are 112 exam #2
shared powers
"Slower, but able to internalize the change" is found in the: a. expertise strategy b. information strategy c. none of the answers are correct d. legitimate strategy e. shared powers strategy
fundamental attribution error
"dispositional and "situational" are related to a: a. fundamental attribution error b. the component model c. "road blocks" from on e of the cases in class d. parts of the change management strategies e. none of the answers are correct
stakeholders
"reach of the organization" was related to
ibm
. In class the idea of "managing by principle" was from: a. the Duke case. b. the IBM book c. the Deloitte case d. our discussions on protected classes. e. our discussion on ethics
decision making
. The acronym (initials) DSS has to do with: a. BPR b. decision making c. ERP d. the balanced scorecard e. both projects and processes
sql
. The information technology tool we discussed in class related to the access data was: a. SQL b. single source-single access c. pointer-pointer d. readable-writeable
Strategic intent
A disciplined approach to only do what matters is
erp
Best practices and single-source of information is found in a (an): a. EDGE b. ERP c. value chain support system d. TPS
Management tools
Decision rights was from. From Bain
management tools
Decision rights was in a part an example the borader topic (notes 7) a. management tools b. leadership frameworks c. linear thinking d. process thinking e. two of the answers provided are correct
BPR
Duke hospital: clinical pathways is an example
Suboptimzation
From class we mentioned that at IBM when the hardware sales force did not follow up with the software sales force we had an example of
Mission
From class we said "what we do" is: a. authority b. output driven c. mission d. fact based
ANOVA
From our class discussion, we use the "test of homogeneity" in: a. ANOVA b. Chi -square c. Probit d. all the answers are correct, the "test of homogeneity" is used in all types of statistical analysis from class.
culture
From our diagrams in class, the base of the balanced score card (the bottom quadrant) is related to: a. culture b. competitors c. customers primarily d. production
overtime compensation
From our discussion on human resources the term "exempt" referred to: a. discrimination b. overtime compensation c. corporate level liability d. relaxation of job skills
culture
From our discussion on the IBM book, what did Lou mention was the most important component of a business to be successful
term balance was not used
From our discussion on the balanced scorecard we
facts
From the IBM book, Lou felt strategy was best supported by: a. vision b. innovation c. facts d. variety
use a lot of cash and generate a lot of cash
If you are a "star" you: a. use a lot of cash b. you are in the target market c. two of the answers are correct d. generate a lot of cash e. are the strongest member in the supply chain
Threats to change process
Impact of culture and loss of existing benefits and disturb existing social networks are examples from class of
Momentum toward change
In change management we used the term "low hanging fruit" to describe
BPR
In duke hospital cases the development of the "clinical pathways" is an example of the use or development of: a. None of the answers are correct. b. threats to the change process c. an ERP d. the component model e. a BPR
business model
In our discussion on strategic thinking we saw several examples from IBM in class. The terms from IBM as to what supports their mission and vision was: a. business model b. cash flow measures c. two of the answers provided are correct d. strategic linkage e. alignment or strategic alignment
clear business case
In the Deloitte case "sometimes it takes a revolution" the author state the importance of change was supported by a
rational persuasion
In the Deloitte case "sometimes it takes a revolution" we saw the change strategies of
suboptimization
In the Duke article, the comment was made that staff moved from a "mission bound" focus to a "goal oriented" focus. The change best described as addressing the issue a. delegation b. span of control c. communications d. suboptimization e. abdication
performance, potential
In the HBR article "sometimes it takes a revolution" the author stated that "...women were evaluated on their _____; men were evaluated on their _____
balanced scorecard
In the IBM book Gerstner wrote they needed a "fundamental change in the way we carried out almost every process at IBM" and we can see that as an example of (from class topics) : a. vision b. the balanced scorecard c. linear thinking d. the focus topic from Bain
4P's
In the IBM book, when Lou reduced the price of some of the major INM products, we could say he was using the ___ strategic lens
execution
In the IBM, Lou said the solution was about a. a new strategy b. new products c. execution d. alignment
micro and macro problem
In the beginning of the IBM book we saw a good example of a manager dealing with
Customer
In the duke hospital case the part of the balanced scorecard
value chain
Inbound logistics and operations are found in the: a. value chain b. conceptual approach c. span of control d. the production matrix
demand chain
Lous approach to ibm a. All were seen to describe his "best" approached to differing problems b. Supply chain c. his use of the matrix management approach d. Demand chain e. Two of the answers provided are correct
IBM
Managing princippal was from: a. the Duke case. b. the Deloitte case c. the IBM book d. our discussion on ethics e. our discussions on protected classes.
planning, organizing, leading, controlling
Mintzberg Planning and controlling
industry structure
One of the diagrams from class depicted or showed that competitive strategy comes from (from notes#6) a. vision b. industry structure c. fact d. product mix
Competitive Strategy
One of the diagrams from class when we discussed strategy showed that the value chain and business processes come from a. competitive strategy b. vision c. product mix d. fact
job design
SKA has to do with
none
The "decision making tool" discussed in class that uses several iterations of questioning is the: a. ANOVA b. the team assessment tool c. none of the answers are correct d. The McKinsey analysis tool - Not the MECE tool, the other tool.
activities
The "decision outcome" approach to decision making and implementation includes a. activities b. factor analysis c. the requirement for a trial period d. two the answers are correct e. all three answer are correct
erp
The acronym (initials) for the IT system that links the operational systems with the transaction processing systems is: a. SAP b. ERP c. CRM d. EIT
operational
The business process reengineering approach is best described as
end result
The primary difference between project and process is a. end results b. where the project or process is situated in the organization c. degree of externali ty to the organization d. all the answers are character istic of the difference between a project and a process e. degree of complication
success or failure
The results of a probit analysis is to test for
Directing the work
The term "Authority" has to do with
structured
The term we used for simple decisions in class was: a. automatic b. linear c. repeatable d. structured
innovation
The terms develop and diffuse and integrate are related to our discussion on: a. projects b. ERP c. innovation d. productivity e. decision making
coercive, legitimate, expert, referent, reward
The types of power discussed in class are
BPR
Thinking about how Lou fixed IBM and topics from class, was most evident in the book a. Power b. Ethics c. Two of the answers are correct d. Centralization e. BPR
timeliness, relevance, completeness, quality
Usefulness of information
Undue influence by others on another persons choice
We use GDS to reduce
crossover
When Lou was on the plane and got a drink, he was applying the ___ method of change management
subotimization on personal level
When Walt Burdick in the IBM book had the AA carry around dimes and sharpen pencils, we have an example of
agency and principle theory
When a manger and owner have a conflict over rewards, we have an exampple a. conflict resolution b. interest versus position c. agency and principle theory d. alignment dynamics e. all the the answers are correcgt
stakeholders
When we talk about "the reach of the organization" we are considering the effect the organization has on its ___ and not just its markets for its products or services
business modeling
Which is following not component of strategic thinking from class? a. A systems perspective b. Thinking in time c. Intelligent opportunism d. Hypothesis-driven e. Business modeling
DSS
Which is the decision making tool that could be used for a structured decision a. span of control matrix b. DSS c. EIS d. Delphi e. ERP
Delphi
Which is the decision making tool that could be used for a unstructured decision?
hierarchical
Which of the following is not one of the organizational design frameworks discussed in class: a. Divisional b. Problem Solving c. Functional d. Hierarchical
centralized
Which of the following is not one of the types of organizational structures from our class discussion on "planning and controlling" a. Divisional b. Functional c. Problem solving d. Centralized-decentralized
mission and vision
Which of the following is not related to the other terms: a. Force-Coercion b. Rational Persuasion c. Shared Powers d. Mission and Vision
legitimate power
__________is the power granted by some authority
strategic intent
a disciplined approach to only do what matters is a. one of the leadership points from the reading b. from the reading on management c. from the systems approach d. strategic intent
matrix management structure
as a staff member in an organization you have two bosses in: a. the span of control model b. all the answers provided are correct c. the component business model d. a matrix management structure e. both the vertical and h orizontal structure
BCG growth-share matrix
cash generation as to do when we consider the strategic lenses
component business model
core competencies and outsourcing are topics from: a. value chain b. two of the answers provided are correct c. the component business model d. the matrix management system - the benefits e. both of the supply chain
trust
even though lou was not from the IT industry, those at IBM could_____him because of his reputation
chi square
expected and observed are found in
justice rule
fair and equitable distribution of benefits and harms is a characteristics or befits the: a. two of the answers provided are correct b. matrix approach c. problems solved with delegation d. justice rule e. the component model
product, place, promotion, price
four p's
societal, occupational, organizational, individual
four types of ethics
Cash cow
high market share, low market growth
binary
in a profit analysis the result is (statistical tools): a. binary b. a probability rating like 75% c. a value coefficient d. a risk factor
supporting activities primary activities
in a value chain analysis we see the staff functions in the __________ and the line functions in the __________
supporting activities primary activities
in a value chain analysis we see the staff functions in the__________ and the line function in the ____________
CSF
in class, the dashboard was used to display: a. the status in the value chain of a part b. patient status in the Duke Hospital case c. CSF's d. the processing load on a computer system
needed to execute its current vision and mission
in gerstner's book, for IBM he stated that IBM
output
in our discussion on decision rights which word does not fit on Bain's discussion of decision rights a. recommend b. agree c. input d. output e. perform
dissatisfaction with the present situation
in terms "why change occurs" in class we mentioned we saw an example of __________ when the doctor was in the pediatric intensive care unit of the hospital
harassment
in terms of "sexual" and "ethnic" are both related to _____discussed in class
self referencing groups
in the IBM book when Lou arrived there was a tendency to measure performance internally rather that by the marketplace. a. self-referencing groups b. cultural stagnation c. the component model d. two of the answers are correct e. matrix management
Dissatisfaction
in the beginning of the duke hospital case we swathe physician and patients parent exhibit_____ as a reason change occurs when the child was having difficulty breathing
business case
in the deloitte case from class, the author made the point that they needed to make the _________ for the program to explain and justify the "why" they were doing something
balanced scorecard
in the duke hospital case, the physician used
SKA
it is important that job description be made in term of the related
Porter's five forces
of the strategic lenses we studied in class, the only one that took an "industry view" was
referent
of the types of powers that we discussed in class Lou was best described by his _______ power
customers, suppliers, substitutes, potential entrants, industry members
porters five forces
component business model
the "patterns in the middle" is found in: a. the change area first addressed by Lou b. Deloitte case when they addres sed the manages have staff and also reporting th e audit partners c. the component business model d. what is changed with downsizing or smartizing or rightsizing e. value chain
mean
the application or purpose of the ANOVA test is to analyze______ of populations
duke power
the class the case related to adverse impact was from a. Anaconda Metals, Inc. b. The City of Seattle c. a class action suit naming several companies d. Duke Power e. The University of Michigan
Coercive Legitmate Expert Referent reward and Referent
the five types of power discussed in class are __________ and we mentioned that the best type of power, as we saw in Lout and Alex as ____________ power
BCG grow-share matrix
the star is found in the: a. Porter's five forces b. Balanced scorecard c. BCG grow-share matrix d. SWOT e. 4 P's
SKA
the term_________ has to do with job design and is used to describe the attributes for work to be done
chi square
the terms "expected" and "observed" are from a. probit b. adverse impact c. chi square d. team assessment tools e. the Deloitte case on how offices were ranked
IT
the terms "one too many relationships" and "pointers" as discussed in class relate to a. IT b. BPR c. HR d. the component model e. Lou's organizational model
decision environment
the terms bounded rationality and information symmetry and risk are related to a. decision environment b. problems solved with the matrix management approach c. the component model d. two of the answers provided are correct e. problems with teams
trust
the willingness of person of a person person or groupp pto have confidence in the goodwill and compentency of another person: a. Authority b. Justice c. Leadership d. Trust e. The basis for one of the powers
dissatisfaction with current situation, external pressure, momentum towards change
three reasons why change occurs
attributes in the IT information
timeliness and quality from class are parts of
Indy 500
to study teamwork, southwest airlines studied
reputation
trust comes from
phase method, crossover method
two change management methods we studied in class were_______ and _________.
likert scale
we use the __________ to convert qualitative data to quantitative data for analysis purposes
ERP
when we combine the TPS and a operation system we get: a. a value chain b. the generic supply chain c. ERP d. both a technical view a nd an operation view of BPR e. component model
demand chain
when you make that you sell you are using the
