Chapter 15
In the service profit chain, profitability, customer loyalty and customer satisfaction is due to _____________. a. complacent reactionism b. satisfied, loyal and productive employees c. conducive servicescape d. crossfunctional teams e. reduction management
b
Leadership is a part of managerial work because the rate of change has been increasing. Even lower level managers now spend up to ____________ of their time leading. a. 10 percent b. 20 percent c. 25 percent d. 30 percent e. 35 percent
b
Management keeps the current situation going through all of the following EXCEPT _____________. a. Planning b. Design c. Budgeting d. Controlling e. Problem solving
b
The notion of ____________ is central to the professional lives of Cirque Du Soleil employees. a. stretch b. bind c. hang d. wince e. edge
a
Which of the following is a component of service performance discussed under the marketing function? a. Service quality b. Service delivery c. Productivity d. Workforce e. Role of operations
a
_____________ is when leaders are able to display the behaviors that they expect of managers and other employees. a. Role modelling b. Motivational management c. Affiliative leadership d. Authoritative leadership e. Political maneuvering
a
What is service science? a. Study of how excellent service can be achieved. b. An approach for developing service operation that can create value for our customers. c. An approach to enable us to study, design and manage effective service systems that create value for our customers. d. A study of various disciplines in the sciences, like logistics management. e. An approach to designing and managing complex service systems.
c
Which of the following is a component of service performance discussed under the operations function? a. Role of marketing b. Competitive appeal c. Introduction of new technology d. Customer profile e. Workforce
c
According to Ms Spiers-Lopez, all of the following are characteristics of effective leadership EXCEPT ____________. a. being authentic b. not being afraid to make mistakes c. trusting the people around d. being an effective communicator e. not being afraid to change one's mind
d
Pernille Spiers-Lopez is president of ______________. a. Fedex b. Southwest Airlines c. Marriott d. IKEA North America e. Stena Lines
d
Which of the following is NOT one of the six key factors that influence an organization's working environment? a. Flexibility b. Responsibility c. Standards d. Power e. Clarity
d
All of the following are qualities that effective leaders in service organizations should have EXCEPT ___________. a. love for the business b. ways of communicating that is easily understood c. see service quality as foundation for competing d. recognize the part played by employees in delivering service e. diplomatic
e
Organizational culture includes all of the following EXCEPT ____________. a. shared perceptions or themes regarding what is important in the organization b. shared values about what is right and wrong c. shared understanding about what works and what doesn't work d. shared beliefs, and assumptions about why these things are important e. diverse styles of working and relating to others
e
Which of the following is NOT one of the aspects of leadership in the future? a. Leadership coming from emerging countries, with different styles. b. Collaborative, using the team approach. c. Leadership from behind, sharing power with others. d. Building collective efforts. e. Controlling employees so they do not act on impulse.
e
Which of the following is one of the three functions that are tightly linked in effective service firms? a. The management function. b. The outputs function. c. The inputs function. d. The servicescape function. e. The human resources function.
e
"Management by walking around" is an approach that exemplifies unsuccessful managers.
f
All service leaders have a strong focus on their customers only.
f
Consistently meeting or exceeding customer expectations across multiple dimensions is a practice most likely seen in the "service leader" category of service performance.
f
Implementing the Service Profit Chain requires a complete understanding of how marketing, accounting and human resources work together.
f
The company names of the "service professionals" level of service performance are synonymous with service excellence and an ability to delight customers.
f
Top-level executives of outstanding service organizations spend incredible amounts of time setting profit goals and focusing on market share.
f
Cirque Du Soleil claims that they didn't reinvent the circus, they simply repackaged a way of presenting the circus show in a much more modern way.
t
Companies who work for years building a loyal workforce with a strong service ethic may find that such a culture can easily be destroyed through change in leadership.
t
Controlling workers is a practice most likely seen in the "service losers" category of service performance.
t
Ideally, service firms should be organized in ways that enable the three functions of marketing, operations, and human resources to work closely together so that the organization can be responsive to its various stakeholders and achieve success in its chosen markets.
t
In service losers, marketing only plays a tactical role.
t
Organizational climate represents the tangible surface layer on top of the organization's underlying culture.
t
Organizations that are devoted to satisfying their current customers may miss important shifts in the marketplace and find them turning into has-beens.
t
Planning is designed to produce orderly results, not change.
t
There is a strong relationship between customer satisfaction and shareholder value.
t