 2017 Pearson Education, Inc.
97) Formal statements of organizational philosophy, charters, creeds, materials used for
recruitment and selection, and socialization help an organization
A) abide by SEC rules.
B) link culture to strategy.
C) set guidelines for firing.
D) increase profits.
E) manage conflicts between stakeholders.
Answer: B
Diff: 2
LO: 7.9: Discuss seven strategic human resource issues vital for successful strategy
implementation.
AACSB: Interpersonal relations and teamwork
y
D) is always the best option.
E) none of the above
Answer: A
Diff: 2
nl
LO: 7.9: Discuss seven strategic human resource issues vital for successful strategy
tO
implementation.
AACSB: Interpersonal relations and teamwork
99) All of the following are examples of offerings at companies to promote a corporate wellness
f
culture EXCEPT
ra
23
Copyright © 2017 Pearson Education, Inc.
100) All of the following are ways and means for altering an organization's culture EXCEPT
A) recruitment.
B) restructuring of an organization's design.
C) role modeling.
D) retrenchment.
E) mentoring.
Answer: D
Diff: 2
LO: 7.9: Discuss seven strategic human resource issues vital for successful strategy
implementation.
AACSB: Written and oral communication
101) Aspects of an existing culture that are antagonistic to a proposed strategy should be
A) preserved.
B) emphasized.
C) built upon.
D) changed.
y
E) celebrated.
Answer: D
Diff: 2
nl
LO: 7.9: Discuss seven strategic human resource issues vital for successful strategy
implementation.
tO
AACSB: Written and oral communication
C) the focus on flexible scheduling, job sharing, and other quality of life benefits.
D) the invisible barrier in many firms that bars women and minorities from top-level
management positions.
D
E) the decline since 1970 in the percentage of women with college degrees.
Answer: D
Diff: 2
LO: 7.9: Discuss seven strategic human resource issues vital for successful strategy
implementation.
AACSB: Diverse and multicultural work environments
24
Copyright © 2017 Pearson Education, Inc.
103) According to the information in the text, how many Fortune 500 have women CEOs?
A) Two
B) Five
C) Twelve
D) Eighteen
E) Twenty-six
Answer: E
Diff: 2
LO: 7.9: Discuss seven strategic human resource issues vital for successful strategy
implementation.
AACSB: Diverse and multicultural work environments
y
E) are facing legal challenges from the health-care industry.
Answer: C
Diff: 2
nl
LO: 7.9: Discuss seven strategic human resource issues vital for successful strategy
implementation.
tO
AACSB: Written and oral communication
105) In 2017, which governmental entity will impose penalties up to $450 on any employee who
fails to undergo certain health screenings or treatment plans?
A) City of Boston
f
Answer: E
Diff: 1
LO: 7.9: Discuss seven strategic human resource issues vital for successful strategy
implementation.
AACSB: Written and oral communication
106) A dual bonus system is based on both annual objectives and long-term objectives.
Answer: TRUE
Diff: 2
LO: 7.9: Discuss seven strategic human resource issues vital for successful strategy
implementation.
AACSB: Written and oral communication
25
Copyright © 2017 Pearson Education, Inc.
107) In Japan, performance rather than seniority has traditionally been the key factor in
determining pay.
Answer: FALSE
Diff: 3
LO: 7.9: Discuss seven strategic human resource issues vital for successful strategy
implementation.
AACSB: Written and oral communication
108) Changing a strategy to fit an existing culture is not as effective as changing a firm's culture
to fit a new strategy.
Answer: TRUE
Diff: 2
LO: 7.9: Discuss seven strategic human resource issues vital for successful strategy
implementation.
AACSB: Interpersonal relations and teamwork
109) Changing a strategy to fit an existing culture is usually more effective than changing a
y
firm's culture to fit a new strategy.
Answer: FALSE
Diff: 2
nl
LO: 7.9: Discuss seven strategic human resource issues vital for successful strategy
implementation.
tO
AACSB: Interpersonal relations and teamwork
110) Strategists should strive to preserve, emphasize, and build upon aspects of an existing
culture that are antagonistic to a proposed strategy.
f
Answer: FALSE
ra
Diff: 3
LO: 7.9: Discuss seven strategic human resource issues vital for successful strategy
implementation.
AACSB: Interpersonal relations and teamwork
D
111) Recruitment, promotion, and mentoring are ways to alter an organization's culture.
Answer: TRUE
Diff: 2
LO: 7.9: Discuss seven strategic human resource issues vital for successful strategy
implementation.
AACSB: Interpersonal relations and teamwork
112) When attachments to a culture are severed in an organization's attempt to change direction,
employees and managers often experience deep feelings of grief.
Answer: TRUE
Diff: 2
LO: 7.9: Discuss seven strategic human resource issues vital for successful strategy
implementation.
AACSB: Interpersonal relations and teamwork
26
Copyright © 2017 Pearson Education, Inc.
113) The work and family issue is overwhelmingly a women's issue.
Answer: FALSE
Diff: 2
LO: 7.9: Discuss seven strategic human resource issues vital for successful strategy
implementation.
AACSB: Diverse and multicultural work environments
114) The United States is a leader globally in promoting women and minorities into mid- and
top-level managerial positions in business.
Answer: TRUE
Diff: 2
LO: 7.9: Discuss seven strategic human resource issues vital for successful strategy
implementation.
AACSB: Diverse and multicultural work environments
115) A recent study reports that nearly 90 percent of employers today offer some kind of
wellness incentives or prizes to employees who "get healthier."
y
Answer: TRUE
Diff: 2
implementation.
AACSB: Written and oral communication nl
LO: 7.9: Discuss seven strategic human resource issues vital for successful strategy
tO
116) Discuss how work life/home life balance is being addressed by organizations.
Answer: Work/family strategies have become so popular among companies today that the
strategies now represent a competitive advantage for those firms that offer such benefits as elder
f
care assistance, flexible scheduling, job sharing, adoption benefits, an on-site summer camp,
ra
employee help lines, pet care, and even lawn service referrals. New corporate titles such as work
and life coordinator and director of diversity are becoming common. A corporate objective to
become more lean and mean must today include consideration for the fact that a good home life
contributes immensely to a good work life. The work/family issue is no longer just a women's
D
issue. A corporate objective to become more lean and mean must today include consideration for
the fact that a good home life contributes immensely to a good work life.
Diff: 2
LO: 7.9: Discuss seven strategic human resource issues vital for successful strategy
implementation.
AACSB: Written and oral communication
27
Copyright © 2017 Pearson Education, Inc.
Another random document with
no related content on Scribd:
Después de haber sufrirlo á la intemperie ratos que hubieran sido
muy pesados á no haberlos aligerado la compañía del conde, y de
habernos ocupado seriamente unos cuantos días en matar aquellos
animales, que ni nos hacían daño, ni nos estorbaban ni podían
oponernos resistencia (si bien á mí me podía tocar muy poca parte
de culpabilidad y de remordimiento), me despedí de mi amigo,
proponiéndome no volver á probar mis fuerzas en un ejercicio para
el cual sin duda no debo de haber nacido, y que reclamará, como
todas las habilidades del mundo, su poco de vocación, que yo no
tengo, y su mucho de perseverancia, de que yo no me siento capaz.
IMPRESIONES DE UN VIAJE
Por fin, debía dejar la España, pero bien como el que se separa de
una querida á quien ha debido por mucho tiempo su felicidad, no
podía menos de volver frecuentemente la cabeza para dar una
última ojeada á esta patria donde había empezado á vivir, porque en
ella había empezado á sentir.
Uno de los puntos que antes de mi partida se ofrecieron á mi vista
fué Alange, pueblecillo situado á la falda de una colina, y en una
posición sumamente pintoresca: esta villa, que dista pocas leguas
de Mérida, posee una antigüedad sumamente curiosa: un baño
romano de forma circular y enteramente subterráneo, cuya agua
nace allí mismo, y se mantiene en el propio estado en que debía de
estar en tiempo de los procónsules; recibe su luz de arriba, y los
habitantes, no menos instruidos en arqueología que los Meridenses,
le llaman también el baño de los Moros. (Véase nuestro artículo
sobre antigüedades de Mérida.)
La colocación de este baño hace presumir que los Romanos
debieron de conocer las virtudes de las aguas termales de Alange.
En el día son todavía muy recomendadas, y hace pocos años se ha
construido en el centro de un vergel espesísimo de naranjos á la
entrada de la población una casa de baños, donde los enfermos, ó
las personas que se bañan por gusto, pueden permanecer alojados
y asistidos decentemente durante la temporada. El agua sale
caliente, pero no se nota en su sabor, ni en su olor, ninguna
diferencia esencial del agua común. Los naturales me refirieron una
de sus primeras virtudes populares. Los arroyos y pequeñas
charcas que se forman en el país de las aguas llovedizas, crían
infinitas sanguijuelas, las cuales se introducen muchas veces en la
boca de las caballerías y las desangran: en tales casos parece que
con sólo llevar el animal, acometido mal su grado del régimen
brusista, al manantial termal y hacerle beber del agua, los bichos
sanguinarios sueltan la presa y dejan libre al paciente. En una
nación donde hay tanta sanguijuela, que como la de Horacio no se
separa de su empleo, nisi plena cruoris, no parece inútil la
publicación de este sencillo modo de hacerles soltar la presa. Sólo
es de temer que no haya en todo Alange agua bastante para
empezar.
Este pueblo, de fundación árabe, posee además en lo alto de un
cerro eminente los restos de un castillo moro, y á sus pies corre el
Matuchel, riachuelo ó torrente notable por la abundancia de adelfas
que coronan sus márgenes.
Considerada la Extremadura históricamente ofrece al viajero
multitud de recuerdos importantes y patrióticos, y hace un papel muy
principal en nuestras conquistas del nuevo mundo; de ella salieron
la mayor parte de nuestros héroes conquistadores. Hernán Cortés
reconoce por patria á Medellín y Pizarro á Trujillo. Este último pueblo
conserva un carácter severo de antigüedad que llama la atención
del viajero; los restos de sus murallas, y multitud de edificios
particulares repartidos por toda la población, tienen un sello
venerable de vejez para el artista que sabe leer la historia de los
pueblos y descifrar en sus monumentos el carácter de cada época.
Pero considerada la Extremadura como país moderno en sus
adelantos y en sus costumbres, es acaso la provincia más atrasada
de España, y de las que más interés ofrecen al pasajero.
Si se exceptúa la Vera de Plasencia y algún otro punto, como
Villafranca, en que se cultiva bastante la viña y el olivo, la agricultura
es casi nula en Extremadura. La riqueza agrícola de la provincia
consiste en sus inmensos yermos, en sus praderas y encinares,
destinados á pastos de toda clase de ganados. Antes de la guerra
de la independencia y del decaimiento de la cabaña española, las
dehesas eran un manantial de riqueza para el país, y sobre esa
base se han acumulado fortunas colosales. Aún en el día,
produciendo más la tierra de las dehesas que la puesta á labor,
fácilmente se concibe que la provincia debe de ser sumamente
despoblada; y reasumida la poca riqueza en unos cuantos señores ó
capitalistas, resulta una desigualdad inmensa en la división de la
propiedad. El sistema de las dehesas es sumamente favorable
además á la caza, de suerte que el pobre no halla más recurso que
ser guarda de una posesión, cuando tiene favor para ello, ó darse á
aquel ejercicio. Así es que hay pueblos enteros que se mantienen
como las sociedades primitivas, y que están á dos dedos del estado
de la naturaleza: ejercen su profesión así en los terrenos de los
propios como en los de pertenencia particular: en ninguna provincia
puede estar más desconocido el derecho de propiedad.
El hombre del pueblo de Extremadura es indolente, perezoso, hijo
de su clima, y en extremo sobrio. Pero franco y veraz, á la par que
obsequioso y desinteresado. Se ocupa poco de intereses políticos, y
encerrado en su vida oscura, no se presta á las turbulencias.
Animada en el día la provincia del mejor espíritu por la buena causa,
si no hará gran peso en la balanza liberal, tampoco ofrecerá un foco
ni un asilo á los traidores.
La industria no existe más adelantada que la agricultura: alguna
fábrica de cordelería, de cinta, de paño burdo, de bayeta, de
sombreros y de curtidos (sobre todo en Zafra) para el consumo del
país, son las únicas excepciones á la regla general: por lo demás
tampoco sus habitantes echan mucho de menos sus productos; las
casas, míseramente alhajadas, no admiten superfluidad ninguna: si
se exceptúan las pocas habitaciones de algunas personas de dinero
y gusto, que en los pueblos principales hacen venir de fuera á gran
costa cuanto necesitan, se puede asegurar que la vivienda de un
extremeño es una verdadera posada, donde el cristiano no puede
menos de tener presente que hace en esta vida una simple
peregrinación, y no una estancia.
Una vez conocido el estado de la agricultura y de la industria, fácil
es deducir de cuán poca importancia será el comercio. Encerrada
entre Castilla la Nueva, Portugal y Andalucía, sin ríos navegables,
sin canales, sin más caminos que los indispensables para no ser
una isla en medio de España, sin carruajes, ni medios de
conducción, ¿quién podría traer á una provincia despoblada, y
acostumbrada á carecer de todo, sus productos, en cambio de los
cuales sólo puede ofrecer á la exportación alguna lana (porque es
sabido que los más de los ganados que gozan sus pastos no son
extremeños), algún aceite que envía al Alentejo, algún cáñamo,
miel, cera, piaras de cerdos y embuchados hechos de este precioso
animal? El comercio de importación es casi nulo; y la exportación se
podría reducir á la que se hace de ganados en la feria famosa de
Trujillo, y á la que practican sus célebres choriceros en los mercados
de Madrid. En el mismo Badajoz está muy expuesto el viajero á no
encontrar nada de lo que necesite; si desgraciadamente no lleva
consigo cuanto puede hacerle falta, ni encontrará un sombrero de
buena calidad, ni calzado bien hecho, ni un sastre regular, ni unos
guantes, en fin, cosidos en la capital. Algunas producciones
excelentes de su suelo, como son las frutas, entre las cuales se
distinguen las naranjas, el melón y la sandía, sólo pueden servir al
consumo del país.
La carrera de Madrid á Badajoz, principal camino de Extremadura,
es una de las más descuidadas é inseguras de España. En primer
lugar no hay carruajes; una endeble empresa sostiene la
comunicación por medio de galeras mensajerías aceleradas, que
andan sesenta leguas en cinco días; es decir, que para llegar más
pronto el mejor medio es apearse. Por otra parte son tales, que
galeras por galeras, se les pudieran preferir las de los forzados; sólo
de quince en quince días sale una especie de coche-góndola con
honores de diligencia. Servida además esta empresa por criados
medianamente selváticos é insolentes, no ofrece al pasajero los
mayores atractivos; añádase á esto que por economía, ó por otras
causas difíciles de penetrar, durante todo el viaje paran sus
carruajes en la posada peor de todo pueblo donde hay más de una.
En segundo lugar esas posadas, fieles á nuestras antiguas
tradiciones, son por el estilo de la que nos pinta Moratín en una de
sus comedias; todas las de la carrera rivalizan en miseria y
desagrado, excepto la de Navalcarnero, que es peor y campea sola
sin émulos ni rivales por su rara originalidad y su desmantelamiento;
entiéndase que hablo sólo de la que pertenece á la empresa de las
mensajerías; habrá otras mejores tal vez; no es difícil.
En tercer lugar suele haber ladrones, y entre otras curiosidades que
se van viendo por el camino (como por ejemplo el árbol en que fué
ahorcado por su misma tropa el general San Juan en una época de
exaltación), mal pudiera olvidar los dos amenos sitios que se
descubren antes de llegar á Mérida, comúnmente llamados los
confesonarios; el grande y el chico; nombre verdaderamente
original; él solo es la mejor pincelada con que el escritor de
costumbres puede pintar á un pueblo; nombre lleno de poesía y de
misterio: nombre que vale él solo más que una novela; nombre
impregnado de un orientalismo singular, y á la vez terrible, sublime é
irónico, dado por un pueblo religioso á un asilo de bandidos. Los
confesonarios son dos hondonadas inmediatas, dos pequeños
valles dominados por todas partes y protegidos de la espesura,
donde los frígidos confiesan á los pasajeros, donde los pecados son
el dinero y la vida, y donde un puñal hace á la vez de absolución y
de penitencia. Niéguese á nuestro pueblo la imaginación. Otros
países producen poetas. En España el pueblo es poeta.
Sobre la orilla izquierda del Guadiana, al oeste y á una legua de la
frontera de Portugal, se encuentra á Badajoz, antigua capital de la
Extremadura, y residencia de sus reyezuelos moros. Esta plaza
fuerte, cuyas fortificaciones ofrecen una rara mezcla de diversos
sistemas de fortificación, ofrece al forastero en su mayor eminencia
restos venerables de sus dominadores árabes: murallas, calles,
casas, y hasta torres enteras, revelan otros tiempos y otras
costumbres al viajero. Á la parte del río se ve el palacio llamado de
Godoy.
Por lo demás Badajoz nada ofrece de curioso: ni una iglesia digna
de ser vista, ni un cuadro en ellas de mediano pincel, ni una mala
biblioteca, ni un colegio, ni un teatro, ni un paseo. No se puede
llamar paseo á los árboles nacientes del campo de San Francisco,
debidos al zelo del general Anleo, ni al campo de San Juan,
pequeña plazuela en medio de la ciudad adornada de algunos
árboles y bancos: ni teatro una especie de sala donde algunos
aficionados, ó tal cual compañía ambulante, dan de cuando en
cuando sus originales representaciones. La alameda de Palmas
está abandonada por mal sana desde el cólera. El billar, el ejercicio
de los urbanos en el campo de San Roque, la retreta y dos ó tres
cafés, son las distracciones de la población. Hay una fonda llamada,
si mal no me acuerdo, de las cuatro naciones. Menos naciones y
mejor servicio, puede uno decir al salir de ella.
La amabilidad sin embargo y el trato fino de las personas y familias
principales de Badajoz compensan con usura las desventajas del
pueblo, y si bien carece de atractivos para detener mucho tiempo en
su seno al viajero, al mismo tiempo le es difícil á éste separarse de
él sin un profundo sentimiento de gratitud por poco que haya
conocido personas de Badajoz, y que haya tenido ocasión de recibir
sus obsequios y de ser objeto de sus atenciones.
La costumbre que en todos los pueblos se conserva de blanquear
casi diariamente las fachadas de las casas, les da un aspecto de
novedad y de limpieza singulares: no hay edificio que parezca viejo;
en una palabra, en Extremadura la casa es ser animado que se lava
la cara todos los días.
Para pasar á Portugal se sale de Badajoz por la puerta de Palmas, y
se pasa el Guadiana sobre un magnífico puente. No llamándome la
atención nada en Extremadura, me decidí por fin á partir.
Era el 27 de mayo: el sol empezaba á dorar la campiña y las altas
fortificaciones de Badajoz: al salir saludé el pabellón español, que
en celebridad del día ondeaba en la torre de Palmas. Media hora
después volví la cabeza: el pabellón ondeaba todavía: el Caya,
arroyo que divide la España del Portugal, corría mansamente á mis
pies: tendí por la última vez la vista sobre la Extremadura española:
mil recuerdos personales me asaltaron: una sonrisa de indignación y
de desprecio quiso desplegar mis labios, pero sentí oprimirse mi
corazón, y una lágrima se asomó á mis ojos.
Un minuto después la patria quedaba atrás, y arrebatado con la
velocidad del viento, como si hubiera temido que un resto de antiguo
afecto mal pagado le detuviera, ó le hiciera vacilar en su
determinación, expatriado corría los campos de Portugal. Entonces
el escritor de costumbres no observaba: el hombre era sólo el que
sentía.
CUASI
PESADILLA POLÍTICA