MGMT 425 Final (ch.11, 12, 13, 14)

perseverance

sticking to a task or purpose, no matter how hard or trouble some

organizational culture

- organization's value system and its collection of guiding principles - important factor for sustainability and long-term success of any organization - driven by leadership - values are often seen in the mission and vision statements - powerful influence on behavior because it is shared widely and because it operates without being talked about, and indeed, often without being thought of

Characteristics of Strategic Leadership

- serving as both leaders and team members - demonstrating the importance of integrity through actions rather than simply articulating it - thinking in terms of processes rather than outcomes - leveraging the collective knowledge of everyone in the organization - designing work that reflects relationships rather than the organizational hierarchy - anticipating environmental change rather than reacting to it - viewing employees as organizational citizens rather than resources - operating with a global mindset rather than a domestic mindset

personal leadership characteristics

1. Accountability: 2. Courage 3. Humility 4. Integrity 5. Creativity: 6. Perseverance 7. Well-Being:

Situational leadership styles

1. Directing 2. Coaching 3. Supporting 4. Delegating

What are the four perspectives of the balanced scorecard?

1. financial: profitability, revenue growth, return on investment, economic value added (EVA), and shareholder value 2. internal: quality levels, productivity, cycle time, and cost 3. customer: service levels, satisfaction ratings, and repeat business 4. innovation and learning: intellectual assets, employee satisfaction, market innovation, and skills development

Which of the following is true about the stage 3 of the Baldrige roadmap to performance excellence? Select one: A. At this stage approaches 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 senior leaders begin to experience traction on their organizational transformation strategies. 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 projects succeed often enough for most of the organizations, but the overall culture does not change and system-wide performance excellence is elusive.

A. At this stage approaches 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 is true about the stage 1 of the Baldrige roadmap to performance excellence? Select one: A. At this stage approaches 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

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

Which of the following is reflected in benchmarking practices? A. depleting organizational energy due to change in organizational practices B. avoiding change in routine practices and processes within an organization C. learning from experiences and best practices of others D. undergoing a slow pace of organizational process change

C

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

False

learner

Continuously develops personal knowledge, skills, and abilities through formal study, experience, reflection, and recreation.

Navigator

Creates shared meaning and provides direction towards a vision, mission, goal or end-result.

Which of the following is true about the stage 4 of the Baldrige roadmap to performance excellence? A. At this stage senior leaders begin to experience traction on their organizational transformation strategies. B. This project-focused phase brings new capabilities to execute initiatives that change routine practices and processes for the better. C. At this stage organizations opt to wait for mandates and regulations, and they implement change when required to maintain compliance. D. This stage can result in continued improvement or decline as organizations lose focus or become distracted.

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

Communicator

Effectively listens and articulates messages to provide shared meaning.

Includes information stored in documents or other forms of media

Explicit knowledge

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

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

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

False

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

False

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

False

Leading indicators of a balanced scorecard represent long-term results

False

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

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 quality of information can be improved by capturing data multiple times and as away from the origin of the data as possible

False

motivator

Influences others to take action in a desirable manner.

ability to identify and transfer best practices within the organization

Internal benchmarking

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

Knowledge assets

______ is the process of identifying, capturing, organizing, and using knowledge assets to create and sustain competitive advantage

Knowledge management

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

Knowledge transfer

What measure is long-term(outcome) and tells what has happened?

Lagging

What measure is predictive(performance driver)? ex: pearl river school district

Leading

Six Key Leadership Competencies

Navigator Communicator Mentor Learner Builder Motivator

Journey Toward Performance Excellence

Quality life cycle: 1. adoption 2. regeneration 3. energizing 4. maturation 5. limitation or stagnation 6. decline

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

builder

Shapes processes and structures to allow for the achievement of goals and outcomes.

Information that is formed around intangible factors resulting from an individual's experience and is personal and content-specific

Tacit knowledge

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

True

Check sheets are special types of data collection forms in which the results may be interpreted on the form directly without additional processing.

True

Flowcharts enable management to study and analyze processes prior to implementation.

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 fire fighting

True

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

True

The ______ describes where the organization is headed and what it intends to be; it is a statement of the future that would not happen by itself

Vision

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? Select one: a. Courage b. Well-being c. Humility d. Integrity

a. Courage

What are the drivers for service performance: Select one: a. Sort; Set in Order; Shine; Standardize; Sustain b. Accuracy; Cycle Time; Cost Reduction; Customer Satisfaction c. Plan; Do; Study; Act d. Conformance to Specifications; Waste Reduction; Retention; Warranty Claims

a. Sort; set in order; shine; standardize; sustain

Which of the following categories of quality problems is characterized by unsatisfactory performance that causes customer dissatisfaction, such as high levels of defects, service failures, or customer complaints? Select one: a. Conformance problems b. Unstructured performance problems c. Efficiency problems d. Product design problems

a. conformance problems

Transactional Leadership

assumes that certain leaders may develop the ability to inspire their subordinates to exert extraordinary efforts to achieve organizational goals through behaviors that may include contingent rewards, and active and passive management by exception

Which of the following is true about the stage 2 of the Baldrige roadmap to performance excellence? Select one: a. At this stage organizations opt to wait for mandates and regulations, and they implement change when required to maintain compliance. b. At this stage senior leaders begin to experience traction on their organizational transformation strategies. c. Which of the following is true about the stage 2 of the Baldrige roadmap to performance excellence? d. At this stage approaches 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 senior leaders begin to experience traction on their organizational transformation strategies.

In the context of the Weber's classification 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? Select one: a. Rational-legal leadership b. Charismatic leadership c. Traditional leadership d. Absorptive leadership

b. Charismatic leadership

The management team at Roy's Boots, is looking for ways to achieve higher levels of performance. It is trying to obtain higher yields and reduce cycle times. In the context of the three major activities involved in process management, the management team at Roy's, is engaged in the _____ activity of process management. Select one: a. Mapping b. Improvement c. Control d. Design

b. Improvement

Which of the following is true about the practical guidelines suggested by Mark Graham Brown for designing a performance measurement system? Select one: a. Concentrate on measuring a large number of trivial variables. b. Measures should be based around the needs of customers, shareholders, and other key stakeholders. c. Measures should start at the bottom and flow up to all levels of top management in the organization. d. Avoid changing and adjusting measures even if the environment and strategy changes

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

_____ knowledge includes information stored in documents or other forms of media such as databases, policies and procedures, and technical drawings. Select one: a. Tribal b. Organizational c. IP d. Tacit

b. Organizational

_______ is defined as the difference between the true value and the observed average of a measurement Select one: a. capability b. accuracy c. precision d. systematic bias

b. accuracy

Variable data are ____. Select one: a. discrete b. continuous c. nonrandom d. not measurable

b. continuous

strategic change

broad in scope and stems from strategic objectives, which are generally externally focused and relate to significant customer, market, product/service, or technological opportunities and challenges

In the context of the leadership styles defined by Blanchard and Hershey's, 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? Select one: a. Supporting b. Delegating c. Coaching d. Directing

c. 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 providing others with a role to guide their actions? Select one: a. Learner b. Communicator c. Mentor d. Navigator

c. Mentor

The term _____ refers to the ability of an organization to learn. Select one: a. data mining capacity b. interlinking capacity c. absorptive capacity d. adaptive capacity

c. absorptive capacity

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: Select one: a. Taguchi loss function. b. quality trilogy. c. balanced scorecard. d. quincunx.

c. balanced scorecard

Which of the following categories of quality problems is characterized by unsatisfactory performance that causes dissatisfaction from the standpoint of noncustomer stakeholders, such as managers of financial or supply chain functions? Select one: a. Conformance problems b. Unstructured performance problems c. Efficiency problems d. Product design problems

c. efficiency problems

Which of the following is a type of customer error that results during an encounter? Select one: a. Failure to bring the necessary materials for the encounter b. Failure to signal service inadequacies c. Failure to follow the instructions provided d. Failure to understand the role in the service transaction

c. failure to follow the instructions

In the context of managing information resources, the quality of information can be improved by: Select one: a. using multiple databases whenever feasible b. using as many intermediaries as possible to handle data c. placing accountability on the creators of data and information d. avoiding electronic data capture

c. placing accountability on the creators of data and information

Which of the following perspectives of the balanced scorecard includes such measures as quality levels, productivity, cycle time, and cost? Select one: a. Innovation perspective b. Financial perspective c. Customer perspective d. Internal perspective

d. Internal perspective

Which of the following is the first step involved in designing a manufacturing process? Select one: a. Analyzing the processes prior to implementation to improve quality b. Documenting the procedures and requirements in a flowchart c. Defining the sequence of steps that need to be performed d. Conducting a detailed technical analysis of the characteristics of the product

d. conducting a detailed technical analysis of the characteristics of the product

In the policy deployment process, the _______ forms the basis for shorter-term planning Select one: a. organizational objective b. mission statement c. operational plan d. long-term strategic plan

d. long-term strategic plan

All of the following are key factors included in an environmental assessment EXCEPT: Select one: a. the organization's SWOT profile. b. the long-term organizational sustainability. c. the regulatory environment. d. the workforce profile and future requirements.

d. the workforce profile and future requirements

Which of the following is true of support processes? Select one: a. they are sometimes called core processes b. they are most important in achieving a sustained competitive advantage c. they align closely to an organization's core competencies and strategic objectives d. they require lesser attention from the employees compared to value-creation processes

d. they require lesser attention from the employees compared to value-creation processes

Which of the following is true about the benefits of a mission? Select one: a. guides the development of strategies b. establish the context within which daily operating decisions are made and sets limits on available strategic options c. governs the trade-offs among the various performance measures and between short- and long-term goals d. inspire employees to focus their efforts toward the overall purpose of the organization e. all of the above

e. all of the above

supporting

leaders allocate tasks and set direction, but the subordinate has full control over the performance of the work

coaching

leaders set the overall approach and direction but work with subordinates and allow them to manage the details

How leadership is exercised, formally and informally, throughout an organization. These elements include how key decisions are made, communicated, and carried out at all levels

leadership system

directing

managers define tasks and roles, and closely supervise work(aggressive)

The _____ of a firm defines its reason for existence; it answers the question "why are we in business?"

mission

process change

narrow in scope and deals with the operations of an organization. An accumulation of continuously improving process changes can lead to a positive and sustainable culture change

mentor

provides others with a role to guide their actions

"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

delegating

subordinates can do their work with little supervision or support

Transformational Leadership

suggests that leaders adopt behaviors such as: idealized influence, consideration, inspirational motivation, and intellectual stimulation, and have a long-term perspective, focus on customers, promote a shared vision and values, work to stimulate their organization intellectually, invest in training, take some risks, and treat employees as individuals

accountability

taking responsibility for the organization, community, or self that the leader serves

integrity

the ability to discern what is right from wrong and commit to the right path

creativity

the ability to see possibilities, horizons, and futures that don't yet exist, enabling the leader to help create a shared vision

well-being

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

courage

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

An effective leadership system also includes mechanisms for leaders' self-examination and improvement

true

Inappropriate measures lead to actions incongruent with strategies, even if they are well formulated and communicated

true

Leadership systems builds loyalties and teamwork based upon shared values, encourages initiative and risk taking, and subordinates organization to purpose and function

true

Performance measures should strongly align with the principal factors that determine competitive success and the strategic challenges the organization faces

true

The leadership system includes structures and mechanisms for decision making, selection and development of leaders and managers, and reinforcement of values, directions, and performance expectations

true

appropriate measures lead to attainment of strategic goals and impact the goals and strategies needed to achieve them

true

performance measure should be aligned with strategies and action plans

true

humility

what gives excellent leaders their ability to mentor, communicate, and learn, and understand that they are servants of those that follow