MGMT 425 Chapter 11,12,13,14
Mission is the pattern of decisions that determines and reveals an organization's goals, policies, and plans to meet the needs of its stakeholders. a. True b. False
False
Traditional organizations tend to develop structures that help them to maintain flexibility. a. True b. False
False
In the line and staff form of organization structure, quality managers and inspectors may take on the role of guardians of quality. a. True b. False
True
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. a. True b. False
True
In times of change, organizational learning benefits more from transformational leadership than from transactional leadership. a. True b. False
a. True
In viewing the three core principles of total quality (TQ), a focus on customers is clearly vital to small enterprises. a. True b. False
a. 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. a. True b. False
a. True
Managers must take a positive approach to self-assessment findings, no matter how unpleasant they might appear. a. True b. False
a. True
Organizational changes resulting from strategy development and its implementation is called strategic change. a. True b. False
a. True
Sustainability requires continual learning. a. True b. False
a. True
The key to developing learning organizations is effective leadership. a. True b. False
a. 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. a. True b. False
a. True
Transferring knowledge quickly and efficiently throughout the organization is the basis for modern knowledge management practices. a. True b. False
a. True
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. A tool to map out the paths and tasks necessary to complete a specific project or reach a specified goal
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? a. Courage b. Humility c. Perseverance d. Adeptness
d. Adeptness
Effective implementation of a strategy through action plans is called a. deployment. b. installation. c. proactive implementation. d. strategic implementation.
A) Deployment
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? a. Lack of alignment across the organization b. Improperly defined organizational goals c. Misallocation of resources d. Insufficient operational measures
A) Lack of alignment across the organization
_____ 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
Action plan development
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 organization's strengths, weaknesses, opportunities, and threats b. Execute mergers and acquisitions, with an aim to expand business globally and to form coalitions and cartels to achieve the same c. Understand the competitive environment, the principal factors that determine success, the organization's core competencies, and strategic challenges d. Develop and refine a systematic approach for conducting strategic planning and setting strategic objectives
B) Execute mergers and acquisitions, with an aim to expand business globally and to form coalitions and cartels to achieve the same
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) Hoshin Planning
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. strategy roadmap b. mission statement c. value statement d. leadership statement
B) Mission Statement
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) Vision
_____ set an organization's longer-term directions and guide resource allocation decisions. a. Management values b. Workforce principles c. Core competencies d. Strategic objectives
D) Strategic Objectives
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) planners; doers
A vision statement of a firm defines its reason for existence; it answers the question "Why are we in business?" a. True b. False
False
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." a. True b. False
False
In line and staff organizations, staff departments carry out the functions of marketing, finance, and production for the organization. a. True b. False
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. a. True b. False
False
The Organizational Profile provides the "finer picture" of the various organizational parts and thus sets the context for good strategic decisions. a. True b. False
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. a. True b. False
False
The second group of questions in the Baldrige Organizational Profile is listed under the heading "Organizational Environment." a. True b. False
False
The term "management challenges" refers to those pressures that exert a decisive influence on an organization's likelihood of future success. a. True b. False
False
A key role of strategic planning is to align work processes and learning initiatives with an organization's strategic directions. a. True b. False
True
A strategy is a pattern or plan that integrates an organization's major goals, policies, and action sequences into a cohesive whole. a. True b. False
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. a. True b. False
True
Catchball is an up, down, and sideways communication process as opposed to an autocratic, top-down management style. a. True b. False
True
Core competencies may involve technology expertise, unique service offerings, a marketplace niche, or a particular business acumen. a. True b. False
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. a. True b. False
True
In many cases, the decision to vertically integrate is based solely on costs without considering the impact on other business priorities. a. True b. False
True
Matrix data analysis takes data and arranges them to display quantitative relationships among variables to make them more easily understood and analyzed. a. True b. False
True
Outsourcing refers to the practice of transferring the operations of a business function to an outside supplier. a. True b. False
True
Strategic challenges frequently are driven by an organization's future competitive position relative to other providers of similar products or services. a. True b. False
True
Strategic objectives are what an organization must change or improve to remain or become competitive. a. True b. False
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. a. True b. False
True
The use of arrow diagramming has generally been confined to technical experts. a. True b. False
True
Which of the following personal leadership competencies refers to taking responsibility for the organization, community, or self that the leader serves? a. Accountability b. Well-being c. Creativity d. Integrity
a. Accountability
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. Affinity diagram
_____ refers to an examination of facts and data to provide a basis for effective decisions. a. Analysis b. Data warehousing c. Interlinking d. Clustering
a. Analysis
Which of the following first developed the concept of a balanced scorecard? a. Art Schneiderman b. W. Edwards Deming c. Joseph Juran d. Kaoru Ishikawa
a. Art Schneiderman
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? a. Builder b. Learner c. Navigator d. Motivator
a. 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? a. Charismatic leadership b. Absorptive leadership c. Rational-legal leadership d. Traditional leadership
a. 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? a. Coaching b. Directing c. Supporting d. Delegating
a. 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 involves the creation of an environment that reduces barriers and fosters the use of open, honest, and honorable means for exchanging information? a. Communicator b. Navigator c. Learner d. Builder
a. Communicator
For quality and performance excellence to truly succeed in an organization, it must define and drive the culture of the organization. a. True b. False
a. True
_____ systems are software packages that integrate organizational information systems and provide an infrastructure for managing information across the organization. a. Enterprise resource planning b. Balanced scorecard c. Juran's quality trilogy d. Quincunx experimental
a. Enterprise resource planning
____ knowledge is easily captured, stored, and disseminated using computer technology. a. Explicit b. Indirect c. Tacit d. Allusive
a. Explicit
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? a. Mentor b. Navigator c. Learner d. Communicator
a. Mentor
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? a. Perseverance b. Accountability c. Well-being d. Creativity
a. Perseverance
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. a. Substitutes for Leadership b. Transformational Leadership c. Emotional Intelligence d. Transactional Leadership
a. 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? a. Supporting b. Delegating c. Directing d. Coaching
a. Supporting
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. a. SysDine b. Knowledge Network c. Quincunx d. eTracker
a. SysDine
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? a. Traditional leadership b. Charismatic leadership c. Rational-legal leadership d. Absorptive leadership
a. 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. a. True b. False
a. 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. a. True b. False
a. True
According to situational leadership theory, leadership styles might vary from one person to another, depending on the "readiness" of subordinates. a. True b. False
a. 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. a. True b. False
a. True
An effective leadership system encourages initiative and risk taking. a. True b. False
a. 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. a. True b. False
a. True
An important aspect of an organization's leadership is its responsibility to the public and practice of good citizenship. a. True b. False
a. True
An important element of organizational sustainability is ensuring future leadership; thus, the development of future leaders and a formal succession plan are vital. a. True b. False
a. True
An organization must align its performance measurement system to its vision and strategy and select meaningful measurements. a. True b. False
a. True
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. a. True b. False
a. True
Compared to transactional leadership, transformational leadership is more aligned with organizational change required by total quality and Baldrige-like performance excellence models. a. True b. False
a. True
Confidentiality and security are critical in managing data, particularly with the increasing use of electronic data transfer. a. True b. False
a. True
Corporate social responsibility (CSR) is the "responsibility of enterprises for their impacts on society." a. True b. False
a. True
Corporate social responsibility implies that organizations must behave ethically and be sensitive to social, cultural, economic, and environmental issues. a. True b. False
a. True
Data accessibility empowers employees and encourages their participation in quality improvement efforts. a. True b. False
a. True
Effective leadership demands continual learning and adaption to the changing global business landscape. a. True b. False
a. 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. a. True b. False
a. True
In the context of transactional leadership theory, contingent reward behavior includes clarification of the work required to obtain rewards to influence motivation. a. True b. False
a. True
Harry Hertz, former director of the Baldrige Program, noted that "Skills do not matter if there isn't a cultural fit." a. True b. False
a. 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. a. True b. False
a. True
Leading organizations continually improve their performance measurement systems, staying abreast of new techniques. a. True b. False
a. True
Measurement reliability in manufacturing demands careful attention to metrology, the science of measurement. a. True b. False
a. True
Oracle is one of the most prominent vendors for enterprise resource planning (ERP) software. a. True b. False
a. True
Passive management by exception includes use of contingent punishments and other corrective actions in response to deviations from acceptable performance standards. a. True b. False
a. 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. a. True b. False
a. True
Setting targets for each performance measure provides the basis for strategy deployment. a. True b. False
a. True
Successful leaders use newsletters and e-mails to continually promote their vision throughout the organization. a. True b. False
a. 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. a. True b. False
a. True
The leadership system refers to how leadership is exercised, formally and informally, throughout an organization. a. True b. False
a. True
The purpose of the balanced scorecard is "to translate strategy into measures that uniquely communicate your vision to the organization." a. True b. False
a. True
The quality of information can be improved by capturing data only once, and as close to the origin of the data as possible. a. True b. False
a. 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. a. True b. False
a. True
The situational leadership theory classifies leader behaviors into two broad classes of task-oriented and relationship-oriented behaviors. a. True b. False
a. True
The transfer of knowledge within organizations and the identification and sharing of best practices often set high-performing organizations apart from the rest. a. True b. False
a. 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. a. True b. False
a. 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. a. Work systems b. Operations scheduling systems c. Organizational charts d. Personnel management systems
a. Work systems
The term _____ capacity refers to the ability of an organization to learn. a. absorptive b. interlinking c. adaptive d. data mining
a. absorptive
The quality of information can be improved by all of the following methods EXCEPT a. capturing data twice. b. capturing data as close to the origin of the data as possible. c. capturing data electronically where possible. d. placing accountability on the creators of data and information.
a. capturing data twice.
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? a. management b. the CEO and CFO c. all employees d. the Human Resource Department
a. management
Data _____ is the process of searching large databases to find hidden patterns in data. a. mining b. interlinking c. planning d. benchmarking
a. mining
In policy deployment, the _____ process is called catchball. a. negotiation b. implementation c. review d. communication
a. negotiation
In the context of Max Weber's classifications of the way leaders exercise authority, government officials who legislate, execute, and enforce regulations exhibit _____ leadership. a. rational-legal b. absorptive c. charismatic d. traditional
a. rational-legal
The process in which locations, divisions, and functions in an organizational structure focus on maximizing their own accomplishments and rewards was called _____ by Deming. a. suboptimization b. return on quality c. interlinking d. lean production
a. suboptimization
Point 7 of Deming's 14 Points addresses the importance of a. teaching and instituting leadership in an organization. b. encouraging education and self-improvement. c. removing barriers that rob people of pride of workmanship. d. taking action to accomplish the transformation in organizational culture.
a. teaching and instituting leadership in an organization.
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. a. True b. False
a. 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. a. True b. False
a. True
Which of the following statements regarding Stage 3 of the Baldrige Roadmap to Performance Excellence is true? a. 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. b. 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. c. At this stage, senior leaders begin to experience traction on their organizational transformation strategies. d. At this stage, organizations opt to wait for mandates and regulations, and they implement change when required to maintain compliance.
a. 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 1 of the Baldrige Roadmap to Performance Excellence is true? a. 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. b. 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. c. At this stage, organizations opt to wait for mandates and regulations, and they implement change when required to maintain compliance. d. At this stage, senior leaders begin to experience traction on their organizational transformation strategies.
a. 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.
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. a. DMAIC b. FADE c. TRIZ d. PDCA
a. DMAIC
Which of the following concepts and assumptions are included in GE's virtuous teaching cycle (VTC)? a. Leadership at all levels b. Passive-aggressive behavior c. Rigid top-down process d. Boundary-laden, turf-oriented organization
a. Leadership at all levels
_____ 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. Policy deployment b. Mission development c. Value development d. Quality orientation
a. Policy deployment
With respect to American Express's change process, which of the following steps answers the question "Why are we doing this?" a. Scope the change b. Drive commitment c. Create a vision d. Sustain momentum
a. 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? a. Stage 1 b. Stage 4 c. Stage 0 d. Stage 3
a. Stage 1
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?" a. Sustain momentum b. Drive commitment c. Create a vision d. Accelerate the transition
a. 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. a. Sustainability b. Integrity c. Self-assessment d. Accountability
a. Sustainability
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. a. True b. False
a. True
A well-aligned organization has its processes focused on achieving a shared vision and strategy. a. True b. False
a. 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. a. True b. False
a. 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. a. True b. False
a. True
With respect to the six stages of a quality life cycle, the implementation stage of a new quality initiative is called a. adoption. b. regeneration. c. maturation. d. energizing.
a. adoption.
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. policy deployment
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. a. technical b. adaptive c. absorptive d. critical
a. technical
_____ data refer to industry averages, competitor performance, world-class benchmarks, or performance measures of other organizations with similar product offerings. a. Cross-functional b. Comparative c. Reviewed d. Interlinked
b. Comparative
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? a. Integrity b. Courage c. Well-being d. Humility
b. Courage
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? a. Well-being b. Creativity c. Accountability d. Integrity
b. Creativity
Which of the following perspectives of the balanced scorecard focuses on market share? a. Internal b. Customer c. Innovation and learning d. Learning
b. Customer
Which of the following descriptions regarding a key challenge of the U.S. health care marketplace is true? a. A shift away from value-based models of health care toward a performance-based system b. Demographic changes that necessitate the need for more care availability c. The decreasing number of Americans who use emergency rooms for primary care because they lack health insurance d. Rising consumer expectations curtailed by greater transparency of quality
b. Demographic changes that necessitate the need for more care availability
A balanced scorecard greatly helps in identifying the real drivers of customer satisfaction. a. True b. False
b. False
A good balanced scorecard contains only leading measures and indicators. a. True b. False
b. 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. a. True b. False
b. 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 a. True b. False
b. False
According to the situational leadership theory, the choice of leadership style applied by the leader must be driven by personal preference. a. True b. False
b. False
Compared to money, labor, and capital equipment, knowledge is always the easiest to manage. a. True b. False
b. False
Data mining is the most effective method of establishing cause-and-effect relationships among variables. a. True b. False
b. False
Fully empowered TQ organizations and those with strong self-directed teams typically use the coaching style of leadership. a. True b. False
b. False
Leaders who take on a transformational style of leadership have a short-term perspective. a. True b. False
b. False
Leading indicators of a balanced scorecard represent long-term results. a. True b. False
b. False
Mid-level leaders are normally involved in vision and strategy formulation. a. True b. False
b. False
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. a. True b. False
b. False
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. a. True b. False
b. False
Physical and financial assets have become more important than knowledge assets in most organizations. a. True b. False
b. False
Supervisory leaders develop executable action plans and projects that best use an organization's resources. a. True b. False
b. 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. a. True b. False
b. 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. a. True b. False
b. False
Which of the following personal leadership competencies refers to the ability to discern what is right from wrong and commit to the right path? a. Accountability b. Integrity c. Creativity d. Perseverance
b. Integrity
Which of the following is an advantage of the matrix type of organization? 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. It improves the efficiency of personnel use.
_____ assets refer to the accumulated intellectual resources that an organization possesses, including information, ideas, learning, understanding, memory, insights, cognitive and technical skills, and capabilities. a. Personal b. Knowledge c. Strategic d. Deployment
b. Knowledge
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? a. Builder b. Navigator c. Communicator d. Learner
b. Navigator
_____ knowledge is information that is formed around intangible factors resulting from an organization's or individual's experience and is content-specific. a. Lucid b. Tacit c. Definitive d. Explicit
b. Tacit
An organization chart shows the _____ of the formal organization. a. business model b. apparent structure c. competitive position d. workforce distribution
b. 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 a. quality trilogy. b. balanced scorecard. c. quincunx. d. Taguchi loss function.
b. balanced scorecard.
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. line and staff
In the context of managing information resources, the quality of information can be improved by a. avoiding electronic data capture. b. placing accountability on the creators of data and information. c. using multiple databases whenever feasible. d. using as many intermediaries as possible to handle data.
b. placing accountability on the creators of data and information
Point 12 of Deming's 14 Points addresses the importance of a. encouraging education and self-improvement. b. removing barriers that rob people of pride of workmanship. c. taking action to accomplish the transformation in organizational culture. d. teaching and instituting leadership in an organization.
b. removing barriers that rob people of pride of workmanship.
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 level of coordination in project work.
b. requires split loyalty.
Decisions about work systems are a. operational. b. strategic. c. customer-focused. d. administrative.
b. strategic.
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. strategy development
All 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. early indications of major shifts in technology. d. the long-term organizational sustainability.
b. the workforce profile and future requirements.
_____ refers to consistency of plans, processes, information, resource decisions, actions, results, and analyses to support key organization-wide goals. a. Creativity b. Alignment c. Sustainability d. Perseverance
b. Alignment
Which of the following statements regarding Stage 0 of the Baldrige Roadmap to Performance Excellence is true? a. At this stage, organizations commit to a proactive approach to improvement. b. At this stage, organizations opt to wait for mandates and regulations, and they implement change when required to maintain compliance. c. At this stage, senior leaders begin to experience traction on their organizational transformation strategies. d. 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.
b. At this stage, organizations opt to wait for mandates and regulations, and they implement change when required to maintain compliance.
With respect to American Express's change process, which of the following steps answers the question "What will the change look like?" a. Drive commitment b. Create a vision c. Sustain momentum d. Accelerate the transition
b. Create a vision
____ is the basis for Deming's plan-do-study-act cycle. a. Incremental gains b. Experimentation c. Stagnation d. Slow pace of change
b. Experimentation
A process focus is not a prerequisite for the effective implementation of Six Sigma within an organization. a. True b. False
b. False
All organizations must take the one best route to quality and performance excellence, which is Six Sigma. a. True b. False
b. False
An example of a dysfunctional culture is a high-tech company that stresses team rewards while innovation depends on individuality. a. True b. False
b. False
Impatient managers often find immediate positive results by adopting off-the-shelf quality programs and practices, or by imitating other successful organizations. a. True b. False
b. False
Process changes within an organization are the ones that impact the organization's culture the most rapidly. a. True b. False
b. False
Small organizations and nonprofits have generally been quick to adopt quality initiatives. a. True b. False
b. False
Strategic change is confined to a particular unit, division, or function, while process change motivates organization-wide changes in behavior. a. True b. False
b. False
The Six Sigma program provides two simple instruments called Are We Making Progress? (one for employees and one for leaders). a. True b. False
b. False
____ refers to the harmonization of plans, processes, information, resource decisions, actions, results, and analyses to support key organization-wide goals. a. Interlinking b. Integration c. Perseverance d. Accountability
b. Integration
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? a. Traction (Stage 2) b. Integration (Stage 3) c. Sustaining (Stage 4) d. False starts (Stage 1)
b. Integration (Stage 3)
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? a. Stagnation b. Maturation c. Regeneration d. Adoption
b. Maturation
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? a. Stage 4 b. Stage 2 c. Stage 1 d. Stage 0
b. Stage 2
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. a process to a position. b. a functional orientation to a boundary-less orientation. c. collaboration to competition. d. interdependent decision making to independent decision making.
b. a functional orientation to a boundary-less orientation.
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. a. critical b. adaptive c. technical d. absorptive
b. adaptive
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 a. cycle-time analysis. b. strategy simplification. c. process value analysis. d. formal supplier certification programs.
b. strategy simplification.
In times of change, organizational learning benefits more from _____ leadership. a. transactional b. transformational c. declining d. stagnant
b. transformational
Which of the following is most likely to be used to obtain comparative data? a. Interlinking approach b. Cluster analysis c. Benchmarking approach d. Cause-and-effect approach
c. Benchmarking approach
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? a. Learner b. Communicator c. Builder d. Navigator
c. Builder
_____ 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. a. Regression analysis b. Benchmarking c. Correlation analysis d. Quincunx experimentation
c. Correlation analysis
Which of the following perspectives of the balanced scorecard includes service levels, satisfaction ratings, and repeat business? a. Internal b. Financial c. Customer d. Innovation and learning
c. Customer
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? a. Directing b. Supporting c. Delegating d. Coaching
c. Delegating
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? a. Coaching b. Delegating c. Directing d. Supporting
c. Directing
_____ knowledge includes information stored in documents or other forms of media such as databases, policies and procedures, and technical drawings. a. Tacit b. Allusive c. Explicit d. Indirect
c. Explicit
Which of the following perspectives of the balanced scorecard includes intellectual assets, employee satisfaction, market innovation, and skills development? a. Financial b. Internal c. Innovation and learning d. Customer
c. Innovation and learning
_____ 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. a. Programming b. Mining c. Interlinking d. Enterprise resource planning
c. Interlinking
Which of the following perspectives of the balanced scorecard includes such measures as quality levels, productivity, cycle time, and cost? a. Innovation and learning b. Customer c. Internal d. Financial
c. Internal
_____ involves the process of identifying, capturing, organizing, and using knowledge assets to create and sustain competitive advantage. a. Knowledge mining b. Suboptimization c. Knowledge management d. Lean production
c. Knowledge management
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? a. Builder b. Navigator c. Learner d. Communicator
c. Learner
Which of the following statements regarding the practical guidelines suggested by Mark Graham Brown for designing a performance measurement system is true? a. The system should concentrate on measuring many trivial variables. b. The system should avoid changing and adjusting measures even if the environment and strategy changes. c. Measures should be based around the needs of customers, shareholders, and otherkey stakeholders. d. Measures should start at the bottom and flow up to all levels of top management in the organization.
c. Measures should be based around the needs of customers, shareholders, and otherkey stakeholders.
Which of the following organizations is one of the most prominent vendors of ERP software? a. STMicroelectronics b. Convergys c. Oracle d. Analog Devices
c. Oracle
Which of the following measures of the Baldrige Criteria of performance measurement includes internal quality measurements, defect levels, service errors, and response times? a. Leadership and governance measures b. Customer-focused measures c. Product and process measures d. Financial and market measures
c. Product and process measures
_____ involves the discovery, learning, creation, and reuse of knowledge that eventually becomes intellectual capital—knowledge that can be converted into value and profits. a. Rapid knowledge costing b. Knowledge internationalization c. Rapid knowledge transfer d. Knowledge interlinking
c. Rapid knowledge transfer
With respect to the Baldrige Criteria performance measures, _____ performance indicators include measures of business growth and percentage of new product sales. a. product and process b. leadership and governance c. financial and market d. workforce-focused
c. financial and market
The ability to identify and transfer best practices within the organization is sometimes called a. enterprise resource planning. b. interlinking. c. internal benchmarking. d. data mining.
c. internal benchmarking.
In Cigna Corp.'s holistic Six Sigma model, tactical execution through _____ refers to an accelerated process streamlining event. a. DMAIC b. hoshin kanri c. kaizen d. DFSS hi
c. kaizen
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. 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. a. systems b. competencies c. strategic challenges d. strategic inertia
c. strategic challenges
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." a. situational leadership b. quality forum c. strategic leadership d. corporate social responsibility
c. strategic leadership
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. vertical integration.
____ is an organization's value system and its collection of guiding principles. a. Strategy b. Governance c. Culture d. Emotional intelligence
c. Culture
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? a. Limitation or stagnation b. Maturation c. Decline d. Adoption
c. Decline
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? a. Decline b. Stagnation c. Energizing d. Adoption
c. Energizing
_____ refers to the system of management and controls exercised in the stewardship of an organization. a. Charisma b. Contingency c. Governance d. Perseverance
c. Governance
Which of the following is reflected in benchmarking practices? a. A slow pace of organizational process change b. Depleted organizational energy due to the change in organizational practices c. Learning from the experiences and best practices of others d. Avoiding change in routine practices and processes within an organization
c. 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? a. Adoption b. Regeneration c. Limitation or stagnation d. Decline
c. Limitation or stagnation
Corning achieved a milestone in 1995 when its telecommunications products division received which of the following awards? a. Deming b. Six Sigma c. Malcolm Baldrige National Quality d. National Housing Quality
c. Malcolm Baldrige National Quality
Which of the following is NOT part of Corning's guidelines for performance excellence? a. Concentrate on cost advantage. b. Preserve and enhance the historic culture of innovation that had been the guiding light of everything the company accomplished. c. Require 20 weeks of classroom instruction. d. Ensure that the continuous improvement system was the best in its class.
c. Require 20 weeks of classroom instruction.
Which of the following statements regarding Stage 4 of the Baldrige Roadmap to Performance Excellence is true? a. This project-focused phase brings new capabilities to execute initiatives that change routine practices and processes for the better. b. At this stage, organizations opt to wait for mandates and regulations, and they implement change when required to maintain compliance. c. This stage can result in continued improvement or decline as organizations lose focus or become distracted. d. At this stage, senior leaders begin to experience traction on their organizational transformation strategies.
c. This stage can result in continued improvement or decline as organizations lose focus or become distracted.
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. a. four; 5 percent b. five; 90 percent c. five; 95 percent d. seven; 75 percent
c. five; 95 percent
Culture is driven by a. process. b. attrition. c. leadership. d. quality.
c. leadership.
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. a. policy b. strategic c. process d. tactical
c. process
When organizational learning processes serve to refresh and reinforce current learning, _____ leadership is best suited to the task. a. transformational b. stagnant c. transactional d. declining
c. transactional
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? a. Builder b. Navigator c. Motivator d. Communicator
d. Communicator
In the context of organizational structure, which of the following is one of the factors that affects how work is organized? a. Suppliers and partners b. Competitiveness c. Unionization of personnel d. Customer influences
d. Customer influences
_____ 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. a. Juran's quality trilogy b. Quincunx experimental c. Balanced scorecard d. Enterprise resource planning
d. Enterprise resource planning
Which of the following perspectives of the balanced scorecard includes profitability, revenue growth, return on investment, economic value added (EVA), and shareholder value? a. Internal b. Innovation and learning c. Customer d. Financial
d. Financial
Which of the following perspectives of the balanced scorecard measures the ultimate results that the business provides to its shareholders? a. Customer b. Internal c. Innovation and learning d. Financial
d. Financial
Which of the following measures of the Baldrige Criteria of performance measurement includes revenue, return on equity, return on investment, and operating profit? a. Workforce-focused measures b. Leadership and governance measures c. Product and process measures d. Financial and market measures
d. Financial and market measures
Which of the following analytical approaches or technologies is most likely to be used for data mining? a. Histogram b. Pareto diagram c. Quincunx experiment d. Fuzzy logic
d. Fuzzy logic
Which of the following perspectives of the balanced scorecard directs attention to the basis of a future success —the organization's people and infrastructure? a. Internal b. Customer c. Financial d. Innovation and learning
d. Innovation and learning
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 is difficult for competitors to imitate. b. It contributes significantly to customer benefits. c. It provides access to many products and markets. d. It provides focus to the organizational objectives.
d. 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. a. Operations focus b. Knowledge management c. Analysis d. Leadership
d. Leadership
Which of the following statements regarding the policy deployment process is true? 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. 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? a. Communicator b. Learner c. Builder d. Motivator
d. Motivator
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? a. Charismatic leadership b. Traditional leadership c. Absorptive leadership d. Rational-legal leadership
d. Rational-legal leadership
_____ 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. 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? a. Courage b. Accountability c. Perseverance d. Well-being
d. Well-being
The term _____ capacity refers to the ability of an organization to change. a. absorptive b. data mining c. interlinking d. adaptive
d. adaptive
The clarification of authority, responsibility, reporting lines, and performance standards among individuals at each level of the organization is referred to as a. core competencies. b. the QID. c. organizational governance. d. the organizational structure.
d. the organizational structure.
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?" a. Drive commitment b. Create vision c. Sustain momentum d. Accelerate the transition
d. Accelerate the transition
Which of the following statements regarding Stage 2 of the Baldrige Roadmap to Performance Excellence is true? a. 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. b. 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. c. At this stage, organizations opt to wait for mandates and regulations, and they implement change when required to maintain compliance. d. At this stage, senior leaders begin to experience traction on their organizational transformation strategies.
d. At this stage, senior leaders begin to experience traction on their organizational transformation strategies.
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?" a. Create a vision b. Sustain momentum c. Accelerate the transition d. Drive commitment
d. Drive commitment
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. Partnerships with educational institutions to help ensure the future supply of well-prepared employees c. Initiatives to foster knowledge sharing and organizational learning d. Initiatives to reduce collective bargaining through union involvement
d. Initiatives to reduce collective bargaining through union involvement
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? a. Stagnation b. Adoption c. Maturation d. Regeneration
d. Regeneration
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. long-term strategic plan