MGMT 425 - Final Exam

Which of the following personal leadership competencies refers to the mental or moral strength to venture, persevere, and withstand danger, fear, or difficulty with a firmness of mind and will, allowing leaders to navigate into the unknown?

Courage

_____ is an organization's value system and its collection of guiding principles.

Culture

Which of the following perspectives of the balanced scorecard focuses on market share?

Customer

Which of the following perspectives of the balanced scorecard includes service levels, satisfaction ratings, and repeat business?

Customer

In the context of organizational structure, which of the following is one of the factors that affects how work is organized?

Customer influences

An organization must address certain key practices to achieve a strategic focus on performance excellence. Which of the following is NOT one of them?

Execute mergers and acquisitions, with an aim to expand business globally and to form coalitions and cartels to achieve the same

Which of the following perspectives of the balanced scorecard measures the ultimate results that the business provides to its shareholders?

Financial

Which of the following measures of the Baldrige Criteria of performance measurement includes revenue, return on equity, return on investment, and operating profit?

Financial and market measures

Which of the following analytical approaches or technologies is most likely to be used for data mining?

Fuzzy logic

Which of the following is NOT considered in strategic human resource plans?

Initiatives to reduce collective bargaining through union involvement

Which of the following perspectives of the balanced scorecard directs attention to the basis of a future success —the organization's people and infrastructure?

Innovation and learning

Which of the following perspectives of the balanced scorecard includes such measures as quality levels, productivity, cycle time, and cost?

Internal

Which of the following is an advantage of the matrix type of organization?

It improves the efficiency of personnel use.

Gary Hamel and C. K. Prahalad suggested that a core competency meets three conditions. Which of the following is NOT one of them?

It provides focus to the organizational objectives.

_____ is the first category in the Baldrige framework, signifying its importance in driving quality and performance excellence throughout an organization.

Leadership

Which of the following concepts and assumptions are included in GE's virtuous teaching cycle (VTC)?

Leadership at all levels

With respect to the six competencies summarized by the Human Development and Leadership Division of the American Society for Quality, which of the following competencies in a leader involves continuously developing personal knowledge, skills, and abilities through formal study, experience, reflection, and recreation?

Learner

What is the vision statement of the Branch-Smith Printing Division?

Market-leading business results through an expert team providing turnkey solutions to customer partners.

With respect to the six stages of a quality life cycle, in which of the following stages is quality strategically aligned and deployed across the organization?

Maturation

Which of the following statements regarding the practical guidelines suggested by Mark Graham Brown for designing a performance measurement system is true?

Measures should be based around the needs of customers, shareholders, and other key stakeholders.

Which of the following is a proper description of a tree diagram?

A tool to map out the paths and tasks necessary to complete a specific project or reach a specified goal

Organizations that share quality, customer satisfaction, and financial performance results with their employees and customers often exhibit poor performance in comparison with organizations that do not share such information.

False

What is the mission statement of the Branch-Smith Printing Division?

To provide expert solutions for publishers

In the policy deployment process, middle management negotiates with the implementation teams the final short-term objectives and the performance measures that are used to indicate progress toward accomplishing the objectives.

True

In times of change, organizational learning benefits more from transformational leadership than from transactional leadership.

True

In viewing the three core principles of total quality (TQ), a focus on customers is clearly vital to small enterprises.

True

Performance reviews in an organization are usually conducted on a daily or weekly basis for long-term control decisions, and periodically throughout the year for short-term decisions and improvement.

False

Physical and financial assets have become more important than knowledge assets in most organizations.

False

Process changes within an organization are the ones that impact the organization's culture the most rapidly.

False

The Organizational Profile provides the "finer picture" of the various organizational parts and thus sets the context for good strategic decisions.

False

The Seven Management and Planning Tools had their roots in post-World War II operations research developments in Japan but were combined and refined by several U.S. companies over the past several decades as part of their planning processes.

False

The Six Sigma program provides two simple instruments called Are We Making Progress? (one for employees and one for leaders).

False

The concept of strategic leadership has moved leadership perspectives away from the team- and system-based "great group" concept toward a solitary "great leader" paradigm.

False

The major proposition of situational leadership theory is that the effectiveness of task and relationship-oriented leadership behaviors depends upon the maturity of a leader and not his subordinates.

False

The second group of questions in the Baldrige Organizational Profile is listed under the heading "Organizational Environment."

False

The term "management challenges" refers to those pressures that exert a decisive influence on an organization's likelihood of future success.

False

Traditional organizations tend to develop structures that help them to maintain flexibility.

False

Which of the following phases of the Baldrige Roadmap is characterized by action on the feedback, usually by incorporating it into the strategic planning process?

Integration (Stage 3)

Which of the following personal leadership competencies refers to the ability to discern what is right from wrong and commit to the right path?

Integrity

_____ is the term that describes the quantitative modeling of cause-and-effect relationships between performance measures, such as the customer satisfaction and product quality or employee performance.

Interlinking

_____ assets refer to the accumulated intellectual resources that an organization possesses, including information, ideas, learning, understanding, memory, insights, cognitive and technical skills, and capabilities.

Knowledge

_____ involves the process of identifying, capturing, organizing, and using knowledge assets to create and sustain competitive advantage.

Knowledge management

Which of the following is reflected in benchmarking practices?

Learning from the experiences and best practices of others

With respect to the six stages of a quality life cycle, in which of the following stages has quality not been strategically driven or aligned?

Limitation or stagnation

Corning achieved a milestone in 1995 when its telecommunications products division received which of the following awards?

Malcolm Baldrige National Quality

With respect to the six stages of a quality life cycle, in which of the following stages is an existing quality initiative refocused and given new resources?

Energizing

_____ systems allow organizations to share databases in a networking environment and store and process key data in a unique database and distribute it to a large group of users.

Enterprise resource planning

_____ systems are software packages that integrate organizational information systems and provide an infrastructure for managing information across the organization.

Enterprise resource planning

_____ is the basis for Deming's plan-do-study-act cycle.

Experimentation

_____ knowledge includes information stored in documents or other forms of media such as databases, policies and procedures, and technical drawings.

Explicit

_____ knowledge is easily captured, stored, and disseminated using computer technology.

Explicit

Mission is the pattern of decisions that determines and reveals an organization's goals, policies, and plans to meet the needs of its stakeholders.

False

With respect to American Express's change process, which of the following steps answers the question "What have we learned and how can we leverage it?"

Sustain momentum

_____ is the ability to address current needs and have the agility and management skills and structure within an organization to prepare successfully for the future.

Sustainability

Pal's Sudden Service uses an automated data collection, integration, and analysis system called _____ to generate store-level and companywide reports on sales, customer count, and product mix.

SysDine

Which of the following organizations is one of the most prominent vendors of ERP software?

Oracle

Which of the following personal leadership competencies refers to sticking to a task or purpose, no matter how hard or troublesome, which is vital for overcoming obstacles and motivating subordinates?

Perseverance

As managers work with different individuals in different stages of careers and maturity, it is their responsibility to adapt the leadership style to the individual and the situation.

True

As performance excellence practices are used routinely within an organization, its people learn to believe in the underlying principles of total quality, and cultural changes can occur.

True

As the firm grows, the process of creating and disseminating the desired culture tends to become increasingly difficult because the entrepreneur is no longer involved in the day-to-day activities of the organization.

True

Catchball is an up, down, and sideways communication process as opposed to an autocratic, top-down management style.

True

Compared to transactional leadership, transformational leadership is more aligned with organizational change required by total quality and Baldrige-like performance excellence models.

True

Confidentiality and security are critical in managing data, particularly with the increasing use of electronic data transfer.

True

Core competencies may involve technology expertise, unique service offerings, a marketplace niche, or a particular business acumen.

True

Corporate social responsibility (CSR) is the "responsibility of enterprises for their impacts on society."

True

Corporate social responsibility implies that organizations must behave ethically and be sensitive to social, cultural, economic, and environmental issues.

True

Data accessibility empowers employees and encourages their participation in quality improvement efforts.

True

Effective leadership demands continual learning and adaption to the changing global business landscape.

True

Financial measures of performance measurement in the Baldrige Criteria are generally tracked by senior leadership to gauge overall organizational performance and are often used to determine incentive compensation for senior executives.

True

For quality and performance excellence to truly succeed in an organization, it must define and drive the culture of the organization.

True

Harry Hertz, former director of the Baldrige Program, noted that "Skills do not matter if there isn't a cultural fit."

True

In many cases, the decision to vertically integrate is based solely on costs without considering the impact on other business priorities.

True

In the context of transactional leadership theory, contingent reward behavior includes clarification of the work required to obtain rewards to influence motivation.

True

Interlinking is the term that describes the quantitative modeling of cause-and-effect relationships between performance measures, such as the customer satisfaction and product quality or employee performance.

True

Leading organizations continually improve their performance measurement systems, staying abreast of new techniques.

True

Managers must take a positive approach to self-assessment findings, no matter how unpleasant they might appear.

True

Matrix data analysis takes data and arranges them to display quantitative relationships among variables to make them more easily understood and analyzed.

True

Measurement reliability in manufacturing demands careful attention to metrology, the science of measurement.

True

Oracle is one of the most prominent vendors for enterprise resource planning (ERP) software.

True

Organizational changes resulting from strategy development and its implementation is called strategic change.

True

Outsourcing refers to the practice of transferring the operations of a business function to an outside supplier.

True

Passive management by exception includes use of contingent punishments and other corrective actions in response to deviations from acceptable performance standards.

True

Senior management is responsible for creating an environment in which employees' decisions and actions and stakeholder interactions conform to the organization's moral and professional principles.

True

Setting targets for each performance measure provides the basis for strategy deployment.

True

Strategic challenges frequently are driven by an organization's future competitive position relative to other providers of similar products or services.

True

Strategic objectives are what an organization must change or improve to remain or become competitive.

True

Strategic planning is the process of envisioning the organization's future and developing the necessary goals, objectives, and action plans to achieve that future.

True

Sustainability requires continual learning.

True

The American Productivity and Quality Center (APQC) noted that executives have long felt frustrated by their inability to identify or transfer outstanding practices from one location or function to another.

True

The key to developing learning organizations is effective leadership.

True

The leadership system refers to how leadership is exercised, formally and informally, throughout an organization.

True

The managers of small organizations and non-profits are wrapped up in entrepreneurial activities that typically focus on sales strategies and market growth, day-to-day cash flow problems, and routine firefighting.

True

The purpose of the balanced scorecard is "to translate strategy into measures that uniquely communicate your vision to the organization."

True

The quality of information can be improved by capturing data only once, and as close to the origin of the data as possible.

True

The significance of emotional intelligence for effective total quality lies in translating the "vision" of an integrated leadership system and long-range planning process into action.

True

The situational leadership theory classifies leader behaviors into two broad classes of task-oriented and relationship-oriented behaviors.

True

The transfer of knowledge within organizations and the identification and sharing of best practices often set high-performing organizations apart from the rest.

True

The use of arrow diagramming has generally been confined to technical experts.

True

Transferring knowledge quickly and efficiently throughout the organization is the basis for modern knowledge management practices.

True

Welch's process for continuous learning led to the discovery that business must simplify first, then automate best practices that have been designed for robust performance in the face of variation in business conditions.

True

Workforce-focused outcomes used for performance measurement in the Baldrige Criteria show how well the organization has created and maintained a productive, engaging, and caring work environment.

True

_____ coordinate the internal work processes and the external resources necessary to develop, produce, and deliver products and services to customers and to succeed in the marketplace.

Work systems

With respect to the "changing nature of leadership" (CNL) studies conducted by the Center for Creative Leadership, the leadership skills will have to change from

a functional orientation to a boundary-less orientation.

The term _____ capacity refers to the ability of an organization to learn.

absorptive

With respect to the types of challenges facing present and future management as classified by the "changing nature of leadership" (CNL) studies conducted by the Center for Creative Leadership, _____ challenges were those where current leadership skills had to be extended and adjusted to new environments.

adaptive

An organization chart shows the _____ of the formal organization.

apparent structure

To achieve a high level of performance excellence, an organization requires a much broader set of performance measures that are aligned to an organization's strategy; this became known as the

balanced scorecard.

When Six Sigma was launched at Cigna Corp., leadership made it clear the approach would

be holistic.

The quality of information can be improved by all of the following methods EXCEPT

capturing data twice.

Effective implementation of a strategy through action plans is called

deployment.

Japanese firms introduced a newer deployment process adapted by Japanese and American companies known as

hoshin planning.

Which of the following statements regarding Stage 4 of the Baldrige Roadmap to Performance Excellence is true?

This stage can result in continued improvement or decline as organizations lose focus or become distracted.

How much money did performance excellence tools save Corning over an eight-year period?

$1.5 billion

_____ refers to an examination of facts and data to provide a basis for effective decisions.

Analysis

Which of the following first developed the concept of a balanced scorecard?

Art Schneiderman

In the context of managing information resources, the quality of information can be improved by

placing accountability on the creators of data and information.

Essentially, strategy deployment links the _____, who focus on "doing the right thing," with the _____, whose focus is on "doing things right."

planners; doers

The major drawback of the matrix-type organization is that it

requires split loyalty.

Mid-level leaders are normally involved in vision and strategy formulation.

False

With respect to American Express's change process, which of the following steps answers the question "How are we going to manage the effort on an ongoing basis?"

Accelerate the transition

Within GE, Six Sigma includes a diverse population of technical and nontechnical people, managers, and others from key business areas who work together as a team to attack a problem using the _____ approach.

DMAIC

An interrelationship digraph shows that every idea can be logically linked with more than one other idea at a time and allows for "linear thinking" rather than "lateral thinking."

False

Compared to money, labor, and capital equipment, knowledge is always the easiest to manage.

False

Data mining is the most effective method of establishing cause-and-effect relationships among variables.

False

Fully empowered TQ organizations and those with strong self-directed teams typically use the coaching style of leadership.

False

Leading indicators of a balanced scorecard represent long-term results.

False

Process decision program charts are spreadsheets that graphically display relationships between ideas, activities, or other dimensions in such a way as to provide logical connecting points between each item.

False

Small organizations and nonprofits have generally been quick to adopt quality initiatives.

False

Strategic change is confined to a particular unit, division, or function, while process change motivates organization-wide changes in behavior.

False

Supervisory leaders develop executable action plans and projects that best use an organization's resources.

False

Which of the following perspectives of the balanced scorecard includes profitability, revenue growth, return on investment, economic value added (EVA), and shareholder value?

Financial

_____ refers to the system of management and controls exercised in the stewardship of an organization.

Governance

Which of the following perspectives of the balanced scorecard includes intellectual assets, employee satisfaction, market innovation, and skills development?

Innovation and learning

_____ refers to the harmonization of plans, processes, information, resource decisions, actions, results, and analyses to support key organization-wide goals.

Integration

If everyone can answer the question, "What does strategy mean in terms that I can act on?" which of the reasons for poor strategy deployment will have been addressed?

Lack of alignment across the organization

_____ involves the discovery, learning, creation, and reuse of knowledge that eventually becomes intellectual capital—knowledge that can be converted into value and profits.

Rapid knowledge transfer

A key role of strategic planning is to align work processes and learning initiatives with an organization's strategic directions.

True

An important aspect of an organization's leadership is its responsibility to the public and practice of good citizenship.

True

An important element of organizational sustainability is ensuring future leadership; thus, the development of future leaders and a formal succession plan are vital.

True

Learning organizations have become skilled in creating, acquiring, and transferring knowledge and in modifying the behavior of their employees and other contributors to their enterprises.

True

_____ is the process by which certain business functions are acquired and consolidated within a firm.

Vertical integration

Which of the following personal leadership competencies refers to the ability to stay healthy in both work and play, demonstrating the importance of being ready to implement leadership competencies when needed?

Well-being

The term _____ capacity refers to the ability of an organization to change.

adaptive

With respect to the six stages of a quality life cycle, the implementation stage of a new quality initiative is called

adoption.

Point 12 of Deming's 14 Points addresses the importance of

removing barriers that rob people of pride of workmanship.

With respect to the Baldrige Criteria performance measures, _____ performance indicators include measures of business growth and percentage of new product sales.

financial and market

The ability to identify and transfer best practices within the organization is sometimes called

internal benchmarking.

In Cigna Corp.'s holistic Six Sigma model, tactical execution through _____ refers to an accelerated process streamlining event.

kaizen

Culture is driven by

leadership.

The _____ organization is the most prevalent type of structure for medium-sized to large firms.

line and staff

Data _____ is the process of searching large databases to find hidden patterns in data.

mining

The concept of _____ is defined as "a person's ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a viable future for the organization, and its competitive advantage to the organization in this way."

strategic leadership

A firm purchasing a key supplier to strengthen its value chain is an example of

vertical integration.

A _____ statement articulates the basic characteristics that shape an organization's view of the future and its strategy.

vision

Which of the following performance improvements resulting from Veridian Homes' quality initiatives is NOT stated accurately?

Drafting time on models was reduced by more than 10 hours.

With respect to American Express's change process, which of the following steps answers the question "What needs to happen to make the change work?"

Drive commitment

Which of the following personal leadership competencies refers to taking responsibility for the organization, community, or self that the leader serves?

Accountability

_____ represents the critical stage in planning when strategic objectives and goals are made specific so that effective, organization-wide understanding and deployment are possible.

Action plan development

Which of the following is NOT a personal leadership characteristic that underlies the six competencies for leadership summarized by the Human Development and Leadership Division of the American Society for Quality?

Adeptness

Which of the following is a management and planning tool for organizing a large number of ideas, opinions, and facts relating to a broad problem or subject area?

Affinity diagram

_____ refers to consistency of plans, processes, information, resource decisions, actions, results, and analyses to support key organization-wide goals.

Alignment

Which of the following statements regarding Stage 3 of the Baldrige Roadmap to Performance Excellence is true?

At this stage, approaches and processes of leadership, such as values deployment and culture building, begin to link and align with the operational processes of the organization.

Which of the following statements regarding Stage 0 of the Baldrige Roadmap to Performance Excellence is true?

At this stage, organizations opt to wait for mandates and regulations, and they implement change when required to maintain compliance.

Which of the following statements regarding Stage 1 of the Baldrige Roadmap to Performance Excellence is true?

At this stage, projects succeed often enough for most of the organizations, but the overall culture does not change, and system-wide performance excellence is elusive.

Which of the following statements regarding Stage 2 of the Baldrige Roadmap to Performance Excellence is true?

At this stage, senior leaders begin to experience traction on their organizational transformation strategies.

Which of the following is most likely to be used to obtain comparative data?

Benchmarking approach

What is the quality policy of the Branch-Smith Printing Division?

Branch-Smith Printing will seek to continuously improve results for all stakeholders through the application of its Innovating Excellence Process.

With respect to the six competencies summarized by the Human Development and Leadership Division of the American Society for Quality, which of the following competencies in a leader entails assuming responsibility for ensuring necessary resources are available and the evaluation of processes to ensure effective resource use?

Builder

With respect to the six competencies summarized by the Human Development and Leadership Division of the American Society for Quality, which of the following competencies in a leader involves shaping processes and structures to allow for the achievement of goals and outcomes?

Builder

In the context of Max Weber's classifications of the way leaders exercise authority, which of the following leadership styles is based on an individual's ability to inspire others and usually is tied to that person's personal characteristics?

Charismatic leadership

In the context of the leadership styles defined by Hersey and Blanchard, in which of the following styles of leadership do leaders set the overall approach and direction but work with subordinates and allow them to manage the details?

Coaching

With respect to the six competencies summarized by the Human Development and Leadership Division of the American Society for Quality, which of the following competencies in a leader involves effectively listening and articulating messages to provide shared meaning?

Communicator

With respect to the six competencies summarized by the Human Development and Leadership Division of the American Society for Quality, which of the following competencies involves the creation of an environment that reduces barriers and fosters the use of open, honest, and honorable means for exchanging information?

Communicator

_____ data refer to industry averages, competitor performance, world-class benchmarks, or performance measures of other organizations with similar product offerings.

Comparative

_____ of product and service performance and customer indicators is a critical management tool for defining and focusing on key quality and customer requirements, identifying product and service differentiators in the marketplace, and determining cause-effect relationships between product and service attributes and measures of customer satisfaction and loyalty, as well as positive referrals.

Correlation analysis

With respect to American Express's change process, which of the following steps answers the question "What will the change look like?"

Create a vision

Which of the following personal leadership competencies refers to the ability to see possibilities, horizons, and futures that don't yet exist, enabling the leader to help build a shared vision?

Creativity

In Cigna Corp.'s holistic Six Sigma model, _____ solves root cause problems to optimize existing processes

DMAIC

With respect to the six stages of a quality life cycle, in which of the following stages has the quality initiative had a limited impact, is failing, and is awaiting termination?

Decline

In the context of the leadership styles defined by Hersey and Blanchard, which of the following styles of leadership is characterized by a minimal task-oriented and a minimal relationship-oriented behavior?

Delegating

Which of the following descriptions regarding a key challenge of the U.S. health care marketplace is true?

Demographic changes that necessitate the need for more care availability

In the context of the leadership styles defined by Hersey and Blanchard, in which of the following styles of leadership do managers define tasks and roles and closely supervise work?

Directing

Leaders who take on a transformational style of leadership have a short-term perspective.

False

A balanced scorecard greatly helps in identifying the real drivers of customer satisfaction.

False

A good balanced scorecard contains only leading measures and indicators.

False

A process focus is not a prerequisite for the effective implementation of Six Sigma within an organization.

False

A vision statement of a firm defines its reason for existence; it answers the question "Why are we in business?"

False

According to Bass, compared to transactional leaders, transformational leaders are more focused on the satisfaction of self-interests and the maintenance of the organization's status quo.

False

According to Bass, compared to transformational leaders, transactional leaders have greater interest in continuous organizational change and improvement transcending or aligning self-interests for the longer-range greater good of the organization and its members.

False

According to the situational leadership theory, the choice of leadership style applied by the leader must be driven by personal preference.

False

All organizations must take the one best route to quality and performance excellence, which is Six Sigma.

False

An example of a dysfunctional culture is a high-tech company that stresses team rewards while innovation depends on individuality.

False

Impatient managers often find immediate positive results by adopting off-the-shelf quality programs and practices, or by imitating other successful organizations.

False

In line and staff organizations, staff departments carry out the functions of marketing, finance, and production for the organization.

False

With respect to the six competencies summarized by the Human Development and Leadership Division of the American Society for Quality, which of the following competencies in a leader involves providing others with a role model to guide their actions?

Mentor

Which of the following statements regarding the policy deployment process is true?

Middle management negotiates with senior management regarding the objectives that will achieve the strategies.

With respect to the six competencies summarized by the Human Development and Leadership Division of the American Society for Quality, which of the following competencies in a leader includes the evaluation of people's actions to ensure they are performing consistently with the mission, goal, or end-result?

Motivator

With respect to the six competencies summarized by the Human Development and Leadership Division of the American Society for Quality, which of the following competencies in a leader involves creating shared meaning and providing direction toward a vision, mission, goal, or end-result?

Navigator

_____ is essentially a quality-based approach to executing a strategy by ensuring that all employees understand the business direction and are working according to a plan to make the vision a reality.

Policy deployment

Which of the following measures of the Baldrige Criteria of performance measurement includes internal quality measurements, defect levels, service errors, and response times?

Product and process measures

In the context of Max Weber's classifications of the way leaders exercise authority, which of the following leadership styles is established by policies, rules, and laws?

Rational-legal leadership

With respect to the six stages of a quality life cycle, in which of the following stages is a new quality initiative used in conjunction with an existing one to give rise to new energy and impact?

Regeneration

Which of the following is NOT part of Corning's guidelines for performance excellence?

Require 20 weeks of classroom instruction.

With respect to American Express's change process, which of the following steps answers the question "Why are we doing this?"

Scope the change

In which of the following stages of the Baldrige Roadmap to Performance Excellence do visionary leaders recognize the inherent limitations of a project-based approach to performance improvement?

Stage 1

Which of the following stages of the Baldrige Roadmap to Performance Excellence marks the transition from the singular focus on change through projects, however well executed, to systematic evaluation and improvement of leadership approaches?

Stage 2

_____ set an organization's longer-term directions and guide resource allocation decisions.

Strategic objectives

The _____ theory takes the intriguing view that in many organizations, if characteristics of subordinates (team members), the nature of the tasks that they perform, and the guidance and incentives provided by the organization are aligned, then formal leadership tends to be unproductive or counterproductive.

Substitutes for Leadership

In the context of the leadership styles defined by Hersey and Blanchard, in which of the following styles of leadership do leaders allocate tasks and set direction, but the subordinate has full control over the performance of the work?

Supporting

_____ knowledge is information that is formed around intangible factors resulting from an organization's or individual's experience and is content-specific.

Tacit

In the context of Max Weber's classifications of the way leaders exercise authority, which of the following leadership styles extends from customs, habits, and social structures, and often involves the passing of position and power from one generation to the next?

Traditional leadership

A knowledge-enabled culture is created when an organization employs a system of aligned human resource policies, tactics, processes, and practices that ensure knowledge is created, captured, used, and reused to achieve superior organizational results as a sustainable advantage.

True

A major benefit of Baldrige is that it naturally provides a framework for organizational learning and, therefore, helps to enhance and sustain an organization, no matter what its current level of maturity.

True

A strategy is a pattern or plan that integrates an organization's major goals, policies, and action sequences into a cohesive whole.

True

A useful approach to ensuring data reliability is for internal cross-functional teams or external auditors to conduct periodic audits of the processes used to collect the data.

True

A well-aligned organization has its processes focused on achieving a shared vision and strategy.

True

According to situational leadership theory, leadership styles might vary from one person to another, depending on the "readiness" of subordinates.

True

According to the observations of A. V. Feigenbaum and Donald S. Feigenbaum, quality has become one of the twentieth century's most important management ideas.

True

An effective knowledge management system should include a common framework for managing knowledge and some ways of validating and synthesizing new knowledge as it is acquired.

True

An effective leadership system encourages initiative and risk taking.

True

An emphasis on machine utilization in an organization encourages having fewer, but larger, general-purpose machines, which results in increased inventory and throughput time.

True

An iterative process in which senior management asks what lower levels of the organization can do, what they need, and what conflicts may arise can avoid many of the strategy implementation problems that managers typically face.

True

An organization must align its performance measurement system to its vision and strategy and select meaningful measurements.

True

Effective strategy deployment is dependent upon, and tends to shape, organizational structure because the organizational structure must be aligned with and support the accomplishment of strategic initiatives.

True

In the line and staff form of organization structure, quality managers and inspectors may take on the role of guardians of quality.

True

Successful leaders use newsletters and e-mails to continually promote their vision throughout the organization.

True

Research performed by H. James Harrington with Ernst & Young and the American Quality Foundation, called the International Quality Study (IQS), indicated that only _____ best practices are "universal," and the chances are _____ that they will improve performance.

five; 95 percent

With respect to the types of challenges facing present and future management as classified by the "changing nature of leadership" (CNL) studies conducted by the Center for Creative Leadership, _____ challenges were those that leaders and their organizations had faced in the past and built competence in solving.

technical

In the policy deployment process, the _____ forms the basis for shorter-term planning.

long-term strategic plan

The first of Deming's 14 Points discusses creating and publishing to all employees a statement of the aims and purposes of the company and the need for _____ to constantly demonstrate their commitment to this statement?

management

A _____ might include a definition of products and services an organization provides, technologies used to provide these products and services, types of markets, important customer needs, and distinctive competencies or the expertise that sets the firm apart from others.

mission statement

In policy deployment, the _____ process is called catchball.

negotiation

With _____, top management is responsible for developing and communicating a vision, and then building organization-wide commitment to its achievement.

policy deployment

A $50 million information system has been upgraded by a health care organization as it discovered weaknesses in the organization's ability to collect and analyze information. This is an example of a _____ change within the organization.

process

In the context of Max Weber's classifications of the way leaders exercise authority, government officials who legislate, execute, and enforce regulations exhibit _____ leadership.

rational-legal

According to the policy deployment process diagram, a catchball situation occurs between the _____ stage and the _____ stage.

short-term objectives; policy deployment plan

The term _____ refers to those pressures that exert a decisive influence on an organization's likelihood of future success.

strategic challenges

Decisions about work systems are

strategic.

The goal of _____ is to envision the future for purposes of decision making and resource allocation.

strategy development

The International Quality Study (IQS) performed by H. James Harrington with Ernst & Young and the American Quality Foundation indicated that all of the following best practices are "universal" EXCEPT

strategy simplification.

The process in which locations, divisions, and functions in an organizational structure focus on maximizing their own accomplishments and rewards was called _____ by Deming.

suboptimization

Point 7 of Deming's 14 Points addresses the importance of

teaching and instituting leadership in an organization.

The clarification of authority, responsibility, reporting lines, and performance standards among individuals at each level of the organization is referred to as

the organizational structure.

All the following are key factors included in an environmental assessment EXCEPT

the workforce profile and future requirements.

When organizational learning processes serve to refresh and reinforce current learning, _____ leadership is best suited to the task.

transactional

In times of change, organizational learning benefits more from _____ leadership.

transformational