are 112 exam #2

shared powers

"Slower, but able to internalize the change" is found in the: a. expertise strategy b. information strategy c. none of the answers are correct d. legitimate strategy e. shared powers strategy

fundamental attribution error

"dispositional and "situational" are related to a: a. fundamental attribution error b. the component model c. "road blocks" from on e of the cases in class d. parts of the change management strategies e. none of the answers are correct

stakeholders

"reach of the organization" was related to

ibm

. In class the idea of "managing by principle" was from: a. the Duke case. b. the IBM book c. the Deloitte case d. our discussions on protected classes. e. our discussion on ethics

decision making

. The acronym (initials) DSS has to do with: a. BPR b. decision making c. ERP d. the balanced scorecard e. both projects and processes

sql

. The information technology tool we discussed in class related to the access data was: a. SQL b. single source-single access c. pointer-pointer d. readable-writeable

Strategic intent

A disciplined approach to only do what matters is

erp

Best practices and single-source of information is found in a (an): a. EDGE b. ERP c. value chain support system d. TPS

Management tools

Decision rights was from. From Bain

management tools

Decision rights was in a part an example the borader topic (notes 7) a. management tools b. leadership frameworks c. linear thinking d. process thinking e. two of the answers provided are correct

BPR

Duke hospital: clinical pathways is an example

Suboptimzation

From class we mentioned that at IBM when the hardware sales force did not follow up with the software sales force we had an example of

Mission

From class we said "what we do" is: a. authority b. output driven c. mission d. fact based

ANOVA

From our class discussion, we use the "test of homogeneity" in: a. ANOVA b. Chi -square c. Probit d. all the answers are correct, the "test of homogeneity" is used in all types of statistical analysis from class.

culture

From our diagrams in class, the base of the balanced score card (the bottom quadrant) is related to: a. culture b. competitors c. customers primarily d. production

overtime compensation

From our discussion on human resources the term "exempt" referred to: a. discrimination b. overtime compensation c. corporate level liability d. relaxation of job skills

culture

From our discussion on the IBM book, what did Lou mention was the most important component of a business to be successful

term balance was not used

From our discussion on the balanced scorecard we

facts

From the IBM book, Lou felt strategy was best supported by: a. vision b. innovation c. facts d. variety

use a lot of cash and generate a lot of cash

If you are a "star" you: a. use a lot of cash b. you are in the target market c. two of the answers are correct d. generate a lot of cash e. are the strongest member in the supply chain

Threats to change process

Impact of culture and loss of existing benefits and disturb existing social networks are examples from class of

Momentum toward change

In change management we used the term "low hanging fruit" to describe

BPR

In duke hospital cases the development of the "clinical pathways" is an example of the use or development of: a. None of the answers are correct. b. threats to the change process c. an ERP d. the component model e. a BPR

business model

In our discussion on strategic thinking we saw several examples from IBM in class. The terms from IBM as to what supports their mission and vision was: a. business model b. cash flow measures c. two of the answers provided are correct d. strategic linkage e. alignment or strategic alignment

clear business case

In the Deloitte case "sometimes it takes a revolution" the author state the importance of change was supported by a

rational persuasion

In the Deloitte case "sometimes it takes a revolution" we saw the change strategies of

suboptimization

In the Duke article, the comment was made that staff moved from a "mission bound" focus to a "goal oriented" focus. The change best described as addressing the issue a. delegation b. span of control c. communications d. suboptimization e. abdication

performance, potential

In the HBR article "sometimes it takes a revolution" the author stated that "...women were evaluated on their _____; men were evaluated on their _____

balanced scorecard

In the IBM book Gerstner wrote they needed a "fundamental change in the way we carried out almost every process at IBM" and we can see that as an example of (from class topics) : a. vision b. the balanced scorecard c. linear thinking d. the focus topic from Bain

4P's

In the IBM book, when Lou reduced the price of some of the major INM products, we could say he was using the ___ strategic lens

execution

In the IBM, Lou said the solution was about a. a new strategy b. new products c. execution d. alignment

micro and macro problem

In the beginning of the IBM book we saw a good example of a manager dealing with

Customer

In the duke hospital case the part of the balanced scorecard

value chain

Inbound logistics and operations are found in the: a. value chain b. conceptual approach c. span of control d. the production matrix

demand chain

Lous approach to ibm a. All were seen to describe his "best" approached to differing problems b. Supply chain c. his use of the matrix management approach d. Demand chain e. Two of the answers provided are correct

IBM

Managing princippal was from: a. the Duke case. b. the Deloitte case c. the IBM book d. our discussion on ethics e. our discussions on protected classes.

planning, organizing, leading, controlling

Mintzberg Planning and controlling

industry structure

One of the diagrams from class depicted or showed that competitive strategy comes from (from notes#6) a. vision b. industry structure c. fact d. product mix

Competitive Strategy

One of the diagrams from class when we discussed strategy showed that the value chain and business processes come from a. competitive strategy b. vision c. product mix d. fact

job design

SKA has to do with

none

The "decision making tool" discussed in class that uses several iterations of questioning is the: a. ANOVA b. the team assessment tool c. none of the answers are correct d. The McKinsey analysis tool - Not the MECE tool, the other tool.

activities

The "decision outcome" approach to decision making and implementation includes a. activities b. factor analysis c. the requirement for a trial period d. two the answers are correct e. all three answer are correct

erp

The acronym (initials) for the IT system that links the operational systems with the transaction processing systems is: a. SAP b. ERP c. CRM d. EIT

operational

The business process reengineering approach is best described as

end result

The primary difference between project and process is a. end results b. where the project or process is situated in the organization c. degree of externali ty to the organization d. all the answers are character istic of the difference between a project and a process e. degree of complication

success or failure

The results of a probit analysis is to test for

Directing the work

The term "Authority" has to do with

structured

The term we used for simple decisions in class was: a. automatic b. linear c. repeatable d. structured

innovation

The terms develop and diffuse and integrate are related to our discussion on: a. projects b. ERP c. innovation d. productivity e. decision making

coercive, legitimate, expert, referent, reward

The types of power discussed in class are

BPR

Thinking about how Lou fixed IBM and topics from class, was most evident in the book a. Power b. Ethics c. Two of the answers are correct d. Centralization e. BPR

timeliness, relevance, completeness, quality

Usefulness of information

Undue influence by others on another persons choice

We use GDS to reduce

crossover

When Lou was on the plane and got a drink, he was applying the ___ method of change management

subotimization on personal level

When Walt Burdick in the IBM book had the AA carry around dimes and sharpen pencils, we have an example of

agency and principle theory

When a manger and owner have a conflict over rewards, we have an exampple a. conflict resolution b. interest versus position c. agency and principle theory d. alignment dynamics e. all the the answers are correcgt

stakeholders

When we talk about "the reach of the organization" we are considering the effect the organization has on its ___ and not just its markets for its products or services

business modeling

Which is following not component of strategic thinking from class? a. A systems perspective b. Thinking in time c. Intelligent opportunism d. Hypothesis-driven e. Business modeling

DSS

Which is the decision making tool that could be used for a structured decision a. span of control matrix b. DSS c. EIS d. Delphi e. ERP

Delphi

Which is the decision making tool that could be used for a unstructured decision?

hierarchical

Which of the following is not one of the organizational design frameworks discussed in class: a. Divisional b. Problem Solving c. Functional d. Hierarchical

centralized

Which of the following is not one of the types of organizational structures from our class discussion on "planning and controlling" a. Divisional b. Functional c. Problem solving d. Centralized-decentralized

mission and vision

Which of the following is not related to the other terms: a. Force-Coercion b. Rational Persuasion c. Shared Powers d. Mission and Vision

legitimate power

__________is the power granted by some authority

strategic intent

a disciplined approach to only do what matters is a. one of the leadership points from the reading b. from the reading on management c. from the systems approach d. strategic intent

matrix management structure

as a staff member in an organization you have two bosses in: a. the span of control model b. all the answers provided are correct c. the component business model d. a matrix management structure e. both the vertical and h orizontal structure

BCG growth-share matrix

cash generation as to do when we consider the strategic lenses

component business model

core competencies and outsourcing are topics from: a. value chain b. two of the answers provided are correct c. the component business model d. the matrix management system - the benefits e. both of the supply chain

trust

even though lou was not from the IT industry, those at IBM could_____him because of his reputation

chi square

expected and observed are found in

justice rule

fair and equitable distribution of benefits and harms is a characteristics or befits the: a. two of the answers provided are correct b. matrix approach c. problems solved with delegation d. justice rule e. the component model

product, place, promotion, price

four p's

societal, occupational, organizational, individual

four types of ethics

Cash cow

high market share, low market growth

binary

in a profit analysis the result is (statistical tools): a. binary b. a probability rating like 75% c. a value coefficient d. a risk factor

supporting activities primary activities

in a value chain analysis we see the staff functions in the __________ and the line functions in the __________

supporting activities primary activities

in a value chain analysis we see the staff functions in the__________ and the line function in the ____________

CSF

in class, the dashboard was used to display: a. the status in the value chain of a part b. patient status in the Duke Hospital case c. CSF's d. the processing load on a computer system

needed to execute its current vision and mission

in gerstner's book, for IBM he stated that IBM

output

in our discussion on decision rights which word does not fit on Bain's discussion of decision rights a. recommend b. agree c. input d. output e. perform

dissatisfaction with the present situation

in terms "why change occurs" in class we mentioned we saw an example of __________ when the doctor was in the pediatric intensive care unit of the hospital

harassment

in terms of "sexual" and "ethnic" are both related to _____discussed in class

self referencing groups

in the IBM book when Lou arrived there was a tendency to measure performance internally rather that by the marketplace. a. self-referencing groups b. cultural stagnation c. the component model d. two of the answers are correct e. matrix management

Dissatisfaction

in the beginning of the duke hospital case we swathe physician and patients parent exhibit_____ as a reason change occurs when the child was having difficulty breathing

business case

in the deloitte case from class, the author made the point that they needed to make the _________ for the program to explain and justify the "why" they were doing something

balanced scorecard

in the duke hospital case, the physician used

SKA

it is important that job description be made in term of the related

Porter's five forces

of the strategic lenses we studied in class, the only one that took an "industry view" was

referent

of the types of powers that we discussed in class Lou was best described by his _______ power

customers, suppliers, substitutes, potential entrants, industry members

porters five forces

component business model

the "patterns in the middle" is found in: a. the change area first addressed by Lou b. Deloitte case when they addres sed the manages have staff and also reporting th e audit partners c. the component business model d. what is changed with downsizing or smartizing or rightsizing e. value chain

mean

the application or purpose of the ANOVA test is to analyze______ of populations

duke power

the class the case related to adverse impact was from a. Anaconda Metals, Inc. b. The City of Seattle c. a class action suit naming several companies d. Duke Power e. The University of Michigan

Coercive Legitmate Expert Referent reward and Referent

the five types of power discussed in class are __________ and we mentioned that the best type of power, as we saw in Lout and Alex as ____________ power

BCG grow-share matrix

the star is found in the: a. Porter's five forces b. Balanced scorecard c. BCG grow-share matrix d. SWOT e. 4 P's

SKA

the term_________ has to do with job design and is used to describe the attributes for work to be done

chi square

the terms "expected" and "observed" are from a. probit b. adverse impact c. chi square d. team assessment tools e. the Deloitte case on how offices were ranked

IT

the terms "one too many relationships" and "pointers" as discussed in class relate to a. IT b. BPR c. HR d. the component model e. Lou's organizational model

decision environment

the terms bounded rationality and information symmetry and risk are related to a. decision environment b. problems solved with the matrix management approach c. the component model d. two of the answers provided are correct e. problems with teams

trust

the willingness of person of a person person or groupp pto have confidence in the goodwill and compentency of another person: a. Authority b. Justice c. Leadership d. Trust e. The basis for one of the powers

dissatisfaction with current situation, external pressure, momentum towards change

three reasons why change occurs

attributes in the IT information

timeliness and quality from class are parts of

Indy 500

to study teamwork, southwest airlines studied

reputation

trust comes from

phase method, crossover method

two change management methods we studied in class were_______ and _________.

likert scale

we use the __________ to convert qualitative data to quantitative data for analysis purposes

ERP

when we combine the TPS and a operation system we get: a. a value chain b. the generic supply chain c. ERP d. both a technical view a nd an operation view of BPR e. component model

demand chain

when you make that you sell you are using the