21. Control through organizational culture (e.g., Bill Gates promoting creativity and open communication in Microsoft) a. is less expensive and time consuming than implementing output controls b. is less expensive and time consuming than implementing financial controls c. involves employees internalizing the values and norms of the organization d. primarily includes setting goals such as increasing the return on investment and stock price e. helps measure and monitor the output of employees precisely 22. The functional structure a. promotes specialization in a firm within a functional area b. makes it easy to implement output controls c. emphasizes efficiency d. can result in communication problems across different departments (functions) e. All of the above are correct 23. The matrix structure a. is the least expensive structure to operate in terms of time and money b. does not promote innovation and differentiation c. is highly centralized d. can create a conflict between the commands of various supervisors e. does not emphasize the development of cultural norms and values 24. A firm pursuing unrelated diversification strategy a. never uses a multidivisional structure b. often emphasizes financial controls (such as ROIC) to monitor the business units' performance C. encourages integration (coordination) among its various business units d. strongly emphasizes the development of cultural norms and values among the business units e. All of the above are correct 25. One of the distinguishing characteristics of a multidivisional structure is a. a matrix structure at the divisional level, and a functional structure at the corporate level b. very little emphasis on the return on invested capital of each business unit c. divisions having the operating (managing day-to-day operations) responsibility, and corporate management (e.g., corporate headquarters) with the strategic (long term) responsibility d. divisions having the strategic responsibility, and the corporate management (e.g., corporate headquarters) having the operating responsibility e. very little distortion of information by the divisional managers