MGMT 425 CH 11
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. a. mission statement b. strategy roadmap c. value statement d. leadership statement
a
Gary Hamel and C.K. Prahalad suggested that a core competency meets three conditions. Which of the following is NOT one of them? a. It provides focus to the organizational objectives. b. It contributes significantly to customer benefits. c. It provides access to many products and markets. d. It is difficult for competitors to imitate.
a
In policy deployment, the _____ process is called catchball. a. negotiation b. implementation c. review d. communication
a
One of the reasons for poor deployment of action plans is insufficient operational measures. Which of the following is a feature of this aspect? a. New legislative mandates b. Dedicating resources to make improvements or changes in those areas that are critical c. Lack of changes resulting from new ventures d. Insignificant innovations in products, services, and technology
a
The term "_____" refers to those pressures that exert a decisive influence on an organization's likelihood of future success. a. strategic challenges b. core competencies c. work systems d. strategic inertia
a
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? a. Affinity diagram b. Interrelationship diagraph c. Matrix diagram d. Process decision program chart
a
With _____, top management is responsible for developing and communicating a vision, and then building organization-wide commitment to its achievement. a. policy deployment b. value development c. mission development d. quality deployment
a
_____ 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. a. Work systems b. Operations scheduling systems c. Organizational charts d. Personnel management systems
a
All of the following are key factors included in an environmental assessment EXCEPT: a. the organization's SWOT profile. b. the workforce profile and future requirements. c. the regulatory environment. d. the long-term organizational sustainability.
b
An organization chart shows the _____ of the formal organization. a. business model b. apparent structure c. competitive position d. workforce distribution
b
Decisions about work systems are _____. a. operational b. strategic c. customer-focused d. administrative
b
If everyone is able to answer the question, "What does strategy mean in terms that I can act on," which aspect of deployment will it address? a. Improperly defined organizational objectives b. Lack of alignment across the organization c. Misallocation of resources d. Insufficient operational measures
b
Japanese firms introduced a newer deployment process adapted by Japanese and American companies known as _____. a. SWOT b. hoshin planning c. management by exception d. management by objectives
b
The _____ organization is the most prevalent type of structure for medium-sized to large firms. a. line b. line and staff c. staff d. matrix
b
The goal of _____ is to envision the future for purposes of decision making and resource allocation. a. environmental assessment b. strategy development c. work systems d. core competencies
b
The major drawback of the matrix-type organization is that it: a. can be used only for project work. b. requires split loyalty. c. decreases the efficiency of personnel use. d. decreases the coordination in a project work.
b
Which of the following is NOT considered in strategic human resource plans? a. Redesign of the work organization to increase empowerment and decision-making or team-based participation b. Initiatives to reduce collective bargaining through union involvement c. Initiatives to foster knowledge sharing and organizational learning d. Partnerships with educational institutions to help ensure the future supply of well-prepared employees
b
Which of the following is an advantage of the matrix type of organizations? a. It is a one-size-fits-all quality organization. b. It improves the efficiency of personnel use. c. The division of loyalty is especially advantageous in a quality assurance area. d. It is especially suited for small and medium firms.
b
_____ 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. a. Mission deployment b. Policy deployment c. Value development d. Quality orientation
b
_____ set an organization's longer-term directions and guide resource allocation decisions. a. Management values b. Strategic objectives c. Core competencies d. Workforce management principles
b
A _____ statement articulates the basic characteristics that shape an organization's view of the future and its strategy. a. value b. mission c. vision d. leadership
c
A firm purchasing a key supplier to strengthen its value chain is an example of _____. a. collaboration b. outsourcing c. vertical integration d. unrelated diversification
c
According to the policy deployment process diagram, a catchball situation occurs between the _____ stage and the _____ stage. a. corporate vision; long-term objectives b. long-term objectives; midterm objectives c. short-term objectives; policy deployment plan d. policy deployment plan; plan approval
c
Effective implementation of a strategy is achieved through action plans. This is called _____. a. proactive implementation b. installation c. deployment d. strategic implementation
c
The clarification of authority, responsibility, reporting lines, and performance standards among individuals at each level of the organization is referred to as _____. a. hoshin kanri b. the QID c. the organizational structure d. organizational governance
c
_____ represents the critical stage in planning when strategic objectives and goals are made specific so that effective, organization-wide understanding and deployment are possible. a. Mission statement development b. Vision statement development c. Action plan development d. Operations planning and scheduling
c
An organization must address certain key practices to achieve a strategic focus on performance excellence. Which of the following is NOT one of them? a. Gather and analyze relevant data and information pertaining to such factors as the organizations strengths, weaknesses, opportunities, and threats b. Develop and refine a systematic approach for conducting strategic planning and setting strategic objectives c. Understand the competitive environment, the principal factors that determine success, the organization's core competencies, and strategic challenges d. Execute mergers and acquisitions, with an aim to expand business globally and to form coalitions and cartels to achieve the same
d
Essentially, strategy deployment links the _____, who focus on "doing the right thing," with the _____, whose focus is on "doing things right." a. management; employees b. leaders; supervisors c. innovators; coordinators d. planners; doers
d
In the context of the organization, which of the following is a factor that affects how work is organized? a. Suppliers and partners b. Competitiveness c. Unionization of personnel d. Customer influences
d
In the policy deployment process, the _____ forms the basis for shorter-term planning. a. operational plan b. organizational objective c. mission statement d. long-term strategic plan
d
Which of the following is a proper description of a tree diagram? a. A tool for organizing a large number of ideas, opinions, and facts relating to a broad problem or subject area b. A method for mapping out every conceivable event and contingency that can occur when moving from a problem statement to possible solutions c. A tool to take data and arrange them to display quantitative relationships among variables to make them more easily understood and analyzed d. A tool to map out the paths and tasks necessary to complete a specific project or reach a specified goal
d
Which of the following is true of the policy deployment process? a. The supervisory level has the primary responsibility of actively participating in generating strategies and action plans to attain a vision. b. At the top management level, progressively more detailed and concrete means to accomplish the objectives are determined. c. Employees negotiate the final short-term objectives with the implementation teams. d. Middle management negotiates with senior management regarding the objectives that will achieve the strategies.
d
_____ is the process by which certain business functions are acquired and consolidated within a firm. a. Acquisition b. Outsourcing c. Collaboration d. Vertical integration
d
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
An iterative process in which employees at the lower level in the organization ask what senior management can do, what they need, and what conflicts may arise can avoid many of the implementation problems that managers typically face.
false
In line and staff organizations, staff departments carry out the functions of marketing, finance, and production for the organization.
false
In the policy deployment process, employees negotiate with management the performance measures that are used to indicate progress toward accomplishing the objectives.
false
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
Mission statements typically include details of resource commitments and time horizons for their accomplishment.
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
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 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
A key role of strategic planning is to align work processes and learning initiatives with an organization's strategic directions.
true
A strategy is a pattern or plan that integrates an organization's major goals, policies, and action sequences into a cohesive whole.
true
Catchball is an up, down, and sideways communication process as opposed to an autocratic, top-down management style.
true
Core competencies may involve technology expertise, unique service offerings, a marketplace niche, or a particular business acumen.
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 many cases, the decision to vertically integrate is based solely on costs without considering the impact on other business priorities.
true
In the line and staff form of organization structure, quality managers and inspectors may take on the role of guardians of quality.
true
Matrix data analysis takes data and arranges them to display quantitative relationships among variables to make them more easily understood and analyzed.
true
Outsourcing refers to the practice of transferring the operations of a business function to an outside supplier.
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
The use of arrow diagramming has generally been confined to technical experts.
true